评论
打印
“Your company is about to go on a rescue,” declared Christian Boucousis, who goes by the name Boo at work.
“你们公司要进行救援行动。”克里斯蒂安·布库西斯宣布，他在工作中的代号是布。
“One of your company members went out to do reconnaissance and was shot down.
“公司的一名成员外出侦察时中弹倒下，
Now you’re going to rescue your teammate and bring them home.”
现在你要救出队友，带他回家。”
Mr. Boucousis, a former fighter pilot, is the CEO of an organization called Afterburner, which promises to teach “the same precision and accuracy as elite military aviators” to corporate clients.
布库西斯曾经是一名战斗机飞行员，现在是一家名为“后燃机”的公司的CEO，该公司承诺教企业客户达到“与精英军事飞行员一样的精确度和准确度”。
His firm has worked with Nike, Pepsi, Bank of America and many other brands.
他的公司与耐克、百事可乐、美国银行等许多其他品牌有过合作。
These businesses aren’t struggling to save teammates shot down by enemy squadrons.
这些企业并不是真的在努力拯救被敌军中队击倒的队友。
Their problems? Market competition, shareholder pressures, employee turnover.
他们的问题是什么？是市场竞争、股东压力、员工流动性。
Some corporate executives find it thrilling, though, to spend a few hours feeling less like C-suite dwellers and more like Tom Cruise.
然而，一些企业高管认为花几个小时从高管身份变为汤姆·克鲁斯是令人兴奋的事情。
Even for a significant cost: Afterburner’s “Top Gun Experience” training starts at $10,000 for a small team and can climb to $100,000 for a larger one.
即使这样做价格不菲：后燃机的“壮志凌云体验”培训课对于一个小团队来说是1万美元起步，如果是大团队，价格可能会攀升到10万美元。
“If you lose sight of the airplane you’re fighting against, you lose the fight,” Mr. Boucousis said.
“如果你看不到你要攻击的飞机，你就会输掉战斗。”布库西斯说，
“We use that as a metaphor — if you lose sight of your business objectives, you’re not going to achieve them.”
“这是一种比喻：如果你看不到你的业务目标，你就无法实现这些目标。”
There are a lot metaphors at work in this growing field: The office as battlefield.
在这个新兴领域，比喻经常被使用：办公室被比作战场。
Landing the plane in a tough quarter.
飞机降落在一个艰难的季度。
Rallying the troops for a product launch.
召集军队参加产品发布会。
Work is war — or it can feel that way to certain CEOs.
工作就是战争--或者某些CEO是这样感觉的。
To meet the moment, it’s the era of Top Gun-style leadership training.
迎接这个时刻吧，现在是壮志凌云式领导力培训的时代。
Many business leaders responded to the last few years of uncertainty by bringing softer, more emotional conversations into boardrooms.
面对过去几年的不确定性，许多企业领导的应对方式是在董事会会议室里进行更柔和、更感性的对话。
Some encouraged open discussions of employee mental health in the office.
一些领导鼓励在办公室里公开讨论员工的心理健康问题。
One chief executive, drawing backlash, even posted a selfie on LinkedIn showing tears streaming down his face after he laid off two employees.
一位CEO甚至在领英上发布了一张自拍，照片上的他在裁掉两名员工后泪流满面，这张自拍引发了强烈批评。
Others went in the opposite direction, embracing a new style of corporate machismo.
其他人则走向了相反的方向，接受了新型企业男子气概。
Elon Musk challenged Mark Zuckerberg to a cage match; Mr. Zuckerberg, who has been training in Brazilian jiujitsu over the past 18 months, texted the president of the Ultimate Fighting Championship to see if his rival had been serious about the proposition.
埃隆·马斯克向马克·扎克伯格发起笼斗挑战，过去18个月扎克伯格一直在训练巴西柔术，还给终极格斗锦标赛主席发了短信，看看他的对手是否认真对待了决斗的提议。
Corporate offices have long been filled with signs of aggression: shouting, cursing, traders pacing the floors with lacrosse sticks.
长期以来，公司办公室里充斥着攻击性迹象：喊叫、咒骂、交易员拿着曲棍球棍走来走去。
Many of those came under scrutiny amid a push for more diversity and inclusion in the corporate world.
在推动企业界更加多元化和更具包容性的过程中，许多这样的行为受到了审视。
But some management experts say that during times of economic pressure, the chest-thumping can sometimes come back in full force.
但一些管理专家表示，在经济遭受压力的时期，锤打胸膛的行为有时会卷土重来。
Cali Williams Yost, a workplace strategist, tells me that leaders are trying to regain a sense of control they feel they’ve lost over the last few years.
职场策略师卡利·威廉姆斯·约斯特告诉我，领导们试图重新获得掌控感，他们觉得自己在过去几年里已经失去了这种感觉。
“They’re searching to reassert control and power in a way that feels familiar.”
“他们在以一种熟悉的方式重新确立掌控感和权力。”
