也许有人会提出异议：做股权激励的往往是大型跨国公司、上市公司或者龙头企业，对我们这些非上市企业，甚至是刚刚起步的小企业来讲，这个时候谈股权，会不会太早、没有必要呢？其实不然，小企业更需要做股权激励。

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.

“企业越小，越要进行股权激励，因为和大企业相比，小企业一无资金，二无技术，三无，拿什么吸引和留住人才？靠的就是股权激励。”既然不能给予员工现在，就要给予员工希望与未来！”股权激励的正确实施对企业吸引和留住核心人才、激励业绩提升、约束员工短期行为，完善内部管理，激励上下游供应商、激励长期发展有着重要的意义。

"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.

如果以上的理由还不够充分的话，以下的三个理由可参考！

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

1 格局决定结局

The pattern decides the outcome

“商人看比例，而领导看绝 对值。”作为领导，我们经常关注我们的股份有多少，常常期望自己是十分控股，完完全全拥有公司的治理权，拥有绝 对的决策权，能随心所欲。这就是普通商人的思维，关注拥有多少比例的股份。

"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，纵观全世界，只要是你叫得出名字的领导，比尔•盖茨、巴菲特、任正非、马云……大到全世界富翁，小到中国的商界领导，他们手中的持股比例并不多，因为每个企业的发展都是逐渐稀释股权的过程，虽然表面上是稀释，但实际上是股权的价值不断放大的过程。

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 筹码决定忠诚

2. Loyalty depends on chips

在商海中，没有永 远的敌人，也没有永 远的朋友，但是有永 远的利益。企业绝 对需要忠诚，唯有上下同欲，唯有梦想、方向、价值观完全一致，企业方可有大成。然而，员工凭什么要忠诚于你？你是不是给了员工绝 对忠诚于你的理由？这就是我们所谓的“筹码”。

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.".

在企业里，是有能力的人比较忠诚，还是没有能力的人比较忠诚？一般而言，有能力的人跳槽的可能性比较大，因为他们认为自己有能力，到任何地方都能找到工作，也许下一站会比这里更 好。所以，当企业给不了他们想要的，他们就会想着离开。也许在管理者看来，他们是企业的不安 定因素，不会忠诚于自己。相比之下，那些没有能力的人，安于现状，看起来是更忠诚于企业，但他们整天抱着混日子的心态得过且过，对企业发展来讲恰恰是无济于事的。

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 恒产决定恒心

Constant production decides perseverance

要想员工与领导永结恒心，必定要让员工看到恒产，一定要制定一个让员工觉得是为自己干的机制。你既然想让别人跟你永 远走下去，请问你有没有考虑别人的需求？经营企业的本质就是经营各方的需求，经营他人的需求。

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.