4. 道歉。休尔森建议：“如果已经有外部、甚至内部的客户因为你的失败而受到影响，你应该向他们真诚道歉。最好的方式是亲自去道歉，而不是通过电子邮件。然后询问对方——不要自己设想——你能做些什么来弥补他们的损失。”

    5. 考虑解决方案。你能帮助改变当前的情况吗？在你的案例中，你已经不再负责之前的项目，因此要实施这一点或许会有些困难，但对情况进行调查依然值得你去做。如果你尚未开始，主动提出你愿意为新项目负责人提供一切可能的帮助或许是明智的做法。

    6. 分享自己从失败中学到的教训。如果有人产生与你相同的想法，这不足为奇，所以“把你从失败中学到的教训与其他人分享，避免他们重蹈你的覆辙，”休尔森建议道。如果能在公司局域网内写一篇与此有关的博客文章，或者写一篇公司时讯，比如商业新闻中经常出现的“好创意为什么遭遇滑铁卢”之类的文章，你便可以帮助其他人避免遭遇类似的失败。你也可以公开把自己定位成一名冒险者（虽然并不成功），这会以一种意想不到的方式提高你所说的“民间信誉”。

    完成上面这些步骤之后，就不要继续沉浸在失败的经历当中了。一次错误不会决定你的未来。振作起来，继续前进。休尔森说：“所有成功的领导人或企业家都曾遭遇过失败。重要的是你能从失败中学到什么。如果你表现得足够谦卑，而不是试着把责任推给其他人，人们会原谅你的。”毕竟，你的同事们肯定都（或者应该）心知肚明，下一次失败的人可能就是他们自己当中的一员。

    反馈：你在工作中有没有犯过重大的错误？你如何走出失败的阴影？欢迎评论。(财富中文网)

    译者：刘进龙/汪皓

    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.