要想让你的
股权激励发挥大效果，这两个方面必不可少。
These two aspects are essential if you want your equity incentive to play a big role.
唯有参与，才有认同
Only participation can identify
一个好的规章制度，能够反映每个公司员工的共同愿景和价值观，能够调动大家的创造力和奉献精神。与其耗费精力制作厚厚的手册，秀给外人看，不如静下心来和员工一起制定出大家都认可的规章制度。同理股权激励制度，亦是如此。唯有参与，才有认同。
A good rules and regulations can reflect the common vision and values of each company's employees, and can mobilize everyone's creativity and dedication. Rather than expend energy to produce thick manuals and show them to outsiders, it is better to settle down and work with employees to formulate rules and regulations that are recognized by everyone. The same is true of the equity incentive system. Only participation can identify.
唯有授权，才有创造
Only authorization can create
授权是提高公司效率和效能的秘诀之一，可惜很多老板吝啬于授权，总觉得靠自己更省事。授权基本上可以分为两个类型：指令型授权和责任型授权。
Authorization is one of the secrets to improve the efficiency and effectiveness of the company. Unfortunately, many bosses are stingy with authorization and always feel that it is easier to rely on themselves. Authorization can basically be divided into two types: directive authorization and responsible authorization.
指令型授权是让别人“去做这个，去做那个，做完告诉我”，什么事情都亲力亲为。责任型授权的关注重点是终的结果。给员工自由，允许自行选择做事的具体方法，并为终的结果负责。
Directive authorization is to let others "do this, do that, and tell me when you finish", and do everything by yourself. The focus of responsible delegation is on the end result. Give employees freedom, allow them to choose specific methods of doing things, and be responsible for the final results.
把责任分配给有能力有担当的老员工，老板才有余力思考和从事更高层次的活动。授权代表了成长，不但是个人成长，也是团队的成长。
Only by assigning responsibilities to capable and responsible old employees can the boss have the spare time to think and engage in higher-level activities. Authorization represents growth, not only personal growth, but also team growth.
如果想让你的股权激励方案落地，在授权的时候需要做到以下五个方面：
If you want to implement your equity incentive plan, you need to do the following five aspects when authorizing:
1）预期成果
1) Expected results
双方都要明确并理解终的结果，要以“结果”，而不是“方法”为中心。要投入时间、耐心、详细描述终的结果，明确具体的时间安排。
Both sides should clarify and understand the final result, and focus on "results" rather than "methods". It is necessary to invest time, patience, describe the final results in detail, and clarify the specific time arrangement.
2）指导方针
2) Guidelines
确认适用的评估标准，避免成为指令型授权，但是一定要有明确的限制性规定。不加约束地放任，其终结果是扼杀人的能动性。
Confirm the applicable evaluation criteria and avoid becoming directive authorization, but there must be clear restrictive provisions. The end result of unrestrained indulgence is to stifle the initiative of killing people.
3）可用资源
3) Available resources
告知可使用的人力、财力、技术和组织资源以取得预期的成果。
Inform the available human, financial, technical and organizational resources to achieve the expected results.
4）责任归属
4) Responsibility attribution
制定业绩标准，并用这些标准来评估他们的成果。制定具体的时间表，说明何时提交终成果，何时进行评估。
Develop performance criteria and use them to evaluate their results. Formulate a specific timetable, indicating when to submit the final results and when to evaluate them.
5）明确奖惩
5) Define rewards and punishment
明确告知评估后的结果，好的和不好的，包括财务奖励（利润分红）、精神奖励、职务调整（退出机制）以及该项工作对其所在部门的意义和影响。
Clearly inform the evaluation results, good and bad, including financial rewards (profit dividends), spiritual rewards, job adjustment (exit mechanism) and the significance and impact of the work on their departments.
股权激励不是简单的“数字比例游戏”，而是共同参与构建认同感的过程，是共同明确责任、划分责任的权利游戏。给员工参与的空间，不要让老板的格局思维阻碍员工成长，阻碍企业的发展。更多相关内容就来我们网站
http://www.lushangyun.com咨询！
Equity incentive is not a simple "digital proportional game", but a process of jointly participating in the construction of a sense of identity. It is a right game of jointly defining and dividing responsibilities. Give employees room to participate. Don't let the boss's pattern thinking hinder the growth of employees and the development of enterprises. Come to our website for more relevant content http://www.lushangyun.com consulting service
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