也許有人會提出異議：做股權激勵的往往是大型跨國公司、上市公司或者龍頭企業，對我們這些非上市企業，甚至是剛剛起步的小企業來講，這個時候談股權，會不會太早、沒有必要呢？其實不然，小企業更需要做股權激勵。

Some people may raise an objection: it is often large multinational companies, listed companies or leading enterprises that do equity incentive. For us non listed enterprises, or even small start-ups, is it too early and unnecessary to talk about equity at this time? In fact, small enterprises need to do equity incentive.

“企業越小，越要進行股權激勵，因為和大企業相比，小企業一無資金，二無技術，三無品牌，拿什么吸引和留住人才？靠的就是股權激勵?！奔热徊荒芙o予員工現在，就要給予員工希望與未來！”股權激勵的正確實施對企業吸引和留住核心人才、激勵業績提升、約束員工短期行為，完善內部管理，激勵上下游供應商、激勵長期發展有著重要的意義。

"The smaller the enterprise is, the more equity incentive should be carried out, because compared with large enterprises, small enterprises have no capital, no technology and no brand. How can they attract and retain talents? It depends on equity incentive. " Since we can't give our employees the present, we should give them hope and the future! " The correct implementation of equity incentive is of great significance for enterprises to attract and retain core talents, improve performance, restrict short-term behavior of employees, improve internal management, motivate upstream and downstream suppliers, and stimulate long-term development.

如果以上的理由還不夠充分的話，以下的三個理由可參考！

If the above reasons are not enough, the following three reasons can be referred to!

1 格局決定結局

The pattern decides the outcome

“商人看比例，而領導看絕 對值?！弊鳛轭I導，我們經常關注我們的股份有多少，常常期望自己是十分控股，完完全全擁有公司的治理權，擁有絕 對的決策權，能隨心所欲。這就是普通商人的思維，關注擁有多少比例的股份。

"Businessmen see proportion, while leaders see absolute value." As leaders, we often pay attention to the number of our shares, and often expect that we are holding a lot of shares. We have complete corporate governance, absolute decision-making power, and can do whatever we want. This is the thinking of ordinary businessmen, focusing on the proportion of shares they own.

但是，縱觀全世界，只要是你叫得出名字的領導，比爾?蓋茨、巴菲特、任正非、馬云……大到全世界富翁，小到中國的商界領導，他們手中的持股比例并不多，因為每個企業的發展都是逐漸稀釋股權的過程，雖然表面上是稀釋，但實際上是股權的價值不斷放大的過程。

But throughout the world, as long as you can name the leaders, Bill Gates, Warren Buffett, Ren Zhengfei, Ma Yun From rich people all over the world to business leaders in China, they do not hold a large proportion of shares, because the development of each enterprise is a process of gradually diluting its equity. Although it is superficially diluting, it is actually a process of continuously enlarging the value of its equity.

2 籌碼決定忠誠

2. Loyalty depends on chips

在商海中，沒有永 遠的敵人，也沒有永 遠的朋友，但是有永 遠的利益。企業絕 對需要忠誠，唯有上下同欲，唯有夢想、方向、價值觀完全一致，企業方可有大成。然而，員工憑什么要忠誠于你？你是不是給了員工絕 對忠誠于你的理由？這就是我們所謂的“籌碼”。

In the business world, there is no eternal enemy or friend, but there is always interest. An enterprise absolutely needs loyalty. Only when the upper and lower people share the same desire, and the dream, direction and values are completely consistent, can the enterprise achieve great success. However, why should employees be loyal to you? Do you give employees a reason to be absolutely loyal to you? This is what we call "chips.".

在企業里，是有能力的人比較忠誠，還是沒有能力的人比較忠誠？一般而言，有能力的人跳槽的可能性比較大，因為他們認為自己有能力，到任何地方都能找到工作，也許下一站會比這里更 好。所以，當企業給不了他們想要的，他們就會想著離開。也許在管理者看來，他們是企業的不安 定因素，不會忠誠于自己。相比之下，那些沒有能力的人，安于現狀，看起來是更忠誠于企業，但他們整天抱著混日子的心態得過且過，對企業發展來講恰恰是無濟于事的。

In an enterprise, is the person with ability more loyal or the person without ability more loyal? Generally speaking, capable people are more likely to change jobs, because they think they have the ability to find a job anywhere, maybe the next stop will be better than here. So, when the enterprise can't give them what they want, they will want to leave. Perhaps in the view of managers, they are the unstable factors of the enterprise and will not be loyal to themselves. In contrast, those who have no ability, content with the status quo, seem to be more loyal to the enterprise, but they muddle along with the mentality of muddling along all day, which is just useless for the development of the enterprise.

3 恒產決定恒心

Constant production decides perseverance

要想員工與領導永結恒心，必定要讓員工看到恒產，一定要制定一個讓員工覺得是為自己干的機制。你既然想讓別人跟你永 遠走下去，請問你有沒有考慮別人的需求？經營企業的本質就是經營各方的需求，經營他人的需求。

If you want to build a lasting relationship between employees and leaders, you must let employees see constant production and establish a mechanism for employees to feel that they are working for themselves. Since you want others to follow you forever, have you considered the needs of others? The essence of running an enterprise is to manage the needs of all parties and others.