来源：《哈佛商业评论》2022夏季特刊
When it comes to business, we are incredibly unaccepting and fearful of making mistakes. And forget about admitting our mistakes—that may be construed as a sign of weakness.
说到商业，我们极端无法接受，而且害怕犯错。忘记承认我们的错误，因为承认错误可能被认为是软弱的表现。
But business and leadership is all about relationships. And in any relationship, things go wrong, mistakes are made, ups are followed by downs. The strength of a relationship is not how perfect it is, but how resiliently it deals with the inevitable failures.
但商业和领导力都与关系有关。在任何一中关系中，总会出问题，会犯错，起起落落。关系的强弱不在于它有多完美，而在于它面对不可避免的失败时能多有韧性。
With real-time, tell-all social media ever present, your ability to hide from your failures is nonexistent. You are much better off admitting that something is wrong and addressing it as authentically and transparently as possible.
有了实时的、全盘托出的社交媒体，你就不存在隐藏失败的能力。你最好承认错误，并尽可能真实和透明地解决它。
That’s what Domino’s Pizza CEO Patrick Doyle did in national television ads. Domino’s is known for primarily one thing—delivering pizza to your door in 30 minutes. Domino’s gutsy move was to acknowledge that its pizza was far from stellar. In the ads, the company flashed quotes from customers like “Domino’s pizza crust is like cardboard” and “Microwave pizza is far superior.” One customer suggested, “I think Domino’s pizza should start over.”
达美乐披萨首席执行官帕特里克·道尔在全国电视广告中就是这么做的。达美乐主要以一件事闻名——30分钟内把披萨送到你家门口。达美乐大胆的举动是承认其披萨不怎么好吃。在广告中，该公司闪现了来自顾客的语录，如“达美乐的披萨皮像纸板”和“微波炉披萨要好得多”。一位顾客建议说：“我认为达美乐披萨应该从头再来。”
That’s what Domino’s did. The company reconfigured its core product, testing combinations of dozens of cheeses, 15 sauces, and nearly 50 crust seasonings to find one that satisfied customers. In the ads, Domino’s admitted that its pizzas were terrible, explained that it had redesigned them, and asked people to give them another try.
达美乐就是这么做的。该公司对其核心产品进行了重新配置，测试了数十种奶酪、15种酱料和近50种披萨皮调味料的组合，以找到一种让顾客满意的。在广告中，达美乐承认他们的披萨很糟糕，解释说他们已经重新设计了披萨，并请求人们再试一次。
Viewers described the ads as “bold” and “refreshing,” and gave the company credit for acknowledging what everyone already knew. More important, people tried the pizza and found they liked it. The result: Store sales rose, and quarterly profits doubled.
观众形容这些广告“大胆”且“令人耳目一新”，并称赞该公司承认了所有人都知道的事情。更重要的是，人们品尝过披萨后发现挺好吃。结果是：销售额上升，季度利润翻了一番。
Domino’s took a failure point—its horrible pizzas—and made it a rallying point. The company saw negative comments as a gift from customers, an opportunity to improve the product, rather than a liability.
达美乐抓住了一个失败点——糟糕的披萨——并把它变成了一种号召力。该公司将负面评论视为来自客户的礼物，是改进产品的机会，而不是一种负担。