给努力的员工一点归属感

    40岁以下最具影响力的商界人士将通过40位40岁以下商业精英内部网络，及时解答职业与领导力问题。本周，我们的问题是：如何避免成为工作狂？以下是手机游戏开发商Kabam的联合创始人兼CEO凯文•周的回答。

    闹钟响了。外面还一片漆黑。我拿过手机一看，现在是早上6:00。我感觉这并非我熟悉的被窝，于是我意识到，我一直都在出差。到现在依旧如此。

    我在哪个城市？昨天我在香港。现在肯定是……杭州吧？

    我翻出日程表。上午8:00要与一位新投资伙伴见面，然后是接受电视采访，接下来是去见一位潜在发行伙伴，最后还有一次采访，接下来要飞往北京。

    那是2014年初，我正在亚洲马不停蹄地进行为期四个月的融资，当时已经奔波了三个月。我早已疲惫不堪。

    过去八年，我亲身经历了Kabam发展过程中的起起伏伏，那次行程让我最真切地感受到自己彻底精疲力竭。但我不断鼓励自己，因为作为CEO和联合创始人，我要为数百名员工的生计负责，我要对得起全世界数百万用户的关爱。

    这让我陷入思考。避免员工产生工作倦怠的最佳方法是什么？答案只有一个词：归属感。

    人们会更用心照料他们拥有的东西。房子的主人会比租户更好地维护他们的资产，驾驶员往往不太关心租来的汽车，而创业者则会全身心投入到他们创建的公司当中。

    所以我认为，“工作狂”这个词有主观性。当你在为自己全情投入的事情努力工作时，时间和额外付出的努力似乎都不是负担。要培养员工的归属感，最好的方式是动用流动资金，对员工付出的时间和努力给予奖励。

    Kabam最近完成了过去16个月中的第二次二级发行。这使得所有员工可以出售Kabam授予他们的部分股票，而不必等到公司上市或被收购的时候才能变现。通过使员工可以真正地支配公司的部分股份，可以逐渐培养他们的归属感。股票期权从抽象的概念变成了真金白银。此外，管理层和员工也不必为了实现令公开市场满意的季度目标而疲于奔命，相反，他们可以更专注于核心创新。

    通过对员工投入公司的时间进行奖励，给他们长远思考的自由，每个人感觉自己就是Kabam的真正主人。如此一来，他们就会更用心地照顾好这家公司和他们自己。不论我身在何处，一想到这里，我都会深感安慰。（财富中文网）

    译者：刘进龙/汪皓

    The 40 under 40 Insider network is an online community where some of the most thoughtful and influential people in business under 40 contribute answers to timely questions about career and leadership. Today’s answer to the question how do you avoid becoming a workaholic? is written by Kevin Chou, co-founder and CEO of Kabam.

    My alarm goes off. It’s pitch black, and I look over at my phone; it’s 6:00 a.m. I feel unfamiliar sheets pinning me to the bed, and realize I’m away on business. Still.

    What city am I in? Yesterday it was Hong Kong. So this must be… Hangzhou?

    I bring up my calendar. A meeting with a new investment partner at 8:00 a.m., followed by a TV interview, then a meeting with a potential publishing partner and lastly, another interview before a flight to Beijing.

    That was early 2014, and I was three months into a near-constant four-month fundraising trip through Asia. I. was. exhausted.

    Throughout all the ups and downs over the past eight years of building Kabam, that trip was the closest I had ever come to being completely burned out. But I powered through, because as CEO and co-founder, I am responsible for the livelihoods of hundreds of employees and the care of millions of customers around the globe.

    And that got me thinking. What’s the best way to stave off employee burnout? One word: ownership.

    People take better care of something they own. Homeowners tend to maintain their properties better than renters, drivers typically don’t care much about rental cars, and entrepreneurs give their lives over to the companies they build.

    That’s why, in my opinion, the term “workaholic” is subjective. When you’re working for something you’re personally invested in, all the hours and extra effort don’t seem like a burden. And the best way to make employees feel like owners is through liquidity, where the time and effort of all employees is financially rewarded.

    Kabam recently completed its second secondary offering in the past 16 months. This allowed all employees to sell some of their Kabam shares that have vested without the need for the company to go public or be acquired. This instills ownership by literally giving employees control over a stake in the company. A stock option moves from an abstract notion to something with an actual dollar value. Additionally, management and employees are not caught on a treadmill of having to hit quarterly numbers to appease the public markets and instead focus on core innovation.

    By rewarding employees for the time they have invested, and giving them the freedom to think long-term, everyone can feel like a real owner of Kabam; allowing them to take better care of the company and themselves. That’s something that comforts me, no matter where in the world I am.