很多中小民營企業，往往是領導一股獨大，不愿意與別人合作，也不愿與別人分享，只是希望員工為自己打工，還希望員工一輩子死心塌地的為企業付出，有的領導總是抱怨核心人才培養好了人就跑了，那為何不問問自己：“當時為什么要從別人家出來自己創業?”當我們都不希望一輩子為別人打工的時候，我們也不要期望別人會為我們一輩子打工，換位思考   我們往往會找到問題的答案。

Many small and medium-sized private enterprises are often dominated by leaders who are unwilling to cooperate with others or share with others. They just hope that their employees will work for themselves and devote their whole life to the enterprise. Some leaders always complain that they run away when they have trained core talents. Then why don't they ask themselves: "why did they come out of other people's homes to start their own business?" When we don't want to work for others all our life, we don't expect others to work for us all our life. We often find the answer to the problem when we think in another place.

企業的股權架構設計，核心是老大的股權設計。老大不清晰，企業股權沒法分配。創業企業，要么一開始就有清晰明確的老大，要么磨合出一個老大。

The core of the equity structure design of an enterprise is the equity design of the boss. The boss is not clear, and the equity of the enterprise cannot be distributed. A start-up enterprise either has a clear boss at the beginning, or runs into a boss.

在現在，「人」是股權分配的大變量。我們見到，很多創業企業的股權分配，都是“時間的錯位”：根據創業團隊當下的貢獻，去分配公司未來的利益。創業初期，不好評估各自貢獻，創業團隊的早期出資就成了評估團隊貢獻的核心指標。這導致有錢但缺乏創業能力與創業心態的合伙人成了公司大股東，有創業能力與創業心態、但資金不足的合伙人成了創業小伙伴。

At present, "people" is a big variable of equity distribution. We can see that the equity allocation of many start-ups is a "dislocation of time": according to the current contribution of the entrepreneurial team, the future interests of the company are allocated. In the early stage of entrepreneurship, it is not easy to evaluate their respective contributions, and the early investment of entrepreneurial team has become the core index to evaluate the team's contribution. As a result, the partners who are rich but lack of entrepreneurial ability and mentality become the major shareholders of the company, and the partners who have entrepreneurial ability and mentality but lack of funds become the small entrepreneurial partners.