很多中小民营企业，往往是领导一股独大，不愿意与别人合作，也不愿与别人分享，只是希望员工为自己打工，还希望员工一辈子死心塌地的为企业付出，有的领导总是抱怨核心人才培养好了人就跑了，那为何不问问自己：“当时为什么要从别人家出来自己创业?”当我们都不希望一辈子为别人打工的时候，我们也不要期望别人会为我们一辈子打工，换位思考   我们往往会找到问题的答案。

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.

企业的股权架构设计，核心是老大的股权设计。老大不清晰，企业股权没法分配。创业企业，要么一开始就有清晰明确的老大，要么磨合出一个老大。

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.

在现在，「人」是股权分配的大变量。我们见到，很多创业企业的股权分配，都是“时间的错位”：根据创业团队当下的贡献，去分配公司未来的利益。创业初期，不好评估各自贡献，创业团队的早期出资就成了评估团队贡献的核心指标。这导致有钱但缺乏创业能力与创业心态的合伙人成了公司大股东，有创业能力与创业心态、但资金不足的合伙人成了创业小伙伴。

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.