FROM THE EDITORS

摘要

Many leaders develop habits and workflows that can mean that they rarely question their day-to-day policies, behaviors, and assumptions. This can affect who gets hired and why, who speaks up in a meeting and doesn't, and whose careers get a boost, rather than others. In "A New Playbook for Leaders," L. David Marquet, who before he became a leadership advisor was the captain of the nuclear submarine USS Santa Fe, writes about the language people use in workplace settings, and how they react to people in different positions of power. Part of this includes dissecting the tragedy of a container ship, El Faro, which sank in 2015, causing the deaths of all 33 aboard. Marquet writes: "The problem is that the captain and crew had been programmed with an industrial age leadership playbook. It is a playbook where emotions are discouraged, vulnerability is discouraged, the power gradient between ranks is enhanced, and people are told what to do and do what they are told." In that bygone age, workers were separated into those whose job involved thinking, and those who performed the work. "Society and cultures," Marquet states, "developed rituals, symbols, and uniforms to allow us to label and identify which group people belonged to."