職場(chǎng)人士跌倒了怎么爬起來(lái)
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????親愛(ài)的安妮：我主動(dòng)承擔(dān)了一個(gè)頗受關(guān)注的大項(xiàng)目，很顯然這個(gè)項(xiàng)目超出了我的能力范圍,。我嘗試了一種之前從未使用過(guò)的方式,。我以為這種方法會(huì)奏效，甚至相比我們之前在類(lèi)似項(xiàng)目上的投入,，我認(rèn)為這種方法可以節(jié)省大量時(shí)間和資金,。 ????很可惜，慘敗的過(guò)程不必細(xì)說(shuō),。如今事實(shí)證明,，我的想法破產(chǎn)了。項(xiàng)目落后于預(yù)定計(jì)劃,，結(jié)果為了讓項(xiàng)目“回到正常軌道”,，我的上司指定了其他人負(fù)責(zé)。公司高層經(jīng)常說(shuō),，冒險(xiǎn)是創(chuàng)新的一個(gè)重要部分,，比如“多失敗，快失敗”之類(lèi)的話(huà),。但我沒(méi)看到任何人像我一樣,，把事情搞砸，我感覺(jué)自己像是辦公室里的“低等賤民”。現(xiàn)在我想知道,，我能否從那次失敗中恢復(fù)過(guò)來(lái),，重新樹(shù)立自己的“街頭信譽(yù)”？或者我最好還是趕快找一份新工作,？——I.D. ????親愛(ài)的I.D.：先別著急更新簡(jiǎn)歷,。Highland咨詢(xún)集團(tuán)（Highland Consulting Group）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,。這次失敗會(huì)讓你刻骨銘心，所以一定要充分利用它,?！?/p> ????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,?！北M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,。 ????這種談話(huà)有些難度,，正如在其他談話(huà)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. 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?！比绻荒茏龅酵耆\(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. 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(xún)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. 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,。”但這需要有勇氣,，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,。 |
????Dear Annie:I volunteered to run a big, visible project that was something of a stretch assignment for me, and I took an approach 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 way more harm than good to your already bruised reputation. Hewertson offers six tips for recovering from a flop: ????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 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. ????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". |
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