FROM THE EDITORS

摘要

Leadership implies a level of responsibility and attentiveness considerably beyond what most people face in their daily lives. This involves heightened sensitivity, consciousness, empathy, and a sense of what can and cannot be accomplished by both leaders and followers. As Marshall Goldsmith points out, leaders (and, of course, others) like to believe they are in control. Yet things continually happen that prove otherwise. What we can control is how we respond and act. "We think we are in sync with our environment," he writes, "but actually it's at war with us. We think we control our environment, but in fact it controls us." Yet he is careful to point out that he is a "great believer in free will and self-determination." He argues for two approaches: awareness and engagement. How we think and act are continually shaped by stimuli that he refers to as "triggers." As he puts it, "In every waking hour we are triggered by people, events, and circumstances that have the potential to change us."