??? 理查德?哈格伯格要價(jià)不菲——每位顧客每年3萬(wàn)美元。但后者可能會(huì)說(shuō)，理查德提供的服務(wù)物有所值。

????身為心理學(xué)家，哈格伯格在35年的職業(yè)生涯里一直在培訓(xùn)企業(yè)管理人員，目的是讓他們成為更好的領(lǐng)導(dǎo)者。經(jīng)他培訓(xùn)的高管已經(jīng)超過(guò)5000人，其中許多都在知名科技公司任職，比如Twitter、微軟（Microsoft）、eBay和文件共享服務(wù)供應(yīng)商Dropbox。哈格伯格讓這些管理者磨練的技能包括授權(quán)、調(diào)解沖突和做出決斷，雖然這些聽起來(lái)似乎不費(fèi)吹灰之力，但對(duì)企業(yè)的長(zhǎng)期發(fā)展而言這些管理技能至關(guān)重要，特別是考慮到目前，初創(chuàng)型公司經(jīng)常因?yàn)樵趧?chuàng)新上敗給競(jìng)爭(zhēng)對(duì)手而倒閉。

????哈格伯格住在華盛頓惠德貝島，有大約20位客戶。每隔一周，哈格伯格就會(huì)乘飛機(jī)前往舊金山灣區(qū)，和其中幾名客戶見面。哈格伯格指出，首次走上領(lǐng)導(dǎo)崗位的創(chuàng)業(yè)者經(jīng)常走極端——他們或者怯于做出決策，或者正好相反，只注重微觀管理。

????他說(shuō)：“這樣做的結(jié)果是，他們自己會(huì)精疲力盡，他們的公司也會(huì)陷入混亂。”

????獲得某位高管聘用后，哈格伯格就會(huì)讓他接受一系列測(cè)試。其中一項(xiàng)測(cè)試能發(fā)現(xiàn)客戶的近50種性格特征，比如樂(lè)觀程度、獨(dú)立性以及冒險(xiǎn)傾向。【作為哈格伯格的顧客之一，Dropbox首席執(zhí)行官德魯?休斯頓打趣說(shuō)：“這就像邁爾斯-布里格斯（Myers-Briggs）基于人體激素的性格測(cè)試。”】

????另一項(xiàng)測(cè)試的綽號(hào)是“360”，內(nèi)容是從不超過(guò)20個(gè)人那里獲得關(guān)于客戶的反饋，包括公司投資人、聯(lián)合創(chuàng)始人和下屬。哈格伯格會(huì)向客戶介紹他收集到的所有數(shù)據(jù)，指出后者的優(yōu)點(diǎn)和缺點(diǎn)，同時(shí)提出個(gè)性化的方案來(lái)改善客戶的管理技能。

????哈格伯格說(shuō)：“這個(gè)方案必需符合客戶的性格。如果他極度害羞，而他的公司即將首發(fā)上市，他需要出面參與路演。這樣的話，他就可能需要克服在公眾場(chǎng)合發(fā)言的恐懼感，或者說(shuō)社交焦慮癥。”??

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????At a going rate of $30,000 a year per client, Richard Hagberg doesn't come cheap. But his clients might argue his services are worth the price.

????A trained psychologist, Hagberg has spent the last 35 years of his career as an executive management coach training over 5,000 executives to become better leaders. Many of them work at well-known technology companies, such as Twitter (TWTR), Microsoft (MSFT), eBay (EBAY), and Dropbox. And while the skills he has them hone -- delegating, dealing with conflicts, decisiveness -- may sound like no-brainers, they're vital to the long-term prospects of a company, particularly in an era where startups often live and die by out-innovating their competitors.

????Entrepreneurs often go to extremes when managing for the first time: They either shy away from making decisions, or they go to the other end and just micromanage, explained Hagberg, who flies from his Whidbey Island, Wash., home to the San Francisco Bay Area every other week to meet with several of his 20 or so clients.

????"As a result, they end up burning out, and they end up having organizational chaos," he adds.

????Once an executive hires Hagberg, he puts that client through a series of tests. One test screens the client for nearly 50 different personality elements, such as degrees of optimism, independence, and risk-taking. ("It's like a Myers-Briggs personality test on steroids," quipped Dropbox CEO Drew Houston, one of Hagberg's clients.)

????Another test, dubbed the "360," involves getting feedback about the client from up to 20 people: company investors, co-founders, and subordinates. All the data Hagberg collects are brought together in a presentation that he gives to the client. It outlines his or her strengths and weaknesses, and offers a customized plan that Hagberg will use to improve the client's management skills.

????"The plan needs to accommodate your personality," explained Hagberg. "If you're extremely shy, your company is going to IPO, and you need to go out there and do a roadshow, that may require some work for you to get over your fear of public speaking, or your general social anxiety."???