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Military veterans, like Jocko Willink, a former Navy SEAL, are unsurprised that a period of workplace chaos is pushing companies to rethink management, sometimes in extreme ways.
像前海豹突击队队员乔科·威林克这样的退伍军人对这种现象并不感到惊讶，即一段时期的职场混乱推动着公司重新思考管理方式，有时甚至走向极端。
“The pandemic revealed that we need better leadership,” Mr. Willink said.
“疫情表明，我们需要更好的领导方式，”威林克说，
“When people aren’t coming into work and you no longer see them every day, you have to use better decentralized command.
“当人们不再来上班，你不再每天都能看到他们时，你必须给出更好的权力下放命令。
That’s a classic law of combat leadership.”
这是一条经典的战斗领导法则。”
Mr. Willink recalled a frightening operation during his time as a SEAL when he had to send his team to an isolated area where he wouldn’t be able to support them.
威林克回忆起他在海豹突击队期间的一次可怕行动，当时他必须将团队派到一个他无法提供支持的偏远地区。
“A lot was riding on my guys being able to execute their mission,” he said, adding that business leaders also have to constantly weigh risk.
“行动主要取决于我的人能不能执行他们的任务，”他说，并补充说企业领导者也必须不断地权衡风险。
“It’s not the same consequences, but you have a lot riding on your shoulders.”
“后果并不相同，但你肩上的担子很重。”
Whether Navy SEALS wisdom translates to a product release, though, isn’t clear.
不过，海豹突击队的智慧是否会转化为产品的发布，现在还不确定。
When talking about professional development, Melissa Nightingale, a co-founder of the management training firm Raw Signal Group, told me the question is — is it meant to be fun? Is it meant to be photographed? Or is it meant to be impactful?
谈起职业发展时，管理培训公司原始信号集团的联合创始人梅丽莎·南丁格尔表示，问题是，培训是为了好玩吗？是用来拍照片的吗？还是要产生某些影响？
About 75 percent of professional development efforts fall on the floor.
大约75%的职业发展培训都没有产生效果。
Still, regardless of how fleeting the benefits, the management machismo keeps spreading, as companies clamor to train their employees in ways that don’t involve a Zoom screen.
尽管培训的好处并不持久，但管理层的大男子气概仍在继续扩散，公司宣称要用不需要Zoom屏幕的方式来培训员工。
Like, for example, in a racecar pit.
比如，在赛车修理站里进行培训。
In Raleigh, North Carolina, a financial technology company called Constellation Digital Partners brought its employees together — some meeting in person for the first time — to simulate a NASCAR pit stop.
在北卡罗来纳州的罗利，一家名为“星座数字伙伴”的金融技术公司将其员工聚集在一起--其中有些人是第一次与同事见面--模拟纳斯卡赛车维修。
The training was facilitated by a company called Over the Wall, which was started by a former NASCAR pit crew coach, Andy Papathanassiou; rates start at $10,000 and vary depending on the size of the group and how much time it spends training.
这次培训是由一家名为“越墙”的公司举办的，该公司由前纳斯卡维修站教练安迪·帕帕萨纳修创立，费用从1万美元起，根据团队的规模和培训时间的长短而有所增加。
Constellation’s roughly 30 employees gathered in their office parking lot around a green racecar.
星座公司的大约30名员工在办公楼的停车场集合，围着一辆绿色的赛车。
The employees took off lug nuts with an air wrench, hoisted off the car’s 50-pound tire, swapped in a new tire and got the lug nuts back on.
员工们用气动扳手取下轮胎螺母，然后把50磅重的轮胎卸下，换上一个新轮胎，最后把螺母装回去。
They were dripping in sweat, sunscreen and grease, looking like the harried pit stop crew members of the Tom Cruise movie “Days of Thunder.”
他们汗流浃背，油汗混合着防晒霜流下来，看起来就像汤姆·克鲁斯的电影《霹雳男儿》里忙得焦头烂额的维修站工作人员。
“It sounds silly for me to say, but the hardest part is actually getting the tire on,” said Kris Kovacs, the company’s chief executive.
“我这么说听起来可能很傻，但最难的部分实际上是装上轮胎。”该公司的首席执行官克里斯·科瓦奇说，
“What that teaches you is you’ve got to preplan. Hard things, if you practice at them and preplan, become easier and easier.”
“这就告诉你必须事先计划好。困难的事情，如果不断练习并预先计划，就会变得越来越简单。”
In the months after the training, Mr. Kovacs said he saw his staff become more communicative.
在培训结束后的几个月里，科瓦奇说他看到他的员工变得更加善于沟通。
They understood how to share their weak points with one another.
他们明白了如何把自己的弱点告诉彼此。
“You can do all the ‘Kumbaya’ trust fall stuff,” he said. “Or you can get dirty with your team throwing tires onto NASCARs.”
“你们可以一起唱‘昆巴亚’、玩信任跌落这种游戏，”他说，“你也可以把自己弄得脏兮兮的，和你的队员一起把轮胎装上纳斯卡赛车。”
