股权激励方案落地执行
十年股权整理解决方案落地实施

　　山东老板必看！股权激励：让员工拼命干，自己松口气

　　Shandong bosses must see! Equity incentive: Let employees work hard and breathe a sigh of relief for themselves

　　山东做企业的老板们，不管你是开工厂、做贸易，还是搞服务业，估计都有一个共同的痛点--自己累死累活，员工却得过且过。今天跟大家聊的这个话题，就是能解决这个痛点的“关键钥匙”--山东股权激励。说实话，在座的山东老板们，95%都算得上“股盲”，压根没搞懂股权激励的真正用处，更不知道，这其实是老板们唯一必须学的一门课。

　　Shandong entrepreneurs, whether you are running a factory, engaged in trade, or working in the service industry, probably have a common pain point - they work hard while their employees just get by. The topic we are talking about today is the "key" that can solve this pain point - Shandong equity incentive. To be honest, 95% of the Shandong bosses present here can be considered "stock blind", who have not understood the true purpose of equity incentives, let alone that this is actually the only course that bosses must learn.

　　之前遇到一位山东的宋总，特别实在，上来就跟我说：“陶老师，我就是个大老粗，你别跟我讲那些虚的，就告诉我，股权激励对我的企业到底有啥好？”我没直接回答他，而是先问了他三个问题，相信这三个问题，也戳中了很多山东老板的心。

　　I met a Mr. Song from Shandong before, who was very honest. He came up to me and said, "Teacher Tao, I'm just a big shot. Don't talk to me about those empty things, just tell me, what are the benefits of equity incentives for my company?" I didn't answer him directly, but first asked him three questions. I believe these three questions have also touched the hearts of many Shandong bosses.

　　第一个问题：你是老板，你会跳槽去给别人打工吗？宋总一听就笑了：“老师，你开玩笑呢？我自己开公司当老板，怎么可能去给别人干！”第二个问题：作为老板，你会在自己公司里混日子吗？他更无奈了：“老师，哪有老板不辛苦的？开公司就是给自己干，除非是富二代，不然谁会混日子啊！”第三个问题我问他：“那你累不累？”宋总叹了口气：“能不累吗？不累我也不会找你学习了！”

　　First question: As a boss, would you switch jobs to work for someone else? Upon hearing this, Mr. Song smiled and said, "Teacher, are you joking? I run my own company as the boss, how could I possibly work for someone else!" Second question: As a boss, would you just hang out in your own company? He felt even more helpless: "Teacher, there's no boss who doesn't work hard. Starting a company is just for oneself. Unless you're a wealthy second-generation, who would just slack off!" I asked him the third question, "Are you tired?" Mr. Song sighed and said, "Can you not be tired? If you're not tired, I won't come to you to learn

　　其实这三个问题，就道出了很多山东老板的现状--你的企业里，只有你一个人在为结果负责，只有你一个人在为未来打拼，只有你一个人在承担所有风险，你能不累吗？而股权激励的核心好处，就是帮你改变这种现状，让更多员工像你一样，把企业当成自己的事，躬身入局、挺身负责。

　　In fact, these three questions reveal the current situation of many Shandong bosses - in your company, only you are responsible for the results, only you are striving for the future, and only you are bearing all the risks. Can you not be tired? The core benefit of equity incentives is to help you change this situation, allowing more employees to treat the company as their own and take responsibility, just like you.

　　很多山东老板觉得，股权激励就是“分股份、给好处”，其实不然，它是一套能让员工像老板一样操劳，让老板像神仙一样逍遥的制度设计。说白了，就是让员工成为岗位上的“小老板”，让部门负责人成为部门的“大老板”，打造一套合理的合伙人制度，让他们也为企业的结果、未来和风险负责。

　　Many Shandong bosses think that equity incentives are about "dividing shares and giving benefits", but in fact, it is not. It is a system design that can make employees work hard like bosses and make bosses carefree like immortals. Simply put, it means making employees the "little bosses" in their positions, making department heads the "big bosses" of their departments, creating a reasonable partnership system, and holding them responsible for the results, future, and risks of the enterprise.

　　试想一下，要是你的员工都能像你一样拼命，不用你催、不用你管，主动为业绩发力，主动为企业着想，你的企业能差吗？山东的企业大多重情义、讲担当，员工本来就有凝聚力，而股权激励，就是把这份凝聚力转化为战斗力，让员工从“给老板打工”变成“给自己打工”，积极性和责任心自然就上来了。

　　Imagine if all your employees could work as hard as you, without the need for you to urge or manage them, actively striving for performance and considering the company, would your company be inferior? Most enterprises in Shandong value loyalty and responsibility, and employees already have cohesion. Equity incentives are designed to transform this cohesion into combat effectiveness, allowing employees to shift from "working for the boss" to "working for themselves". This naturally increases their motivation and sense of responsibility.

　　而且股权这门课，有个很特别的地方--没有任何一门学科，比它来得更早、结束得更晚。从你作为山东老板，萌生开公司的想法那一刻起，股权就已经存在了。你要做什么事、做多久、做到什么程度，要和哪些人同行，这些同行的人当下想要什么，未来他们的价值是越来越高还是越来越低，这些都是股权要解决的问题。

　　And the equity course has a very special feature - there is no subject that comes earlier and ends later than it. From the moment you, as the boss of Shandong, conceived the idea of starting a company, equity has existed. What you want to do, how long you want to do it, to what extent you want to achieve it, who you want to work with, what these peers want now, and whether their value will increase or decrease in the future are all issues that equity needs to address.

　　做山东企业，眼光要放长远，做股权激励更是如此。你要考虑，企业未来3年、5年的发展中，会不会有更厉害的人想加入？有没有给他们预留“进口”？要是有员工内卷、摆烂，有没有合理的“出口”？能不能做到能者上、平者让、庸者下？这些都需要通过股权激励提前设计好。

　　As a Shandong enterprise, we need to have a long-term vision, especially when it comes to equity incentives. Do you need to consider whether there will be more talented people who want to join the company in the next 3 to 5 years of development? Have you reserved "imports" for them? Is there a reasonable "exit" for employees to engage in internal competition and slack off? Can those who are capable go up, those who are average go down, and those who are mediocre go down? These all need to be designed in advance through equity incentives.

　　就像我常说的，鹅和天鹅在还是蛋的时候，看着没什么差别，但基因早就注定了未来的差距。企业也是一样，同样是山东的创业者，同样是刚起步，几年之后有的崛起壮大，有的却没落消亡，核心差距，就是在起步时有没有做好股权设计这个“基因工程”。

　　As I often say, when geese and swans are still eggs, there doesn't seem to be much difference, but genes have long predetermined the future gap. The same goes for enterprises, both entrepreneurs from Shandong who are just starting out. After a few years, some have risen and grown, while others have declined and disappeared. The core gap lies in whether the "genetic engineering" of equity design was done well at the beginning.

　　很多山东老板之所以觉得累，之所以企业做不大，根源就是思维有局限。人的思维有三个层面：知道自己知道什么，知道自己不知道什么，最可怕的是，压根不知道自己不知道什么。尤其是在创业、合伙这个领域，很多老板都有自己没意识到的认知盲区，而这些盲区，往往就是企业发展的绊脚石。

　　Many Shandong bosses feel tired, and the reason why their businesses are not large is due to limited thinking. There are three levels of human thinking: knowing what you know, knowing what you don't know, and most terrifyingly, not knowing at all what you don't know. Especially in the fields of entrepreneurship and partnerships, many bosses have cognitive blind spots that they are not aware of, and these blind spots are often stumbling blocks to the development of the enterprise.

　　总结一下，对山东老板来说，股权激励不是选择题，而是必修课。它能让员工像老板一样操劳，让你从繁琐的事务中解脱出来，引发更多人一起为企业负责，让企业越来越昌盛。正在被“累”困扰、想把企业做大的山东老板，不妨花点时间了解一下，早学早受益，早用早轻松！

　　To sum up, for Shandong bosses, equity incentives are not multiple-choice questions, but mandatory courses. It can make employees work like bosses, free you from tedious affairs, inspire more people to take responsibility for the company, and make the company more prosperous. Shandong bosses who are struggling with exhaustion and want to expand their businesses may want to take some time to learn more, learn early, benefit early, and use early to make things easier!