????優(yōu)秀導師的力量

????在歐米帕克豪斯酒店，盧克?奧文斯6.6英尺的體格遠遠超過了五位賦橋導師。28歲的奧文斯曾經(jīng)是普林斯頓大學（Princeton）的籃球隊員。集訓營最緊張的一節(jié)課是“Cintas y Lazos”。課上，學生們將評估一家新公司（生產(chǎn)綬帶等）的財務狀況，并根據(jù)品牌、工資、生產(chǎn)成本和其他因素，向投資者提交一份報告，制定實現(xiàn)盈利的計劃。導師房間里貼著一則啟示：“不論你的開場白是什么，一定要有活力。”在給導師們提意見時，奧文斯總是滿懷激情：“我們真的在努力讓導師們養(yǎng)成反饋的習慣，反饋，還是反饋?！?/p>

????一個糟糕的老板會讓一個公司變得如同地獄一般，同樣，一位不得力的導師會毀掉XBA集訓營。賦橋為每16名學生委派一名導師。而奧文斯則為導師提供指導。

????2011年，曾在麥肯錫（McKinsey ）擔任分析師的奧文斯剛剛從哈佛商學院（Harvard Business School）畢業(yè)，就被彼得招至麾下。奧文斯在聘用導師時會尋找那些平易近人、具有良好信譽的專業(yè)人員。賦橋的許多導師都是擁有多年工作經(jīng)驗的MBA在讀學生。他認為，導師從訓練營學到的東西并不比學生少：他們會獲得領導技能，甚至能夠喚醒一直被埋沒的教學天賦。

????導師們在正式為學生授課之前，必須完成50至60個小時的培訓。他們在20天內(nèi)必須為每一位學生提供約100次績效評估，并且，必須拿出兩天時間與所有學生集體討論他們夢想的職業(yè)，并為他們提供實現(xiàn)職業(yè)目標的途徑。

????2010年從哥倫比亞大學（Columbia）畢業(yè)的本?莫寧在去年冬天參加了賦橋集訓營，當時他供職于初創(chuàng)公司DormAid。他的導師便是奧文斯。奧文斯會經(jīng)常向他介紹自己在麥肯錫學到的金字塔原理（即情境、復雜、問題、答案）。莫寧表示，這種思考讓他學會了如何簡化論證，以及如何將PowerPoint與Excel等工具用于獲得實效，而不是為了炫耀。目前，他是沙特阿拉伯公司Makshaff Services的一名投資組合經(jīng)理，主要在美國和海外工作。

????開拓新領域

????賦橋沒有浪費時間去等待擴張的機會。公司在多個城市開設了集訓營，并在今年一月與美國駐伊拉克和阿富汗老兵組織（Iraq and Afghanistan Veterans of America）合作推出了老兵集訓營。曾在美軍信息部門工作過的詹姆斯?王表示，在五角大樓，他所工作的部門缺乏創(chuàng)新；而集訓營則激發(fā)了他對于創(chuàng)業(yè)的興趣。

????賦橋還與多所大學合作，為學生提供補充課程，例如鮑登學院（Bowdoin）和圣路易斯的華盛頓大學（Washington University）等。（有些學校免費向獎學金獲得者提供，有些學校則以公開課形式向學生提供。）坎蒂斯解釋稱：“大學的行動很慢，他們是既有價值的守護者?！笨驳偎拐J為，與賦橋集訓營合作，大學可以更快填補知識缺口。“我們所做的事情與大學沒有太多重疊的部分。”

????The power of a good coach

????At the Omni Parker House, Luke Owings' 6'6" frame towers over five Fullbridge coaches. Owings, 28, played basketball at Princeton. It's a day after the program's most intense lesson, "Cintas y Lazos," where students review the financials of a new company (it makes ribbons, of all things), and are then tasked with presenting investors with a plan to reach profitability, taking into account brand, salaries, manufacturing costs, and other factors. There's one message in the coaches' room: "Whatever you do for this opener, bring the energy." Owings bounces as he advises the coaches: "We're really trying to get them into that culture of feedback, feedback, feedback."

????In the same way that a terrible boss can create a hellish workplace, an ineffective Fullbridge coach can ruin the XBA program. Fullbridge assigns one coach to every 16 students. Owings plays coach to the coaches.

????Peter recruited the former McKinsey analyst in 2011, just after he graduated from Harvard Business School. Owings looks for approachable professionals with credibility when he searches for coaches. Many Fullbridge coaches are current MBA students with several years of work experience. He argues that coaches get just as much out of the program as the students: they gain leadership skills and awaken otherwise latent teaching talent.

????Coaches complete 50-60 hours of training before meeting students, provide each student with around 100 performance reviews over the course of 20 days, and spend two days with each student to brainstorm about their dream careers and offer a path to achieve those goals.

????Ben Monnin, a 2010 Columbia graduate, participated in the Fullbridge program last winter while working at startup DormAid. Owings, who was his coach, often spoke to him about the Minto Pyramid Principle (situation, complication, question, and answer), which he picked up at McKinsey. Monin says that kind of thinking taught him how to simplify arguments and use tools like PowerPoint and Excel for effect, rather than show. He now works in the U.S. and overseas as a portfolio manager at Saudi Arabia-based Makshaff Services.

????Moving into new territory

????Fullbridge has wasted no time waiting to expand. The company hosts programs in various cities, and it launched its veteran program in partnership with Iraq and Afghanistan Veterans of America this January. James Wang, who works in the military's IT department, says there's little innovation in his department at the Pentagon; he credits the program with sparking his interest in entrepreneurship.

????Fullbridge also works with universities like Bowdoin and Washington University in St. Louis to offer complementary courses for students. (Some offer it free to scholarship students, others send students to the open enrollment programs.) "Universities move slowly; they're a conservator of values," Candice explains. Working with a program like Fullbridge helps these schools fill this knowledge gap faster, Candace argues. "There isn't much overlap between what we do and what they do."