????因此，犯錯(cuò)后如何能從自省自責(zé)中迅速走出來，讓整個(gè)團(tuán)隊(duì)重新集中精力、充滿干勁，這一點(diǎn)非常重要?！斑^去的已經(jīng)過去?！蹦阈枰粎捚錈┑胤磸?fù)告訴團(tuán)隊(duì)?！艾F(xiàn)在重要的是未來。未來的圖景是這樣的，我們要這樣才能把它變成現(xiàn)實(shí)，而實(shí)現(xiàn)這個(gè)目標(biāo)對(duì)你們的意義則是這樣的?！泵枥L的畫面必須精彩寬宏，同時(shí)又細(xì)致入微。必須感覺真實(shí)——甚至要有質(zhì)感。沒有陳詞濫調(diào)，沒有泛泛而談。如果有假，人們老遠(yuǎn)就能嗅出來了。

????當(dāng)然，這個(gè)過程中人性的復(fù)雜在于犯錯(cuò)后，你或許情感上還沒有準(zhǔn)備好、如何讓你的團(tuán)隊(duì)振奮起來。你可能會(huì)感到上級(jí)在后頭盯著你的那種灼熱感，更別提脖子上的韁繩已經(jīng)收緊。你可能會(huì)懷疑自己是否真的有領(lǐng)導(dǎo)能力。同樣的，你的下屬可能也會(huì)感到這種責(zé)怪，越來越懷疑自己。

????于是，那個(gè)漩渦開始向你招手。

????千萬別走這條路。承認(rèn)這是你的錯(cuò)，分析原因，汲取教訓(xùn)，當(dāng)然，要收拾干凈。但接下來，你得卸下包袱，著眼未來。如果你是一位管理者，這就是你和你的團(tuán)隊(duì)?wèi)?yīng)該全身心投入的地方。

????至于杰米?戴蒙？鑒于他有多年的成功經(jīng)驗(yàn)，我們相信他會(huì)很快飛身上馬。多年后，很少還會(huì)有人記得摩根大通的這次重大交易失誤。但全球?yàn)樗ぷ鞯某^25萬多人中每一個(gè)人都會(huì)知道，他將撣掉身上的灰塵，重新上馬，繼續(xù)前行——只是變得更強(qiáng)大，也更睿智。

????譯者：老榆木

????That's why it's critical for you in the post-mistake period to move swiftly from self-examination and self-flagellation to renewal, to getting your people refocused and re-energized. "The past is over," you need to say to your troops as many times as it takes. "What matters now is the future. Here's what it looks like, here's how we're getting there and what's in it for you." The picture painted has to be exciting in its reach and vivid in its detail. And it's got to feel real -- even gritty. No platitudes or generics. People can smell, well, let's just call it "baloney," from a mile away.

????The all-too-human complication in this, of course, is that after a mistake happens, you might not be emotionally prepared to get your team all psyched up again. You may be feeling the searing discomfort of upper management's skeptical gaze on your back, not to mention a tighter leash around your neck. You may be wondering if you really have what it takes to lead your people. Your people, in turn, may be feeling beleaguered and increasingly doubtful themselves.

????And so, the vortex beckons.

????Just don't go there. Own your mistakes, analyze their causes, learn from them and clean them up -- of course. But then, let them go and get back to the future. If you're a leader, that's where your head and your heart -- and your people -- belong.

????And as for Jamie Dimon? Given his long record of success, we're confident he'll soon be back in the saddle. And years from now, we assure you, relatively few people will remember JPMorgan's trading blunder. But everyone who works for him around the globe, a quarter-million strong, will know that he dusted himself off, got back on his horse and rode on -- stronger and a whole lot wiser.