合伙人可以粗略的划分为三大类别：创始合伙人、内部合伙人、外部合伙人；我们从这三类合伙人的角度，分别看看济南股权合伙过程中需要避开哪些坑。

Partners can be roughly divided into three categories: founding partners, internal partners and external partners; From the perspective of these three types of partners, we will look at the pitfalls that need to be avoided in the process of Jinan equity partnership.

避坑1：股权平分

Pit 1: equity split

股权平分容易造成股东僵局，针对经营中出现的问题，每个人的视角不同，如果能达成一致是好的，如果不能达成一致反而形成了对立，这时候如果各执一词，很容易在合伙人之间产生矛盾和隔阂，还会影响公司的业务进程。

Equilibrium of equity is easy to cause shareholder deadlock. For problems arising in the operation, everyone has different perspectives. If agreement can be reached, it is good. If agreement can not be reached, it will form opposition. At this time, if each holds his own word, it is easy to create contradictions and estrangements between partners, and also affect the business process of the company.

避坑2：没有带头人

Pit 2: No leader

关于这点其实是有争议的，许多人说在创业初期不能看出谁更加重要，都是大家报团做事儿，非要找到一个牵头的人并不容易。如果你也遇到这样的情况，按照我的经验，还是希望你和创业团队能够从头选择中一个相对的牵头人，作为决策的中心，不管从责任的角度、事情推进的角度、决策统一的角度，这对未来都是有利的。

In fact, there is controversy about this point. Many people said that it is not easy to find out who is more important in the early stage of entrepreneurship. It is all for everyone to work in the group. It is not easy to find a leader. If you also encounter such a situation, according to my experience, I still hope that you and the entrepreneurial team can choose a relative leader from the beginning as the center of decision-making, which is beneficial to the future, no matter from the perspective of responsibility, the perspective of progress, or the perspective of unified decision-making.

避坑3：没有退出机制

Pit 3: no exit mechanism

创业公司的发展过程中经常会遇到人员波动的情况，尤其是持有股权的合伙人提出，如果没有约定清楚他手上原有的股份如何处理，就会影响公司的正常经营。原则上人员退出，股份也要跟着退出，因此退出时的手续办理，如退出的形式、退出的价格、退出资金的兑付等，都要在期初做好统一的约定，这样对未来继续在公司的其他合伙人更加公平。

In the process of the development of a start-up company, there are often personnel fluctuations. In particular, the partner holding the equity proposed that if there is no agreement on how to deal with his original shares, it will affect the normal operation of the company. In principle, when a person withdraws, the shares will also withdraw. Therefore, the procedures for withdrawal, such as the form of withdrawal, the price of withdrawal, and the cashing of withdrawal funds, should be uniformly agreed at the beginning of the period, which will be more fair to other partners who continue to be in the company in the future.

避坑4：互不信任

Pit 4: mutual distrust

股权激励要达到员工对企业的信任，因此关于企业未来发展的前景和希望，不仅要有明确的说明，也要得到被激励对象的认可，否则激励是一厢情愿；股权激励要基于创始人对企业的信任、对员工的信任，创始人对企业发展的前景是否有信心，信心是否有效的传递给员工，对员工的能力、价值观、意愿度等是否信心，这些都是股权激励成功的要素。

Equity incentive should achieve employees' trust in the enterprise. Therefore, the prospect and hope of the future development of the enterprise should not only be clearly stated, but also be recognized by the incentive object, otherwise the incentive is wishful thinking; Equity incentive should be based on the founder's trust in the enterprise and employees, whether the founder has confidence in the future of the enterprise development, whether the confidence is effectively transferred to the employees, and whether the founder has confidence in the ability, values, willingness of the employees, which are all elements of the success of equity incentive.

避坑5：没有决心

Pit 5: No determination

创始人的格局和意愿度，是否真心的拿出公司的股权给予核心人才，像家长一样接纳内部人员走向共创、共担、共享的道路，如果没有决心，或者决心飘忽不定，或者在分红数额较大的时候出现犹豫，都会带来股权激励的失败；股权激励是分的智慧，是财散而人聚的智慧。

The pattern and willingness of the founders, whether they sincerely give the company's equity to the core talents, and accept the internal staff to the path of co-creation, co-sharing and sharing like parents. If there is no determination, or the determination is erratic, or hesitation occurs when the dividend amount is large, it will lead to the failure of equity incentive; Equity incentive is the wisdom of distribution and the wisdom of wealth distribution and people gathering.

避坑6：过早释放股权

Pit 6: early release of equity

经常有人在公司发展的不错的过程中，和创始人说可以用自己的资源、渠道入股，承诺能给企业带来良好的收益；在急需开拓局面的时候，往往有创始人就拿出公司的股权和外部合伙人进行兑换，可往往出现股份给了，但是承诺的变现没有达成的情况，这时候想再进行清退总会费一些心力。选外部合伙人，不能单一的看他能满足我们单一层面的需求，在价值观合拍的基础上，如果真的带来了相应的收益，我们再给股权也不迟。

In the process of good development of the company, some people often say to the founder that they can use their own resources and channels to buy shares and promise to bring good profits to the company; When there is an urgent need to expand the situation, the founders often take out the company's equity and exchange it with the external partners, but often the shares are given, but the promised realization has not been achieved. At this time, it will take some effort to clear up. When selecting an external partner, we can't simply see that he can meet our needs at a single level. On the basis of the harmony of values, if we really bring corresponding benefits, we can give equity no later.

避坑7：忽略了控制权

Avoidance 7: Ignoring control

控制权对创始人而言是发展的核心，不管在吸纳内部还是外部合伙人的时候，应该先小人后君子，才能合伙长久。

The right of control is the core of development for the founder. When recruiting internal or external partners, we should first be the villain and then the gentleman, so that the partnership can last for a long time.

股权设计之路，长做长新，经验不断积累，战斗力才能不断加强。更多关于股权合伙事项就来我们网站http://www.guquanzhanlue.com咨询吧！

The road of equity design should be long and new, and experience should be accumulated, so that the combat effectiveness can be continuously strengthened. For more information about equity partnership, please visit our website http://www.guquanzhanlue.com Ask!