亲爱的安妮：我主动承担了一个颇受关注 的大项目，很显然这个项目超出了我的能力 我以为这种方法会奏效，甚至相比我们之前 在类似项目上的投入，我认为这种方法可以 节省大量时间和资金。 很可惜，惨败的过程不必细说。如今事 实证明，我的想法破产了。项目落后于预定 计划，结果为了让项目“回到正常轨道”， 我的上司指定了其他人负责。公司高层经常 说，冒险是创新的一个重要部分，比如“多 失败，快失败”之类的话。但我没看到任何 人像我一样，把事情搞砸，我感觉自己像是 办公室里的“低等贱民”。现在我想知道， 我能否从那次失败中恢复过来，重新树立自 己的“街头信誉”？或者我最好还是赶快找 一份新工作？——I.D. 亲爱的 I.D.：先别着急更新简历。 Highland 咨询集团（Highland Consulting Group）总裁兼 CEO、高管导师罗克珊娜?休尔 森说：“只要想学东西，我们都会犯错误。 这次失败会让你刻骨铭心，所以一定要充分 利用它。” 她补充道，这意味着先把自我放到一边， 真正“理解关于自己，关于公司，你能从中 学到哪些东西。”尽可能平静、冷静地仔细 分析计划失败的原因。然后与上司以及项目 目前的负责人坐下来，好好交流一下你为什 么认为自己的想法会有效，同时解释一下最 终失败的具体原因。 这种谈话有些难度，正如在其他谈话中 一样，态度决定一切。不恰当的语气，比如 烦躁、生气或防御性的语气，对于你已经遭 受打击的声誉无疑弊大于利。对于如何走出 失败的阴影，休尔森提供了六条建议： 1. 把问题摆到台面上。休尔森说：“就 算你能隐瞒所发生的事情， 也不要这么做。 ” 如果不能做到完全诚实，会让人们禁不住怀 疑，实际情况是不是比看起来更糟糕。 2. 与上司进行坦诚的交流。如上所述，
Dear Annie:I volunteered to run a big, visible project that was something of a stretch that was radically different from anything that had been tried here before. I really thought it would work, and possibly even save a lot of time and money over what we had been expending on similar projects in the past. Unfortunately, and without going into all the gory details, it's now becoming painfully obvious that my idea was a bust. The project is way behind schedule, and my boss has put someone else in charge to "get it back on track." Senior management at my company is always talking about risk as an essential part of innovation, "fail often and fail fast," etc. But I've never seen anyone here actually blow it like I just did, and I'm feeling like the office pariah. Now I'm wondering, can I recover from this and get my "street cred" back, or would it be smart to start job hunting? -- In the Doghouse Dear I.D.:Whoa, don't start updating your resume just yet. "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." 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. In this difficult conversation, as in so many others, attitude is everything. The wrong tone -- whether whiny, angry, or defensive -- can do
范围。我尝试了一种之前从未使用过的方式。 assignment for me, and I took an approach
重点是你从这次灾难性的经历中学到了什 么，以及你的上司认为通过此次失败你会有 休尔森建议，询问一下他或她是如何从过去 的错误中恢复过来的。每个人至少都犯过一 个（通常更多）错误，他们或许会告诉你如 何从失败中走出来。 3. 勇于承担责任。休尔森认为，这样的 一次挫折会不会让你消沉，关键“不在于错 误本身，而是你的个性和应对失败的方法。 大多数情况下，如果你能主动承认错误，人 们会因为你的诚实而原谅你。”但这需要有
way more harm than good to your already bruised reputation. Hewertson offers six tips 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. 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
怎样的转变。如果你与公司管理曾关系良好， for recovering from a flop:
勇气，心甘情愿吞下苦果，包括“没有借口， here. If you have a good relationship with your 没有辩解，不责怪其他任何人，哪怕事实上 manager, Hewertson recommends asking how 有人要为失败负一定责任，”休尔森说道。
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. 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".
4. 道歉。 休尔森建议： “如果已经有外部、 甚至内部的客户因为你的失败而受到影响， 你应该向他们真诚道歉。最好的方式是亲自 去道歉，而不是通过电子邮件。然后询问对 方——不要自己设想——你能做些什么来弥 补他们的损失。” 5. 考虑解决方案。你能帮助改变当前的 情况吗？在你的案例中，你已经不再负责之 前的项目，因此要实施这一点或许会有些困 难，但对情况进行调查依然值得你去做。如 果你尚未开始，主动提出你愿意为新项目负 责人提供一切可能的帮助或许是明智的做 法。
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
6. 分享自己从失败中学到的教训。如果 有人产生与你相同的想法，这不足为奇，所 以“把你从失败中学到的教训与其他人分 享，避免他们重蹈你的覆辙，”休尔森建议 道。如果能在公司局域网内写一篇与此有关 的博客文章，或者写一篇公司时讯，比如商 业新闻中经常出现的“好创意为什么遭遇滑 铁卢”之类的文章，你便可以帮助其他人避 免遭遇类似的失败。你也可以公开把自己定 位成一名冒险者（虽然并不成功） ，这会以一 种意想不到的方式提高你所说的“民间信 誉”。 完成上面这些步骤之后，就不要继续沉 浸在失败的经历当中了。一次错误不会决定 “所有成功的领导人或企业家都曾遭遇过失 败。重要的是你能从失败中学到什么。如果 你表现得足够谦卑，而不是试着把责任推给 其他人，人们会原谅你的。”毕竟，你的同 事们肯定都（或者应该）心知肚明，下一次 失败的人可能就是他们自己当中的一员。 反馈：你在工作中有没有犯过重大的错 误？你如何走出失败的阴影？欢迎评论。(财 富中文网) 译者：刘进龙/汪皓
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 pieces anatomy-of-a-good-idea-gone-wrong
that turn up so frequently in the business press -- you could save someone else a similar stumble. You'd also be positioning yourself 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.
你的未来。振作起来，继续前进。休尔森说： publicly as a risk-taker (although not, in this