本文是咨詢集團CEO兼高管導(dǎo)師羅克珊娜-休爾森對于職場中遭遇失敗所做的專業(yè)指導(dǎo)。案例是一名項目負責(zé)人在組織項目運營時遭遇了失敗，領(lǐng)導(dǎo)層不得不半途撤換負責(zé)人。休爾森告訴我們“重要的是你能從失敗中學(xué)到什么。如果你表現(xiàn)得足夠謙卑，而不是試著把責(zé)任推給其他人，人們會原諒你的。”并給出了從工作失誤的陰影中走出來的六個建議。
"We all make mistakes, if we're going to learn anything," notes Roxana Hewertson, an executive coach who is president and CEO of Highland Consulting Group. "You'll never forget this one, so make the most of it."
Highland咨詢集團總裁兼CEO、高管導(dǎo)師羅克珊娜-休爾森說：“只要想學(xué)東西，我們都會犯錯誤。失敗會讓你刻骨銘心，所以一定要充分利用它。”
That means putting your ego to the side and "truly understanding what you can learn from it, about yourself, and your business, in every way possible," she adds. Analyze exactly how and why your plan went off the rails, as calmly and dispassionately as you can. Then sit down with your boss, and perhaps the person now in charge of the project, outline why you thought your idea would work, and explain precisely why it didn't。
她補充道，這意味著先把自我放到一邊，真正“理解關(guān)于自己，關(guān)于公司，你能從中學(xué)到哪些東西。”盡可能平靜、冷靜地仔細分析計劃失敗的原因。然后與上司以及項目目前的負責(zé)人坐下來，好好交流一下你為什么認為自己的想法會有效，同時解釋一下最終失敗的具體原因。
In this difficult conversation, as in so many others, attitude is everything. The wrong tone -- whether whiny, angry, or defensive -- can do way more harm than good to your already bruised reputation. Hewertson offers six tips for recovering from a flop:
這種談話有些難度，正如在其他談話中一樣，態(tài)度決定一切。不恰當(dāng)?shù)恼Z氣，比如煩躁、生氣或防御性的語氣，對于你已經(jīng)遭受打擊的聲譽無疑弊大于利。對于如何走出失敗的陰影，休爾森提供了六條建議：
1. Put all your cards on the table. "Even if you can, don't hide anything about what happened," Hewertson says. Anything less than total honesty is likely to make people start wondering if the situation is actually worse than it already looks。
1. 把問題擺到臺面上。休爾森說：“就算你能隱瞞所發(fā)生的事情，也不要這么做。”如果不能做到完全誠實，會讓人們禁不住懷疑，實際情況是不是比看起來更糟糕。
2. Have a heart-to-heart with your boss. As noted above, the emphasis here should be on what you've learned from this debacle, and about where he or she sees you going from here. If you have a good relationship with your manager, Hewertson recommends asking how he or she recovered from a mistake, at some point in the past. Everyone has made at least one (and often many)， and sometimes they'll even tell you how they bounced back from it。
2. 與上司進行坦誠的交流。如上所述，重點是你從這次災(zāi)難性的經(jīng)歷中學(xué)到了什么，以及你的上司認為通過此次失敗你會有怎樣的轉(zhuǎn)變。如果你與公司管理曾關(guān)系良好，休爾森建議，詢問一下他或她是如何從過去的錯誤中恢復(fù)過來的。每個人至少都犯過一個(通常更多)錯誤，他們或許會告訴你如何從失敗中走出來。
3. Own it. Whether a setback like this sinks you or not is "not really about the mistake at all," says Hewertson. "It's about your character and how you deal with it. In most cases, people will forgive an honest mistake if you own up to it." That takes a willingness to swallow a big gulp of humble pie -- including, Hewertson says, "no excuses, no justifications, and absolutely no blaming anyone else, even if there were in fact others who contributed to what went wrong"。
3. 勇于承擔(dān)責(zé)任。休爾森認為，這樣的一次挫折會不會讓你消沉，關(guān)鍵“不在于錯誤本身，而是你的個性和應(yīng)對失敗的方法。大多數(shù)情況下，如果你能主動承認錯誤，人們會因為你的誠實而原諒你。”但這需要有勇氣，心甘情愿吞下苦果，包括“沒有借口，沒有辯解，不責(zé)怪其他任何人，哪怕事實上有人要為失敗負一定責(zé)任，”休爾森說道。
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."
4. 道歉。休爾森建議：“如果已經(jīng)有外部、甚至內(nèi)部的客戶因為你的失敗而受到影響，你應(yīng)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(shè)想——你能做些什么來彌補他們的損失。”
5. Think about solutions. Can you help correct the situation in some way? 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。
5. 考慮解決方案。你能幫助改變當(dāng)前的情況嗎?如果你尚未開始，主動提出你愿意為新項目負責(zé)人提供一切可能的幫助或許是明智的做法。
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。
6. 分享自己從失敗中學(xué)到的教訓(xùn)。如果有人產(chǎn)生與你相同的想法，這不足為奇，所以“把你從失敗中學(xué)到的教訓(xùn)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(wǎng)內(nèi)寫一篇與此有關(guān)的博客文章，或者寫一篇公司時訊，比如商業(yè)新聞中經(jīng)常出現(xiàn)的“好創(chuàng)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”。
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。
完成上面這些步驟之后，就不要繼續(xù)沉浸在失敗的經(jīng)歷當(dāng)中了。一次錯誤不會決定你的未來。振作起來，繼續(xù)前進。休爾森說：“所有成功的領(lǐng)導(dǎo)人或企業(yè)家都曾遭遇過失敗。重要的是你能從失敗中學(xué)到什么。如果你表現(xiàn)得足夠謙卑，而不是試著把責(zé)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(yīng)該)心知肚明，下一次失敗的人可能就是他們自己當(dāng)中的一員。
