股權激勵是一種中長期激勵工具，其終目的是調動員工積極性，大限度地挖掘員工潛能，實現員工和公司的“雙贏”。企業中不同類型的人員有不同的激勵偏好，如高級管理人員側重于公司的長期成長，可以接受中長期激勵;銷售骨干偏重于公司業績的快速增長，更希望能夠及時兌現獎勵，因而側重于短期激勵。

Equity incentive is a medium to long-term incentive tool, with the ultimate goal of mobilizing employee enthusiasm, maximizing employee potential, and achieving a "win-win" situation for both employees and the company. Different types of personnel in enterprises have different incentive preferences, such as senior managers who focus on the long-term growth of the company and can accept medium to long-term incentives; The sales backbone focuses on the rapid growth of the company's performance and hopes to receive rewards in a timely manner, thus focusing on short-term incentives.

股權激勵實施后，如果公司成功上市或者被其他投資者溢價并購，那些已經行權的激勵對象可能因此獲得比較豐厚的回報。這本是激勵對象應得的收益，但是如果激勵對象實現收益后不思進取，積極性下降，則可能對公司和其他激勵對象產生不好的效應。

After the implementation of equity incentives, if the company is successfully listed or acquired by other investors at a premium, those who have already exercised their rights may receive relatively generous returns as a result. This was originally the expected benefit for the incentive target, but if the incentive target does not make progress and their enthusiasm decreases after realizing the benefits, it may have a negative effect on the company and other incentive targets.

股權激勵的意圖是希望獲得激勵收益的人能夠陪同公司繼續長期發展，那些故步自封、不思進取的人給團隊帶來的是負能量，不利于公司形成積極向上的激勵文化氛圍。為了防止在激勵過程中出現這種“懶人”，公司應當有事先的應對策略，做好相應的約束機制安排，如行權節奏、鎖定期、回購機制等，使激勵對象既對激勵收益心懷期望，又不至于很容易地實現小富即安，而是始終保持種積極向上的斗志和激情，與公司共同發展。

The intention of equity incentives is to hope that those who receive incentive benefits can accompany the company to continue long-term development. Those who are complacent and unwilling to make progress bring negative energy to the team, which is not conducive to the formation of a positive incentive culture atmosphere in the company. In order to prevent the occurrence of such "lazy people" during the incentive process, the company should have a proactive response strategy and make corresponding constraint mechanism arrangements, such as exercise rhythm, lock-in period, repurchase mechanism, etc., so that the incentive objects not only have expectations for incentive benefits, but also not easily achieve prosperity, but always maintain a positive and upward fighting spirit and passion, and develop together with the company.

當然，這些策略機制安排也不可以標準過高、過難實現，否則激勵對象認為公同在“忽悠”自己，也會損害積極性。如何在兩者之間保持平衡，考驗著創始股東的格局和智慧。

Of course, these strategic mechanisms and arrangements should not be set too high or too difficult to achieve, otherwise the incentive objects may think that the public is "deceiving" themselves, which will also harm their enthusiasm. How to maintain a balance between the two tests the pattern and wisdom of the founding shareholders.

注意一件事，如果激勵形式錯配，不僅可能浪費激勵資源，實現不了激勵初衷，反而會損害積極性。所以，對激勵對象能夠“投其所好”地進行激勵，是保障股權激勵成功實施的關鍵要素。更多相關問題就來我們網站http://m.gzygwz.cn咨詢！

One thing to note is that if the incentive form is mismatched, it may not only waste incentive resources and fail to achieve the original motivation, but also damage motivation. Therefore, the key factor in ensuring the successful implementation of equity incentives is to incentivize the incentive objects to the best of their abilities. For more related questions, come to our website http://m.gzygwz.cn consulting service