摩根大通CEO应该如何重新出发

    因此，犯错后如何能从自省自责中迅速走出来，让整个团队重新集中精力、充满干劲，这一点非常重要。“过去的已经过去。”你需要不厌其烦地反复告诉团队。“现在重要的是未来。未来的图景是这样的，我们要这样才能把它变成现实，而实现这个目标对你们的意义则是这样的。”描绘的画面必须精彩宽宏，同时又细致入微。必须感觉真实——甚至要有质感。没有陈词滥调，没有泛泛而谈。如果有假，人们老远就能嗅出来了。

    当然，这个过程中人性的复杂在于犯错后，你或许情感上还没有准备好、如何让你的团队振奋起来。你可能会感到上级在后头盯着你的那种灼热感，更别提脖子上的缰绳已经收紧。你可能会怀疑自己是否真的有领导能力。同样的，你的下属可能也会感到这种责怪，越来越怀疑自己。

    于是，那个漩涡开始向你招手。

    千万别走这条路。承认这是你的错，分析原因，汲取教训，当然，要收拾干净。但接下来，你得卸下包袱，着眼未来。如果你是一位管理者，这就是你和你的团队应该全身心投入的地方。

    至于杰米•戴蒙？鉴于他有多年的成功经验，我们相信他会很快飞身上马。多年后，很少还会有人记得摩根大通的这次重大交易失误。但全球为他工作的超过25万多人中每一个人都会知道，他将掸掉身上的灰尘，重新上马，继续前行——只是变得更强大，也更睿智。

    译者：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.