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(huì)原諒你的。”下面是從工作失誤的陰影中走出來(lái)的六個(gè)建議。，職場(chǎng)的小伙伴們不妨學(xué)習(xí)一下哦。

"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(tuán)總裁兼CEO、高管導(dǎo)師羅克珊娜-休爾森說(shuō)：“只要想學(xué)東西，我們都會(huì)犯錯(cuò)誤。失敗會(huì)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 dispassionatelyas 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(bǔ)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(xì)分析計(jì)劃失敗的原因。然后與上司以及項(xiàng)目目前的負(fù)責(zé)人坐下來(lái)，好好交流一下你為什么認(rèn)為自己的想法會(huì)有效，同時(shí)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(yǔ)氣，比如煩躁、生氣或防御性的語(yǔ)氣，對(duì)于你已經(jīng)遭受打擊的聲譽(yù)無(wú)疑弊大于利。對(duì)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.

把問(wèn)題擺到臺(tái)面上。休爾森說(shuō)：“就算你能隱瞞所發(fā)生的事情，也不要這么做�！比绻�不能做到完全誠(chéng)實(shí)，會(huì)讓人們禁不住懷疑，實(shí)際情況是不是比看起來(lái)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.

與上司進(jìn)行坦誠(chéng)的交流。如上所述，重點(diǎn)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(rèn)為通過(guò)此次失敗你會(huì)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(wèn)一下他或她是如何從過(guò)去的錯(cuò)誤中恢復(fù)過(guò)來(lái)的。每個(gè)人至少都犯過(guò)一個(gè)(通常更多)錯(cuò)誤，他們或許會(huì)告訴你如何從失敗中走出來(lái)。

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".

勇于承擔(dān)責(zé)任。休爾森認(rèn)為，這樣的一次挫折會(huì)不會(huì)讓你消沉，關(guān)鍵“不在于錯(cuò)誤本身，而是你的個(gè)性和應(yīng)對(duì)失敗的方法。大多數(shù)情況下，如果你能主動(dòng)承認(rèn)錯(cuò)誤，人們會(huì)因?yàn)槟愕恼\(chéng)實(shí)而原諒你�！钡�這需要有勇氣，心甘情愿吞下苦果，包括“沒(méi)有借口，沒(méi)有辯解，不責(zé)怪其他任何人，哪怕事實(shí)上有人要為失敗負(fù)一定責(zé)任，” 休爾森說(shuō)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."

道歉。休爾森建議：“如果已經(jīng)有外部、甚至內(nèi)部的客戶因?yàn)槟愕氖�敗而受到影響，你�?yīng)該向他們真誠(chéng)道歉。最好的方式是親自去道歉，而不是通過(guò)電子郵件。然后詢問(wèn)對(duì)方——不要自己設(shè)想——你能做些什么來(lái)彌補(bǔ)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.

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(kāi)始，主動(dòng)提出你愿意為新項(xiàng)目負(fù)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.

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(shí)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(kāi)把自己定位成一名冒險(xiǎn)者(雖然并不成功)，這會(huì)以一種意想不到的方式提高你所說(shuō)的“民間信譽(yù)”。

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(cuò)誤不會(huì)決定你的未來(lái)。振作起來(lái)，繼續(xù)前進(jìn)。休爾森說(shuō)：“所有成功的領(lǐng)導(dǎo)人或企業(yè)家都曾遭遇過(guò)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(huì)原諒你的�！碑吘�，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。