??? 休斯頓回憶到，2012年年初，Dropbox聘請了哈格伯格，隨后他接受了一系列縝密的測試，目的都是進行數(shù)據(jù)分析。

????休斯頓說：“哈格伯格會從對方的優(yōu)點開始講起。他會說，‘你的的確確很有創(chuàng)造力。你喜歡新穎的想法。’或者，‘你確實很靈活’。聽的人就會想，太好了。這個過程會進行的很順利。然后，他就會說到對方的缺點。比如說，你只會按部就班，不可靠，會犯愚蠢的錯誤，不喜歡制定計劃，不愿面對沖突?！?/p>

????休斯頓接著說，真相很殘酷，但絕對必要，“它就像一面力量非常強大的鏡子，能讓你對自己一覽無余?！?/p>

????培訓為期一年。在這段時間里，哈格伯格為休斯頓做了大量工作——跟著他，觀察他和員工的互動，幫他克服缺點。

????舉例來說，休斯頓是典型的沖突逃避者，哈格伯格就督促他面對面地跟別人討論公司的所有問題。他還研究了Dropbox的管理團隊，跟他們一起找出后者精通的和缺乏的管理技能。根據(jù)哈格伯格的反饋，Dropbox于今年年初聘請了谷歌（Google）元老、摩托羅拉移動（Motorola Mobility）前首席執(zhí)行官丹尼斯?伍德賽德?lián)喂臼紫\營官。實際上，休斯頓現(xiàn)在每個月仍然會跟哈格伯格見一次面。

????2009年以來，哈格伯格已經(jīng)培訓了約40名初創(chuàng)型企業(yè)家，休斯頓是其中一員。哈格伯格說，現(xiàn)在建立初創(chuàng)型企業(yè)的人跟15年前有很大的不同。

????如今，許多創(chuàng)業(yè)者在大學畢業(yè)后（或者，有些是從大學退學后）馬上就會立即組建自己的公司。而幾十年前，人們一般都會在有了一些工作經(jīng)驗后再開始自己的創(chuàng)業(yè)生涯——哈格伯格認為，這些經(jīng)驗會變成一個不利因素：“從大公司出來的人可能已經(jīng)想好了采用什么樣的組織結(jié)構(gòu)和人力資源制度，或者怎樣進行預算管理才算合適。”

????哈格伯格指出，現(xiàn)在許多創(chuàng)業(yè)者在組建公司時都沒有這些先入為主的想法。相反，“他們非?？释麑W習，和我培訓過的有幾年大公司工作經(jīng)驗的人相比，他們幾乎沒有自負方面的問題?！?財富中文網(wǎng))

????譯者：Charlie

????Dropbox's CEO Houston recalls undergoing a rigorous battery of data-driven tests when the file-sharing and storage company hired Hagberg in early 2012.

????"He has this presentation where he starts going through your strengths," Houston explained. "'Oh, you're really, really creative. You like new ideas,' he'll say, and, 'You're really flexible.' And you're thinking, Oh, that's great. This is going pretty well. Then he goes through your weaknesses: You're bored by routine. You're unreliable. You drop balls. You don't like planning. You're conflict-avoidant."

????The truth was harsh, but indispensable, added Houston: "It's sort of like a very powerful mirror that you shine on yourself."

????Hagberg worked intensively with Houston over the course of a year, shadowing him, observing his interactions with employees and conditioning the Dropbox CEO to improve on his weaknesses.

????For example, Hagberg pushed the typically conflict-avoidant Houston to discuss and confront all company issues head-on. He also studied and worked with the rest of Dropbox's management team to understand which skills they excelled at and which skills were lacking. Hagberg's feedback led Dropbox to hire Google (GOOG) veteran and ex-Motorola Mobility CEO Dennis Woodside as its chief operating officer earlier this year. Indeed, Houston continues to check in with Hagberg on a monthly basis.

????Houston is one of 40 or so startup entrepreneurs Hagberg has coached since 2009, and the difference between today's startup founders vs. those of 15 years ago is vast, he says.

????Many of today's entrepreneurs build their companies right after college (or in some cases, right after dropping out of college), whereas founders from decades past generally came to entrepreneurship with more experience in the corporate environment -- experience that Hagberg says can be a disadvantage."If you come out of a big company, you may already have ideas about which models are appropriate for organizational structure, human resources systems, or budgeting disciplines," Hagberg said.

????Many younger entrepreneurs don't come to a company with those preconceived ideas, he added. Rather, "they arrive with a tremendous appetite for learning and minimal ego problems compared with some of the people I've worked with at big companies over the years."