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Companies have long valued military experience in hiring.
长期以来，公司在招聘时一直很重视军事方面的经验。
Hollywood has for decades valorized military leaders as the ultimate examples of strength.
几十年来，好莱坞一直把军队领袖视为力量的终极典范。
But now corporate executives are actually play acting as military members.
但现在，企业高管实际上是在假装扮演军人角色。
Hundreds of companies are turning to unorthodox programs that use fighter pilot simulations, military principles and even NASCAR pit stop techniques to train business executives on responding to uncertainty and flux.
数百家公司正求助于非传统项目，这些项目使用战斗机飞行模拟器、军事原则，甚至纳斯卡赛车维修技术来培训企业高管，教他们如何应对不确定性和变化。
Women can and do participate in these trainings, but many of the companies offering them are run by men -- a source of concern for some management experts, who say workers are looking for more empathic leadership styles, not hyperaggressive ones.
女性可以也确实参加了这些培训，但提供培训的许多公司都是由男性经营，这让一些管理学专家感到担忧，他们称员工在寻求更具同理心的领导风格，而不是过于咄咄逼人的领导风格。
The share of Fortune 500 companies run by women only just crept over the 10 percent mark this year.
在财富500强企业中，由女性经营的公司所占比例今年才刚刚超过10%。
“I don’t think it aligns with what most people say they’re looking for in a leader, which is human-centric, empathetic, collaborative,” Ms. Yost added.
“我认为这与大多数人想在领导者身上看到的东西不一致，人们希望看到以人为本、富有同理心和合作精神的领导者。”约斯特补充道。
I spent two hours doing my own F35 flight simulation through a company called the Squadron, which has an office in the World Trade Center in Lower Manhattan.
我通过一家名为中队的公司，花了两个小时亲身体验了F35飞行模拟，这家公司在曼哈顿下城的世贸中心设有办公室。
I put on a jumpsuit, sat behind a simulator and tried to navigate a fighter plane around Lake Mead, near Las Vegas.
我穿上连体裤，坐在模拟器后面，在拉斯维加斯附近的米德湖周围驾驶一架战斗机。
The Squadron team told me I should be aiming to crash no more than two times.
中队的人跟我说，我的目标应该是坠毁次数不超过两次。
I crashed five times.
而我坠毁了五次。
A trainer had explained preflight that crashing isn’t all bad: “If you didn’t crash, what’s the cost? You didn’t take any chances.”
一位教练在飞行前解释说，坠机并不都是坏事：“如果你没有坠毁，那代价是什么？说明你没有冒任何风险。”
Five crashes also wasn’t ideal.
但坠机五次也不是很理想。
Another Squadron trainer advised me: “Plan better and know which targets you want to take. Planning is big money for you.”
另一位中队的教练这样建议我：“好好计划一下，弄清楚你想要瞄准哪些目标。做计划能让你赚大钱。”
Walking around the Squadron’s office, I met Tal Kerret, president of Silverstein Properties, which controls the lease on the World Trade Center site,
我在中队的办公室里闲逛时，遇到了兆华斯坦地产公司的总裁塔尔·科雷特，该公司控制着世贸中心地段的租约。
He told me he had completed the F35 simulation and encouraged his employees to do the same.
他跟我说他已经完成了F35模拟训练，并鼓励他的员工也来参加。
“I need my team to perform under pressure,” Mr. Kerret said, explaining the stress of owning corporate real estate in New York City right now, as the industry endures its own crash driven by remote work.
“我需要我的团队有抗压能力，”科雷特说，他解释了目前在纽约市经营面向企业的房地产业务的压力，因为房地产行业本身也承受着远程办公带来的打击。
“We live in a world of risk. When you buy a property, when you develop a property, it’s an impossible thing to do something with zero risk,” he told me.
“我们生活在一个充满风险的世界里。购买房产、开发房产时，要做零风险的事情是不可能的。”他向我表示。
For clients of Afterburner and the Squadron, the experience of going on a fighter jet mission is not really the point.
对于后燃机和中队的客户来说，执行战斗机任务的经历并不真的重要。
What’s more important is the debrief that follows the mission, when teammates discuss their weaknesses and identify the causes of their mistakes, so they can avoid those errors going forward.
更重要的是任务之后的汇报，这时团队成员会讨论他们的弱点并确定出现错误的原因，这样就可以纠正错误。
“We come back after a mission and ask ourselves, ‘Hey, what did we set out to achieve today?’” Mr. Boucousis said.
“我们执行完任务回来后会问自己，‘嘿，我们今天的目标是什么？’”布库西斯说。
