在山东做企业的老板，大多仗义豪爽，平时喜欢拍着员工的肩膀画饼、许承诺，尤其是提到股权激励，张口就来：“小梁，好好干，公司做好了给你1%股份！”“小刘，跟着我混，以后给你5%，咱们一起发财！”可很多老板根本没意识到，这种随口的“吹牛逼”，最后会变成自己的“烫手山芋”，甚至拖垮公司。

　　Most business owners in Shandong are generous and straightforward. They like to pat their employees' shoulders and make promises, especially when it comes to equity incentives. They often say, "Xiaoliang, work hard, the company will give you 1% of the shares when it's done!" "Xiaoliu, follow me and I will give you 5% in the future. Let's get rich together!" However, many bosses are not aware that this casual "bragging" can eventually become their own "hot potato" and even drag down the company.

　　之前我们遇到过一个柳州的学员老板，和很多山东老板一样，为人仗义，就是嘴太“松”，这些年动不动就给员工许股权承诺。等公司真正做好做强，他想兑现承诺，特意请我们咨询团队进场，可一调研才发现，老板随口吹出去的股权，加起来竟然有187%！要知道，公司股份总共就100%，别说兑现了，就算把老板自己的股份全拿出去，还得倒找员工87%，老板彻底慌了，直呼“骑虎难下”。

　　Previously, we encountered a student boss from Liuzhou who, like many bosses from Shandong, was known for his righteousness, but his mouth was too loose. Over the years, he often made stock commitments to his employees. When the company truly became stronger, he wanted to fulfill his promise and specially invited our consulting team to come in. However, after conducting research, he found that the total equity that the boss casually boasted about was actually 187%! You should know that the total shares of the company are only 100%. Even if the boss takes out all of his own shares, he still has to find 87% of the employees. The boss is completely panicked and exclaims, 'It's hard to get off the tiger.'.

　　更棘手的是，每一个股权承诺背后，都有员工记了好几年的“感人故事”。有个员工说，当年跟着老板出差，条件艰苦，俩人挤绿皮火车，泡方便面时火车一晃，汤烫到了他的手，老板当场拍着他的肩膀说：“小梁，你受苦了，公司做好了，给你2%股份。”就这一句话，员工记了十几年，如今兑现承诺，他认准了“2%”，半点不让步。

　　What's even more tricky is that behind every equity commitment, there are employees who have remembered several years of 'touching stories'. An employee said that when he was on a business trip with his boss, the conditions were difficult. The two of them squeezed on the green train and while making instant noodles, the train shook and the soup scalded his hand. The boss patted his shoulder on the spot and said, "Xiaoliang, you have suffered. The company has done a good job and will give you 2% of the shares." This sentence has been remembered by the employee for more than ten years, and now he has fulfilled his promise. He has recognized the "2%" and will not give in at all.

　　老板委屈得不行：“当年我说这话的时候，公司工资才几千块，现在工资翻了1000倍，这股权难道不该稀释1000倍吗？”可员工根本不买账：“你当年说给2%，就必须给2%，不管公司现在值多少钱。”这就是山东老板做股权激励最常踩的坑——随口许股比、不记承诺，最后把自己逼到绝境，这也是为什么75%的山东中小企业，股权激励最后都变成了“内耗”。

　　The boss was extremely aggrieved: 'When I said this back then, the company's salary was only a few thousand yuan. Now that the salary has increased by 1000 times, shouldn't this equity be diluted by 1000 times?' But the employees didn't buy it at all: 'If you said you would give 2% back then, you must give 2%, no matter how much the company is worth now.' This is the most common pitfall that Shandong bosses often fall into when doing equity incentives - making random share ratios, not keeping promises, and eventually pushing themselves to a dead end. This is also why 75% of Shandong's small and medium-sized enterprises end up with 'internal friction' in equity incentives.

　　很多山东老板做股权激励，都陷入了一个致命误区：只敢说股比，不敢说绝对值，觉得“给多少百分比”才有诚意，却不知道，股比就只有100%，哪怕每次只许0.5%，早晚也会分完，更别说像这位老板一样，随口就许出187%的股比。数据显示，山东中小企业中，88%的老板在做股权激励时，会随口承诺股比，其中62%会出现“承诺超出100%”“兑现不了”的问题，最终要么和员工反目，要么稀释自己的控制权，动摇公司根基。

　　Many Shandong bosses who offer equity incentives have fallen into a fatal misconception: they only dare to say the stock ratio and dare not say the absolute value, thinking that "giving a certain percentage" is sincere, but they do not know that the stock ratio is only 100%. Even if they only allow 0.5% each time, they will eventually be divided, let alone like this boss who casually offers a 187% stock ratio. Data shows that 88% of bosses in small and medium-sized enterprises in Shandong will casually promise stock ratios when doing equity incentives, and 62% of them will encounter problems such as "promises exceeding 100%" and "inability to fulfill", ultimately either turning against employees or diluting their control, shaking the company's foundation.

　　这里给山东老板们唠个实在理：做山东股权激励，千万别说“给你多少百分比股份”，要改说“给你多少万股”——股比是固定的“减法”，绝对值才是能增值的“加法”，这一字之差，就能避免90%的坑。举个简单的例子，同样是给员工“5%的权益”，两种说法天差地别：

　　Here's a practical reason for Shandong bosses: when it comes to equity incentives in Shandong, don't say "how many percentage of shares will be given to you". Instead, say "how many tens of thousands of shares will be given to you" - the stock ratio is a fixed "subtraction", and the absolute value is the "addition" that can increase in value. The difference in this word can avoid a 90% hole. For example, giving employees a "5% equity" is vastly different

　　第一种，你说“小刘，我给你5%的股份，现在相当于50万股”，员工会认为，你要保证他永远占公司5%的股份，以后公司增资扩股、吸纳新股东，只要稀释他的股比，就必须经过他同意，后期根本没法灵活调整；第二种，你说“小刘，我给你50万股，现在占公司5%”，员工清楚，你保证的是他50万股的绝对权益，不是永远5%的股比，以后公司发展壮大、增资扩股，股比可能会变，但50万股的股份还在，还能跟着公司增值。

　　The first type is, if you say 'Xiaoliu, I'll give you 5% of the shares, which is now equivalent to 500000 shares', the employees will think that you need to ensure that he always holds 5% of the company's shares. In the future, when the company increases capital, expands shares, or absorbs new shareholders, as long as the shareholding ratio is diluted, it must be approved by him, and there is no flexible adjustment in the later stage; The second option is to say, 'Xiaoliu, I'll give you 500000 shares, which now account for 5% of the company.' The employee understands that what you are guaranteeing is his absolute equity of 500000 shares, not a permanent 5% equity ratio. In the future, when the company grows and expands its capital and shares, the equity ratio may change, but the 500000 shares are still available and can still increase in value with the company.

　　就像那位柳州老板，我们进场后，没有说“过去的承诺不算了”——做股权激励，最关键的就是尊重历史，你现在不认过去的承诺，以后员工也不会信你未来的承诺，股权激励只会彻底失效。我们做的，是把他随口许下的每一个“百分比承诺”，都一笔一笔还原、折算成绝对值。

　　Just like the boss in Liuzhou, after we entered the market, we didn't say 'past promises are not worth it' - the key to doing equity incentives is to respect history. If you don't recognize past promises now, employees won't believe in your future promises, and equity incentives will only be completely ineffective. What we do is to restore and convert every "percentage promise" he casually made into an absolute value, one by one.

　　比如2012年，他承诺给小梁2%的股份，当时公司估值2000万，2%就相当于40万股；结合公司这些年的发展，从2012年到2021年，公司估值翻了2倍多，这40万股就增值到了90万股。我们把所有承诺都按这个逻辑折算，最后兑现给员工的，不是当初随口说的百分比，而是对应增值后的股份绝对值，既兑现了老板的承诺，又没让老板倒找股份，还保住了公司的控制权，员工也都满意。

　　For example, in 2012, he promised to give Xiaoliang 2% of the shares. At that time, the company was valued at 20 million, and 2% was equivalent to 400000 shares; Based on the company's development over the years, from 2012 to 2021, the company's valuation has more than doubled, and these 400000 shares have increased in value to 900000 shares. We convert all our promises according to this logic, and in the end, what we deliver to our employees is not the percentage we casually mentioned at the beginning, but the absolute value of the corresponding shares after appreciation. We not only fulfill the boss's promise, but also prevent the boss from looking for shares, and maintain control of the company. Our employees are also satisfied

　　补充一组扎心数据：山东中小企业中，因“随口许股比”导致股权激励失败的，占比高达90%；其中，35%的企业出现员工维权、核心人才流失，28%的企业老板失去公司控制权，17%的企业因股权纠纷陷入经营困境。而采用“绝对值分股”的山东中小企业，股权激励成功率达82%，员工流失率平均下降58%，公司营收平均增长32%。

　　Adding a set of heart wrenching data: Among small and medium-sized enterprises in Shandong, up to 90% of them fail to implement equity incentives due to the practice of "arbitrarily accepting stock ratios"; Among them, 35% of companies have experienced employee rights protection and core talent loss, 28% of business owners have lost control of the company, and 17% of companies have fallen into business difficulties due to equity disputes. For Shandong's small and medium-sized enterprises that adopt "absolute value shareholding", the success rate of equity incentives is 82%, the average employee turnover rate has decreased by 58%, and the company's revenue has increased by an average of 32%.

　　总结来说，山东老板做股权激励，别再随口“吹牛逼”、乱许股比了，记住一句话：分股不说百分比，只说绝对值。仗义是好事，但做股权激励，光仗义不够，还得专业。尊重历史承诺，用绝对值代替股比，既不让老板陷入“分股超100%”的尴尬，又能让员工真正拿到实惠、绑定人心，还能保住公司控制权，让股权激励真正发挥作用，助力山东中小企业稳步发展，这才是山东股权激励的核心门道。

　　In summary, when Shandong bosses implement equity incentives, they should stop boasting and making random stock comparisons. Remember one sentence: when dividing shares, don't talk about percentages, only absolute values. Being righteous is a good thing, but when it comes to equity incentives, just being righteous is not enough, and professionalism is also necessary. Respecting historical commitments and using absolute values instead of stock ratios not only avoids the embarrassment of the boss being split over 100%, but also allows employees to truly benefit and bind their hearts, while maintaining control of the company and allowing equity incentives to truly play a role in helping small and medium-sized enterprises in Shandong steadily develop. This is the core approach of equity incentives in Shandong.