The Fast Company Impact Council is a private membership community of influential leaders, experts, executives, and entrepreneurs who share their insights with our audience. Members pay annual membership dues for access to peer learning and thought leadership opportunities, events and more.From a young age, feedback from authority figures shape our self-perception. Unfortunately, too many young people internalize the message that they should only pursue what comes easily to them. I know this firsthand. As a student, I was interested in STEM but found it challenging. After an educator told me to focus on what I was good at, I believed I could never succeed in science or technologyand I gave up.What happened to me isnt unique. Too often, young people arent given the opportunity to fail safely, leading them to impose limits on their own potential. The consequences extend beyond the individualindustries suffer, too. Research shows that professionals with high confidence earn $8,000 more each year than their less self-confident peers, and 93% cite confidence as key to career success. Without a cultural shift that embraces safe failurethe opportunity to fail, learn, and try againinnovation will stagnate, and talent pipelines will weaken.As the leader of FIRST, a global robotics community dedicated to igniting young peoples passion for STEM, Ive seen firsthand the impact that building confidence in kids as young as preschool age can have on students educational affinity and interpersonal skill development. The same principles we apply to students ages 4-18 are relevant for young adults entering the workforce. A thriving business environment depends on uplifting young talent and empowering them to navigate challenges.Celebrate failure, dont fear itFIRST founder and prolific inventor Dean Kamen, who holds more than 1,000 patents, believes that yesa project may failbut never a person. He says, A step backward is a failure, but what if, for every step backward, you take two steps ahead? Learning from failure is a critical step in progresssomething over 3.2 million FIRST participants and alumni understand well.Business leaders must foster environments where failure is not only accepted, but expected. Controlled, low-risk failures offer young workers invaluable learning experiences that allow them to iterate and improve. Teams should see failure not as a sign of incapability but as a tool for growth. If we expect young professionals to push through challenges, we must provide them with the safety net to do so.Use mentorship to model resiliency and offer guidanceMentorship is a powerful way to help young professionals build resilience. Whether they are learning a new skill or questioning whether they have what it takes to go pro in STEM, it is not at all uncommon at FIRST to see young people stepping outside of their comfort zones, seeking guidance, and needing reassurance. Our role as leaders is not just to teach but to help young people find their places of belonging, and mentorship is a key piece of that puzzle. Strong mentorswho have faced setbacks and perseveredoffer support, model confidence, and help young people navigate obstacles.Mentorship doesnt just benefit mentees; it strengthens the mentors leadership skills. Corporate leaders Ive spoken with who invest in mentorship often report improved communication, problem-solving, and long-term employee commitment. Business leaders should consider structured mentorship programs, to cultivate a culture of support and professional development for their employees.Focus on flexibilityand growth mindsetsCareer paths are rarely linear. Many young professionals pivot as they discover their passions and adapt to changing industries. Organizations that encourage continuous learning and skill developmentnot just technical expertise but also communication, teamwork, and adaptabilitywill retain talent and drive innovation.Looking back on my past experiences, I wish I had understood that I had a choice: I could either accept my teachers discouragement or cast her words aside and believe in my limitless potential. As business leaders, we must create spaces where young professionals are empowered to take risks, learn, and grow. Innovation requires risk taking and trial and error. And for innovation to flourish, we must give young professionals permission to jump, with the knowledge that they have a safety net beneath them.If we reframe failure as an opportunity, provide mentorship, and encourage resilience, we can ensure young professionalsand the businesses they powerreach their full potential.Chris Moore is CEO of FIRST.