優秀的領導者如何面對失敗(下)

“When things go right, we talk about it and we learn from it,”Hagen said.“When there’s a fear of failure in an organisation, people lose out on thechance to learn how a problem happened and how to avoid it happening again.”

“當進展順利時，我們都會相互溝通，並展開學習。”哈根說，“而當一個組織中的員工都害怕失敗時，人們就會失去一次學習的機會，無法瞭解問題的根源，也無法避免同樣的情況再次發生。”

It's crucial for managers to learn theright way to take responsibility for a setback, said David Rodnitzky, CEO of 3QDigital, a media company in California. While admitting to the problem, offerup analysis on how it happened, what you’ve learned from it, and how you’ll avoid itfrom now on.

加州媒體公司3Q Digital首席執行官大衛·羅德尼特斯基(David Rodnitzky)表示，對管理者而言，關鍵是學會通過正確的方式承擔失敗的責任。承認問題的同時，還要展開有針對性的分析，包括問題發生的原因，可以從中吸取哪些教訓，以及今後如何避免類似的事情再次發生。

That kind of analysis will help you survivethe fallout from your superiors or stockholders. As well, admitting to themistake will help you with your subordinates, Rodnitzky said. Blaming yourselffor the mistake, instead of someone on your staff, breeds loyalty.

這樣的分析可以幫助你頂住主管或股東的批評。另外，羅德尼特斯基認爲，承認錯誤還可以幫助你與下屬相處。主動將錯誤歸咎於自己，而不是自己的手下，可以加強團隊的忠誠度。

Good managers will also learn that takingresponsibility doesn’t always include the successes, Rodnitzky said. Whenthings go well, it’s time to give credit to someone else. “There’s an old adageevery manager should live by: accept responsibility and delegate credit,”Rodnitzkysaid.

羅德尼特斯基表示，優秀的管理者還明白一個道理，有了錯誤應該勇於承擔責任，但有了成績也不能全部歸功於自己。當事情進展順利時，就應該稱讚他人。“每個管理者都應該牢記一條格言：承擔責任，謙讓功績。”羅德尼特斯基說。

Rejecting your ego

戒除自負

Cristina Mariani-May recently experiencedfirsthand how difficult it was to admit she was wrong.

克里斯蒂娜·馬里亞尼-梅(Cristina Mariani-May)最近親身體會到承認錯誤有多麼困難。

Her family owns New York-based Banfi Wines,which has exported Italian wine worldwide since 1919. Since 1978, it has alsoowned a Tuscan vineyard.

她的家族在紐約經營着班菲紅酒公司(Banfi Wines)，該公司從1919年就開始向世界各地出口意大利紅酒。從1979年以來，他們還在托斯卡納擁有一個酒莊。

It was her father, John Mariani, who cameup with the idea seven years ago of opening a hotel on their seven-acre Italianproperty. During a meeting in the Montalcino office they share, he suggestedthe company could run the hotel themselves. Mariani-May argued they needed tobring in an expert. Things got heated, and it seemed like there was nocompromise.

她的父親約翰·馬里亞尼(John Mariani)7年前提出了在7英畝的意大利酒莊建設一座酒店。在蒙塔奇諾辦公室召開的一次會議上，他建議公司自主經營酒店。馬里亞尼-梅則認爲應該聘請一名專家來負責經營。雙方各不讓步，事情似乎沒有妥協的餘地。

Mariani-May agreed to study the twooptions. Two years later, after checking with other winery owners, she cameback to her father with a difficult answer: He was right.

馬里亞尼-梅同意對兩種方案展開研究。兩年後，在調查了其他酒莊的經營狀況後，她帶着令其難以接受的答案找到了自己的父親：他是對的。

“I had to swallow my pride, and I had to admit I was wrong,”Mariani-Mayrecalled. “It wasn’t easy, but once I took credit for making the wrong decision, wecould move on.”

“我必須收斂自己的傲慢，必須承認我錯了。”馬里亞納-梅回憶道，“這並不容易，可一旦你承認自己錯了，便可以繼續向前。”

Five years ago the company opened CastelloBanfi il Borgo, a privately run 14-room hotel on the grounds of a 12th Centurycastle. Since then, Condé Nast Traveler ranked it among the best hotels inItaly, and Fodor's Travel named it one of the 10 best wine country hotels inthe world. It wouldn’t have been possible, Mariani-May said, if she first hadn’t admittedshe made a mistake.

5年前，該公司開設了CastelloBanfi il Borgo，這是一家在12世紀的古堡中經營的私人酒店，共有14個房間。自那以後，《悅遊》(CondéNast Traveler)雜誌將其評選爲意大利最佳酒店，《Fodor's Travel》也將其評選爲全球10大葡萄酒鄉村酒店之一。馬里亞尼-梅表示，如果她當初不承認自己的錯誤，根本不會有今天的成功。

“That’s one of the assets of good management. Don’t go intoany big project with ego, and be ready to admit when you’ve made amistake.”

“這是優秀的管理者所應具備的一項品質。不要帶着自負的心態來從事重大項目，要隨時做好承認錯誤的準備。”