Remarkable

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David Kronfeld is a venture capital investor and telecommunications expert with over 40 years of experience. A graduate of the Wharton School of Business, Kronfeld was a senior manager at Booz Allen before moving on to Boston Capital Ventures, where he served as a general partner. The founder of JK&B, a Chicago-based investment firm, he currently works as an independent consultant and investor.

Fear of punishment and the desire to protect one’s reputation often deter individuals from admitting mistakes, as doing so can feel like a threat to their perceived competence. This reluctance is rooted in the ego’s resistance to challenges against its idealized self-image, making accountability uncomfortable. Yet, owning up to errors is critical for maintaining credibility and fostering trust. While deflecting blame may be a survival tactic in the military, it is counterproductive in professional settings, where transparency and responsibility are essential for career growth. Similarly, criticism and disagreement can elicit defensive reactions, complicating team dynamics and obstructing progress. Managers must approach such situations with emotional awareness, ensuring their tone and body language are calm and constructive. By valuing others’ perspectives and delivering feedback non-confrontationally, they can ease tensions, resolve conflicts, and encourage more effective collaboration.

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