太多的領(lǐng)導(dǎo)者生活在對(duì)錯(cuò)誤、失誤和失望的恐懼之中。但是如果你沒(méi)有準(zhǔn)備好失敗，你就沒(méi)有準(zhǔn)備好去學(xué)習(xí)。亞馬遜的創(chuàng)始人杰夫·貝索斯可以說(shuō)是世界上最成功的企業(yè)家之一，他也表示公司的成長(zhǎng)和創(chuàng)新是建立在失敗之上的。當(dāng)今時(shí)代，每個(gè)人、每個(gè)組織都要跟上這不斷變化的世界，不斷地學(xué)習(xí)，否則你將永遠(yuǎn)不能成長(zhǎng)和發(fā)展。?

為什么突然之間，很多成功的商業(yè)領(lǐng)袖們?cè)试S自己公司的員工和同事多犯錯(cuò)誤并接受更多的失敗呢?

可口可樂(lè)公司CEO的詹姆斯?昆西剛上任的時(shí)候，在會(huì)議上專(zhuān)門(mén)提及要求管理人員們忘記多年前“新可口可樂(lè)”的失敗事件。那次失敗事件帶來(lái)的恐懼一直縈繞在可口可樂(lè)人的心頭?！叭绻覀儾环稿e(cuò)，”詹姆斯?昆西著重強(qiáng)調(diào)說(shuō)，“那就表明我們工作上都不夠努力?！?/p>

奈飛公司因其擁有眾多的用戶(hù)而享受著前所未有的成功。面對(duì)如此大的成功，首席執(zhí)行官里德?哈斯廷斯(Reed Hastings)仍然擔(dān)心其顧客最滿(mǎn)意的流媒體服務(wù)擁有太多熱門(mén)劇，而正打算刪除少量新節(jié)目?！拔覀儸F(xiàn)在命中率太高了，”在一次技術(shù)會(huì)議上他說(shuō)：“我們必須要冒更多的風(fēng)險(xiǎn)……去嘗試更瘋狂的事情……整體上，我們應(yīng)該有更高的取消率?！?/p>

可以這么說(shuō)，作為世界首富，亞馬遜公司的創(chuàng)始人杰夫?貝索斯(Jeff Bezos）是世界上最成功的企業(yè)家。他曾經(jīng)很直接地說(shuō)：亞馬遜公司的增長(zhǎng)和創(chuàng)新都是建立在失敗之上的?！叭绻愀掖竽懷鹤?，那么這些注數(shù)將會(huì)成為你的實(shí)驗(yàn)品。”這話(huà)是他在收購(gòu)全食超市(Whole Foods)后不久說(shuō)的。“既然它們是一次實(shí)驗(yàn)，那么你肯定就不能提前知道它們會(huì)產(chǎn)生怎樣的作用。畢竟實(shí)驗(yàn)究其本身來(lái)講就是一件容易失敗的事兒。但只要有幾個(gè)巨大的成功就能彌補(bǔ)你所經(jīng)歷的無(wú)數(shù)次的失敗。”

這些成功的CEO們所傳達(dá)的信息對(duì)我們大多數(shù)人來(lái)說(shuō)雖然容易理解，但卻很難以付諸實(shí)踐。我無(wú)法告訴你我曾遇到了多少商業(yè)領(lǐng)袖和拜訪了多少個(gè)公司，他們都相信創(chuàng)新和創(chuàng)造帶來(lái)的價(jià)值。然而，也有這樣一些領(lǐng)導(dǎo)和組織，因?yàn)樵?jīng)的錯(cuò)誤、失誤和失望而心生恐懼，從而導(dǎo)致后來(lái)的他們幾乎沒(méi)有任何的創(chuàng)新能力和創(chuàng)造能力。當(dāng)今時(shí)代，每個(gè)人、每個(gè)組織都要跟上這不斷變化的世界，不斷地學(xué)習(xí)，否則你將永遠(yuǎn)不能成長(zhǎng)和發(fā)展。

那么該怎么做才好呢？

英文原文

Why, all of a sudden, are so many successful business leaders urging their companies and colleagues to make more mistakes and embrace more failures?

right after he became CEO of Coca-Cola Co., James Quincey called upon rank-and-file managers to get beyond the fear of failure that had dogged the company since the “New Coke” fiasco of so many years ago. “If we’re not making mistakes,” he insisted, “we’re not trying hard enough.”

even as his company was enjoying unparalleled success with its subscribers, Netflix CEO Reed Hastings worried that his fabulously valuable streaming service had too many hit shows and was canceling too few new shows. “Our hit ratio is too high right now,” he told a technology conference. “We have to take more risk…to try more crazy things…we should have a higher cancel rate overall.”

Even Amazon founder Jeff Bezos, arguably the most successful entrepreneur in the world, makes the case as directly as he can that his company’s growth and innovation is built on its failures. “If you’re going to take bold bets, they’re going to be experiments,” he explained shortly after Amazon bought Whole Foods. “And if they’re experiments, you don’t know ahead of time if they’re going to work. Experiments are by their very nature prone to failure. But a few big successes compensate for dozens and dozens of things that didn’t work.”

The message from these CEOs is as easy to understand as it is hard for most of us to put into practice. I can’t tell you how many business leaders I meet, how many organizations I visit, that espouse the virtues of innovation and creativity. Yet so many of these same leaders and organizations live in fear of mistakes, missteps, and disappointments — which is why they have so little innovation and creativity. If you’re not prepared to fail, you’re not prepared to learn. And unless people and organizations manage to keep learning as fast as the world is changing, they’ll never keep growing and evolving.

So what’s the right way to be wrong?

比爾·泰勒(Bill Taylor)|文

比爾·泰勒是快公司（美國(guó)最具影響力的商業(yè)雜志之一）的聯(lián)合創(chuàng)始人。

阿丫丫 | 譯? 周強(qiáng) |校