扎克伯格和他的女朋友带着一只名为“野兽”的匈牙利长毛牧羊犬住在加州的帕洛阿尔托。通过一群经验丰富的导师的帮助，他已经成长为合格的公司领袖。2008年从谷歌挖来的谢丽尔•桑德伯格是他最亲密的顾问之一。这位来自广告业的主管思维敏捷，洞悉人情世故，恰好能弥补扎克伯格的短处——他在公众场合时不时的尴尬表现已广为人知。桑德伯格担任主管广告业务的首席运营官，作为公司的2号人物，她的招牌微笑已成为公司的公众形象。然后是唐纳德•格雷厄姆，这位《华盛顿邮报》（The Washington Post Co.）的首席执行官兼主席是扎克伯格的良师益友，并担任公司董事。
Mark Zuckerberg never wanted to take Facebook (FB) public. He didn't want to kiss hedge fund rings or answer to thousands of shareholders or disclose earnings.
And, on Wall Street, the feeling was mutual. Institutional investors also didn't want Zuckerberg to take Facebook public unless he added some big-name "adult" supervision. After all, what does a 20-something know about running a multi-billion dollar public corporation? Just imagine the costly mistakes he would make.
But Zuckerberg didn't really have much of a choice. Due to the company's employee compensation strategy, and its early embrace of private secondary market trading, he knew that going public was inevitable. So he did what he was told, and hired a bunch of "adults."
First it hired Sheryl Sandberg to be chief operating officer. Then, several months later, Ted Ullyot joined as general counsel. Finally, David Ebersman was brought aboard in 2009 as chief financial officer, following an exhaustive search for a CFO "with public company experience."
Then Zuckerberg went back to his desk to code, strategize and somehow make his dormroom project even more globally ubiquitous. His "adults" would take care of the boring legwork, and he'd learn some things by watching them.
From an AP story just days before Facebook's recent IPO:
Zuckerberg, who lives in Palo Alto, Calif. with his girlfriend and a white Hungarian Puli dog named Beast, has matured as a leader with the help of experienced mentors. One of his closest advisors is Sheryl Sandberg, who he hired away from Google in 2008. Zuckerberg, known for sometimes-awkward public appearances, realized that the razor-sharp, people-savvy advertising executive complements his own shortcomings. Sandberg is Zuckerberg's No. 2, the chief operating officer who oversees advertising and often serves as Facebook's smiling, public face. Then there's Donald Graham, the 66-year-old CEO and chairman of The Washington Post Co., who serves as a mentor to Zuckerberg and holds a seat on Facebook's board of directors.
Rebecca Lieb, analyst at the Altimeter Group, says Zuckerberg has assembled a team of "truly exceptional lieutenants." David Ebersman, Facebook's chief financial officer, who hails from biotech firm Genentech, is another example. Zuckerberg hired him in 2009, saying that Ebersman's previous job, helping to scale the finance organization of the fast-growing biotech company "will be important to Facebook."
Today, however, it seems that those mentors might have led the kid, and his company, astray.