Regret can be a terrible addiction. Those who suffer from it so often become bitter and full of self-pity.

后悔是一件很可怕的東西, 它會(huì)讓人上癮. 那些經(jīng)常感到后悔的人會(huì)變得更加悲天憫人, 自顧自憐.

It is an emotion that serious entrepreneurs cannot afford: they must keep pressing onwards and should not look back with remorse, dwelling on errors of long ago.

而對(duì)于企業(yè)家來說, 他們絕對(duì)不可以對(duì) “后悔” 這種情緒上癮. 他們必須時(shí)刻堅(jiān)持前進(jìn), 不能總是回望很久以前犯下的錯(cuò)誤而懊悔自責(zé).

As Alexander Graham Bell, inventor of the telephone, said: “When one door closes, another opens; but we often look so long and so regretfully upon the closed door that we do not see the one which has opened for us.” Entrepreneurs must learn to manage the conflict between constant experimentation – which means lots of painful mistakes – and a fear of failure, which can lead to paralysis.

正如電話機(jī)的發(fā)明者亞歷山大?格拉漢姆?貝爾所言, “當(dāng)人生的一扇門關(guān)閉了, 總會(huì)有另一扇門為你打開; 然而, 我們卻經(jīng)常久久地回顧那扇關(guān)閉了的門, 懊悔不已, 卻沒有看到那扇為我們打開的門.” 企業(yè)家必須學(xué)會(huì)如何平衡各種不斷的嘗試和害怕失敗的心理之間的矛盾. 這些嘗試可能意味著許多痛苦的失誤, 而害怕失敗的心理則可能導(dǎo)致你停滯不前.

Likewise, past glory can be a killer. For example, Greg Dyke, who is a clever fellow, still harks back too much to his resignation as director-general of the BBC. He should move on and stop moaning about the injustice of it all.

同樣的, 過去的榮耀也可能是毀滅你的殺手. 比如說, 格里格?戴克, 一個(gè)頭腦聰明的人, 至今仍然對(duì)他當(dāng)初辭去BBC總裁一職耿耿于懷. 他應(yīng)該立即停止抱怨所有的不公, 繼續(xù)前進(jìn).

And Tim Waterstone should give up trying to buy back his bookshop chain, which he finally left more than 10 years ago (after selling it once and then getting involved again). He has tried to repurchase it at least five times, if rumour is to be believed. Possibly the root of the problem is that he exaggerates the chain’s importance, once saying: “Waterstone’s does more for the day-to-day cultural life of the nation than perhaps anything or anyone else.”

而蒂姆?沃特斯通, 既然十年前已經(jīng)決定離開他的連鎖書店了, 現(xiàn)在就應(yīng)該放棄試圖回購(gòu)連鎖書店的計(jì)劃(他曾經(jīng)將書店出售, 后來又買回來). 如果傳言屬實(shí)的話, 他曾經(jīng)至少五次試圖將它買回來. 問題的根源可能是, 他過于高估書店的價(jià)值. 他曾說, “Waterstone’s 在本國(guó)日常文化生活層面上所做的貢獻(xiàn)是任何東西和任何人都不能比擬的.”

No doubt I suffered from a similar delusion in taking over Borders bookshops. But such thoughts were never true, and are even less so now, in the age of e-books and Amazon. Admittedly, I did try to buy back PizzaExpress once, but that was different – it would have been a sound financial deal.

同樣并不稀奇的是, 在接管Borders書店時(shí), 我也有類似的錯(cuò)覺. 然而, 這樣的感覺從來都是錯(cuò)誤的, 而在當(dāng)今的電子書和亞馬遜普及的時(shí)代, 這種感覺就更加錯(cuò)誤了. 無可置否, 我也曾經(jīng)試圖回購(gòu) PizzaExpress, 然而那時(shí)的情況不同, 那次的回購(gòu)可能是一次明智的金融交易.

And who doesn’t have a tale of the one that got away? I remember David Dein, my predecessor as chairman of the charity Stage One, telling a wonderfully self-deprecating anecdote of his initial activities as a theatrical angel. Mr Dein, who has made a fortune investing in Arsenal football club, backed some early shows from a promising young producer called Cameron Mackintosh, and they unfortunately lost money. Finally, the apprentice impresario approached him about supporting an idea to put some of T.S.?Eliot’s poems to music, on stage. Not unreasonably, Mr Dein turned it down. It became, of course, Cats, one of the most successful productions of all time, and helped make Mr Mackintosh a very rich man indeed.

然而, 誰不曾中此類的招數(shù)呢? 我記得在我之前擔(dān)任慈善機(jī)構(gòu)Stage One董事長(zhǎng)的大衛(wèi)?德恩曾經(jīng)自嘲般地講過他的一件軼事, 這件事與他剛開始擔(dān)任戲劇贊助人的經(jīng)歷有關(guān). 德恩先生曾經(jīng)投資阿森納足球俱樂部并獲得可觀的利潤(rùn). 后來他贊助一位頗有潛力的年輕制片人卡梅倫?麥金托什的一些早期劇目, 然而不幸的是, 這是一筆虧本買賣. 最后, 那位學(xué)徒式的劇場(chǎng)經(jīng)理希望德恩可以支持他將T?S?艾略特的部分詩(shī)歌改編成音樂劇搬上舞臺(tái). 而德恩拒絕了他的請(qǐng)求, 這一切看起來也確實(shí)合情合理. 這時(shí)你應(yīng)該猜到, 這后來成為了史上最成功的音樂劇之一, <<貓>>. 它成功地讓麥金托什變成一個(gè)非常富有的人.

One of my experiences in that vein was Transform, a leading cosmetic surgery company. It was a highly profitable undertaking, serving a booming market, and I believed the acquisition would be a real winner. I spent many weeks negotiating a deal, but then got slightly cold feet at the last minute, and fell out with the vendor over a relatively trivial sum. He immediately turned round and sold it to those astute fellows at Phoenix private equity. Inevitably, they proceeded to make a rapid fortune.

我也有類似的經(jīng)歷, 那是在一家叫Transform的領(lǐng)先美容整形公司里. 這家公司營(yíng)利情況非常好, 市場(chǎng)需求大, 因此我相信收購(gòu)這家公司是一個(gè)明智的選擇. 我花了好多周的時(shí)間談判這筆交易, 但是在最后一刻卻有點(diǎn)動(dòng)搖了, 最后因?yàn)橐还P非常小的金額上與出售方發(fā)生分歧而使交易告吹. 出售方立即把公司轉(zhuǎn)賣給私人股本公司Phoenix的那幫精明的家伙. 結(jié)局不用說, 這些人迅速地賺取了可觀的利潤(rùn).

At least my mistake wasn’t as expensive as George Bell’s. He was the former documentary film-maker hired in 1996 to run Excite, the dotcom darling, which achieved a market capitalisation of $35bn at its peak. Three years later, the founders of Google decided that their search business was interfering with their studies and tried to sell it to a number of buyers, including Mr Bell, for just $750,000. He turned it down flat. Excite subsequently went bankrupt, while Google is now worth $170bn.

然而, 至少, 我的失誤不及喬治?貝爾的失誤付出的代價(jià)高. 他曾經(jīng)是紀(jì)錄片制片人, 1996年被Excite雇用. 該公司最高實(shí)現(xiàn)了350億美元的市值. 三年后, 谷歌的創(chuàng)使人認(rèn)為, 他們的搜索業(yè)務(wù)干擾到了他們的研究, 試圖用區(qū)區(qū)75萬美元向眾多的買家出售, 包括貝爾. 然而貝爾直接拒絕了. Excite后來破產(chǎn)了, 而谷歌現(xiàn)在的市值高達(dá)1700億美元.

And it would be hard not to feel some sympathy for James Monaghan. In 1960, he teamed up with his brother Tom in the purchase of a single pizza restaurant in Michigan for $500. But later that year, he decided to go travelling, and so sold his 50 per cent share in the business to his brother in exchange for a used Volkswagen Beetle. A few years later, the company changed its name to Domino’s Pizza, and in 1998 was sold for about $1bn.

同樣的, 我們也難免會(huì)為詹姆斯?莫納汗感到可惜. 1960年, 他和他的兄弟湯姆合作, 用500美元在密歇根買下了一間比薩餐廳. 后來, 也就在那一年, 他決定去旅行, 于是將自己百分之五十的股份賣給了他的兄弟, 換取一輛二手的大眾甲殼蟲汽車. 幾年以后, 那家比薩餐廳改名為達(dá)美樂比薩餐廳. 1998年, 達(dá)美樂比薩餐廳以約10億美元的價(jià)格出售.

By all means treasure experience, and learn from your blunders. But don’t wallow in nostalgia, pining for what might have been. Rather, go ahead and seize the day no matter what. I have little time for those who say: I wish I had started my own business. My only response is: so do it now.

前車可鑒, 我們一定要從經(jīng)驗(yàn)和失誤中吸取教訓(xùn). 但是切不可以過分沉浸在過去的傷懷中而于可能的結(jié)果念念不忘. 相反, 你應(yīng)該勇往直前, 抓住一切可能的機(jī)會(huì). 我沒有空去理會(huì)那些只會(huì)說 “我要早點(diǎn)創(chuàng)業(yè)就好了”. 如果有人對(duì)我說這句話, 我會(huì)對(duì)他說: 現(xiàn)在就去做吧!

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