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????4. 道歉,。休爾森建議：“如果已經(jīng)有外部、甚至內(nèi)部的客戶(hù)因?yàn)槟愕氖《艿接绊?，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(xún)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. 考慮解決方案,。你能幫助改變當(dāng)前的情況嗎,？在你的案例中，你已經(jīng)不再負(fù)責(zé)之前的項(xiàng)目，因此要實(shí)施這一點(diǎn)或許會(huì)有些困難,，但對(duì)情況進(jìn)行調(diào)查依然值得你去做,。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. 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(xiě)一篇與此有關(guān)的博客文章,，或者寫(xiě)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(lèi)的文章,，你便可以幫助其他人避免遭遇類(lèi)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)”,。

????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,。”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。

????反饋：你在工作中有沒(méi)有犯過(guò)重大的錯(cuò)誤,？你如何走出失敗的陰影,？歡迎評(píng)論。(財(cái)富中文網(wǎng))

????譯者：劉進(jìn)龍/汪皓

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????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.