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領(lǐng)導(dǎo)力內(nèi)部網(wǎng)絡(luò)是一個(gè)在線社區(qū)，商界最具思想和影響力的人物會(huì)在這里及時(shí)回答關(guān)于職業(yè)生涯和領(lǐng)導(dǎo)力的問題。今天的問題是：在犯下大錯(cuò)后如何反彈？回答者是Veeam的聯(lián)合創(chuàng)始人拉特米爾·迪馬舍夫。

每位企業(yè)家在開始職業(yè)生涯時(shí)，都有其強(qiáng)項(xiàng)和劣勢(shì)。我?guī)е茖W(xué)專業(yè)的背景進(jìn)入了技術(shù)領(lǐng)域，所以總是比一般的經(jīng)理更注重產(chǎn)品開發(fā)和滿足客戶需求。在這20多年來，我發(fā)現(xiàn)自己需要開拓視野，培養(yǎng)領(lǐng)導(dǎo)公司所必須的其他商業(yè)和管理技能——但如果沒有早期犯下的一些錯(cuò)誤，我也無法培養(yǎng)出這些能力。

成立Aelita Software時(shí)，我犯下了許多用人錯(cuò)誤。創(chuàng)立公司時(shí)的一個(gè)合作伙伴比我們其他人的貢獻(xiàn)都要少很多，但我們過了很久才決定把他拋開。我們還在招聘銷售主管時(shí)犯下了大錯(cuò)，在很短時(shí)間內(nèi)換了很多人選。每次招聘，情況都稍好一些，但我們最終為那些被嚴(yán)重高估的員工付出了太多薪水。

我從這次經(jīng)歷中得到的教訓(xùn)，就是果斷止損。我們花了幾年來解決這些問題。我后來采用了“慢點(diǎn)招人，快點(diǎn)解聘”的策略，并意識(shí)到只要合適的人到位，領(lǐng)導(dǎo)者就可以在提出很高要求的同時(shí)信任他們放手去干。

從這些早期的錯(cuò)誤中反彈，其中涉及到兩個(gè)關(guān)鍵的決定。首先在于專注我的優(yōu)勢(shì)。我擁有技術(shù)背景，而不是商業(yè)背景，所以對(duì)我來說，在產(chǎn)品研發(fā)上加倍努力是很自然的事情。我認(rèn)為這在與顧客攜手合作上至關(guān)重要，我們可以進(jìn)行許多改進(jìn)和升級(jí)，直到公司找到可以吸引廣大受眾的特色。我花了很多時(shí)間在國(guó)內(nèi)行走，會(huì)見客戶，確定具體問題，并將反饋建議整合到我們的產(chǎn)品中。

另一個(gè)決定是從可以學(xué)習(xí)的人那里尋求指點(diǎn)。最后，在我認(rèn)識(shí)的某個(gè)風(fēng)險(xiǎn)投資家的指導(dǎo)下，我成功成長(zhǎng)為了一名商業(yè)領(lǐng)袖。我們?cè)诟髯缘膷徫簧隙紝儆谀贻p人，這讓我們很有共同話題。我需要培養(yǎng)的領(lǐng)導(dǎo)技能：團(tuán)隊(duì)建設(shè)、招聘、管理人格、銷售發(fā)展，都是他擅長(zhǎng)的領(lǐng)域。

我們的公司換過許多銷售主管，他們的成果都乏善可陳。這位風(fēng)險(xiǎn)投資家告訴我如何鑒定人才，讓他們?nèi)谌肫髽I(yè)文化，放手發(fā)揮，不過如果他們不能滿足公司的目標(biāo)，也要果斷替換。這種思路讓我打造了適合公司的團(tuán)隊(duì)，我們?cè)诩夹g(shù)界一個(gè)停滯不前的領(lǐng)域猛然崛起，重新定義了這個(gè)領(lǐng)域。

在犯錯(cuò)后反彈的最好辦法就是承認(rèn)它，從中學(xué)習(xí)，并尋找?guī)椭苊庀麓卧俜?。不要在犯錯(cuò)之后裹足不前，這點(diǎn)也很重要。我尋求了風(fēng)險(xiǎn)投資家的建議，并最終從他身上學(xué)到了很多，如果我故步自封，就根本做不到這樣。

我也在加倍努力發(fā)揚(yáng)自己的長(zhǎng)處，招聘技能上與我互補(bǔ)的優(yōu)秀員工，深入產(chǎn)品研發(fā)，與客戶進(jìn)行廣泛交流，徹底了解他們的痛點(diǎn)以及最好的解決方案。最后，我成為了高效的領(lǐng)袖，擁有了發(fā)展公司，跨越錯(cuò)誤的所需技能。（財(cái)富中文網(wǎng)）

譯者：嚴(yán)匡正

The Leadership Insiders network is an online community where the most thoughtful and influential people in business contribute answers to timely questions about careers and leadership. Today’s answer to the question, “How can you bounce back after making a major mistake?” is written by Ratmir Timashev, co-founder of Veeam.

Every entrepreneur starts their career with strengths and weaknesses. I started out in tech with a science background and was always more focused on product development and meeting customer needs than being a typical manager. Over the course of 20 years, I have recognized a need to expand my view and develop other skills critical to the business and managerial aspects of leading a company—but those abilities weren’t developed without some early mistakes.

When I founded Aelita Software, many of my miscues were personnel decisions. One of our founding partners contributed far less to the company than the rest of us did, yet we procrastinated on moving on from him. We also made major mistakes in hiring for our head sales role, going through several executives in a short period of time. With each hire, things got a little bit better, but ultimately we were overpaying for employees that were severely under-delivering.

The lesson I took away from this experience is to cut losses sooner rather than later. It took years to resolve these errors. I adopted the “hire slow, fire fast” mantra and learned that when the right people are in place, a leader can simultaneously be demanding and trusting of their employees.

Bouncing back from these early mistakes involved two key decisions. The first was to focus on my strengths. I came from a technical background, not a business one, so it was natural for me to redouble my efforts in product development. I believed it was critical to work hand-in-hand with customers, going through many revisions and updates until the company found something that was appealing to a mass audience. I spent much of my time traveling around the country and meeting with customers to identify specific problems and incorporate the feedback into our product.

The other decision was to seek the guidance of someone from whom I could learn. Ultimately, I developed as a business leader under the mentorship of a venture capitalist I knew. We were both on the younger side for our positions, which made us a strong match. The leadership skills I needed to develop—team building, hiring, managing personalities, and sales development—were all in his areas of expertise.

Our company had gone through many different sales managers, all with underwhelming results. The VC taught me how to identify talent and integrate it into a company culture that gave managers latitude to hit results, but was quick to move on from managers that couldn't achieve our goals. This mentality helped me build the type of team that matched what our company—an upstart competitor out to redefine a moribund sector of the tech world.

The best formula to bounce back from a mistake is to acknowledge it, learn from it, and seek help on how to avoid it next time. It’s also critical not to freeze after making an error. I sought out the VC’s advice and ultimately learned a great deal from him, which I never could have done had I remained standing still.

I also worked twice as hard at playing to my strengths, hiring excellent people with skills that complemented mine, diving deep into product development, and talking extensively with our customers to fully understand their pain points and how best to solve them. As a result, I was able to become an effective leader with the skills I needed to develop my business and move beyond my mistakes.