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????4. 道歉。休爾森建議：“如果已經有外部、甚至內部的客戶因為你的失敗而受到影響，你應該向他們真誠道歉。最好的方式是親自去道歉，而不是通過電子郵件。然后詢問對方——不要自己設想——你能做些什么來彌補他們的損失。” ????5. 考慮解決方案。你能幫助改變當前的情況嗎？在你的案例中，你已經不再負責之前的項目，因此要實施這一點或許會有些困難，但對情況進行調查依然值得你去做。如果你尚未開始，主動提出你愿意為新項目負責人提供一切可能的幫助或許是明智的做法。 ????6. 分享自己從失敗中學到的教訓。如果有人產生與你相同的想法，這不足為奇，所以“把你從失敗中學到的教訓與其他人分享，避免他們重蹈你的覆轍，”休爾森建議道。如果能在公司局域網內寫一篇與此有關的博客文章，或者寫一篇公司時訊，比如商業新聞中經常出現的“好創意為什么遭遇滑鐵盧”之類的文章，你便可以幫助其他人避免遭遇類似的失敗。你也可以公開把自己定位成一名冒險者（雖然并不成功），這會以一種意想不到的方式提高你所說的“民間信譽”。 ????完成上面這些步驟之后，就不要繼續沉浸在失敗的經歷當中了。一次錯誤不會決定你的未來。振作起來，繼續前進。休爾森說：“所有成功的領導人或企業家都曾遭遇過失敗。重要的是你能從失敗中學到什么。如果你表現得足夠謙卑，而不是試著把責任推給其他人，人們會原諒你的。”畢竟，你的同事們肯定都（或者應該）心知肚明，下一次失敗的人可能就是他們自己當中的一員。 ????反饋：你在工作中有沒有犯過重大的錯誤？你如何走出失敗的陰影？歡迎評論。(財富中文網) ????譯者：劉進龍/汪皓 ???? |
????4. Apologize. "If there were external, or even internal, customers who were adversely affected by what happened, you need to apologize to each of them. It's best to do this in person, not by email, if you possibly can," Hewertson says. "Then ask -- don't assume -- what you might be able to do to make it up to them." ????5. Think about solutions. Can you help correct the situation in some way? In your particular case, where you're no longer assigned to the project in question, that might be tough, but it's still worth looking into. If you haven't already done so, offering to help out the new project leader, in any way you can, would be both considerate and smart. ????6. Share what you've learned. It's not inconceivable that someone else might come up with some of the same thoughts you had going in, so "tell others what you learned from this, so they don't have to have the same experience," Hewertson suggests. If you can write a blog post about it for your company's Intranet, or pen a piece for the company newsletter -- something like the anatomy-of-a-good-idea-gone-wrong pieces that turn up so frequently in the business press -- you could save someone else a similar stumble. You'd also be positioning yourself publicly as a risk-taker (although not, in this instance, a successful one), which could boost your "street cred," as you call it, in unexpected ways. ????Once you've done all this, don't dwell on this one failed experiment. It doesn't define you. Move on. "There isn't a successful leader or entrepreneur alive who hasn't screwed up," says Hewertson. "It's what you learn from this that counts. And, if you show some humility and don't try to shift the blame to anyone else, people want to forgive you." After all, as your colleagues are no doubt well aware (or should be), the next time somebody drops the ball, it could be one of them. ????Talkback:Have you ever made a big, visible mistake at work? How did you recover from it? Leave a comment below. |
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