如果员工只要求高工资而不对结果负责，老板自然不愿意，没有结果，员工就成本，是成本就不能增加，不给员工加薪，员工想法子和企业作对。

If employees only demand high salaries and are not responsible for the results, the boss will naturally be unwilling. If there are no results, employees will incur costs. If costs are not increased, employees will find ways to oppose the company.

合伙人股权怎么分，什么时候分，分多少合理？ 如何设计合伙人股权的进入和退出机制？ 想要留住人才,激励管理层更富积极性、创造性地开展工作，该从哪方面入手？ 众筹融资的专业策划方案怎样制定才能吸引到企业家的投资？ 如何确保融资后，股权被稀释的同时保持控制权...

How to divide the equity of partners, when to do so, and how much is reasonable? How to design the entry and exit mechanisms for partner equity? What should we start from to retain talent and motivate management to be more proactive and creative in their work? How can a professional planning plan for crowdfunding be formulated to attract investment from entrepreneurs? How to ensure that equity is diluted while maintaining control after financing

企业要建立多劳多得的分配机制，让员工为自己做，而不是为企业打工，让“员工工资=企业绩效”，员工工资越高代表企业绩效越高，终实现：利益的趋同、思维的统一！

Enterprises should establish a distribution mechanism of "more work, more pay", allowing employees to work for themselves rather than for the company. Let "employee salary=company performance", and the higher the employee salary, the higher the company performance, ultimately achieving convergence of interests and unity of thinking!

因为他们之间会有不同的立场，如果我是一个员工，我更关心的是能拿多少工资和提成奖金；如果是股东，他更关心的是公司未来的发展、长期的增值与稳定。通过股权激励，可以把这两个不同立场的群体捆绑到一起。

Because they may have different positions, if I were an employee, I would be more concerned about how much salary and commission bonuses I could receive; If it is a shareholder, he is more concerned about the future development, long-term appreciation, and stability of the company. Through equity incentives, these two groups with different positions can be tied together.

技术或运营出点问题，影响的是公司短期发展，但是，如果合伙人股权出问题呢？经常是不可逆的“车毁人亡”，开局稀里糊涂，难治；，普遍性，在过去，创业者一人包打天下，不需要考虑合伙人股权问题，除创始人之外的其他股东，只能是有限合伙的LP，只享有经济收益而不参与有限合伙日常管理决策，也就不能通过有限合伙控制公司。

If there are technical or operational issues that affect the short-term development of the company, but what if there are issues with partner equity? It is often an irreversible "car crash and human death", with a confused start and difficult to treat;, Universality, in the past, entrepreneurs were the sole owners of the company, without the need to consider the issue of partner equity. Other shareholders besides the founder could only be LP members of a limited partnership, enjoying only economic benefits without participating in the daily management decisions of the limited partnership, and thus could not control the company through a limited partnership.

可以分步骤、分阶段授予，不要一次吃饱，必须在总量上有预留，在机制上有退出，4，不是什么员工都可以成为股东，离职合伙人说，我从一开始即参与创业，既有功劳，又有苦劳；公司法也没有规定，股东离职必须退股；章程也没规定；合伙人之间也没签署过其他协议，股东退出得退股；合伙人之间从始至终就离职退股也没做过任何沟通。

It can be awarded in steps and stages, not all at once. There must be a reserve in the total amount and an exit mechanism. 4. Not all employees can become shareholders. The departing partner said, "I have been involved in entrepreneurship since the beginning, and there are both merits and hardships."; The Company Law also does not stipulate that shareholders who resign must withdraw their shares; The articles of association also do not specify; The partners have not signed any other agreements, and shareholders may withdraw their shares upon withdrawal; There has been no communication between partners regarding the resignation and withdrawal of shares from the beginning to the end.

实施股权激励策略，给予员工一定的股东权益，使员工由雇员变成自己的“小老板”，这种身份的转变和由此带来的收益诱惑，将促使他们更加关心企业的经营发展，自觉抵制一切损害企业利益的不良行为。同时，亦能激发他们的工作积极性和创造性，提高团队的凝聚力和战斗力。

Implementing equity incentive strategies, granting employees certain shareholder rights, and transforming them from employees to their own "little bosses" will encourage them to care more about the business development and consciously resist any harmful behavior that harms the interests of the enterprise. At the same time, it can also stimulate their work enthusiasm and creativity, improve team cohesion and combat effectiveness.