想企业更上一层楼，又或者来个彻底振兴，除了与决策正确，组织管理得法外，提升员工的士气与斗志的激励也相当重要。士气如虹则战无不胜，本文特别摘取了世界顶级CEO们对员工的激励秘诀。
确定不同的激励层次
柳传志，中国联想集团董事长
我们面临的难题是如何调动３个截然不同的群体的积极性：经理班子成员、中层管理人员以及流水线上的雇员。我们对每个群体有不同的期望，他们也各自需要不同的激励方式。
我们的经理班子需要有一种主人翁意识。中国的许多国有企业面临一个特殊的难题：它们无法给高级管理人员分配股份。我们采取了一种不同寻常的方式；我们改革 了所有权结构，使联想成为一家合资企业，这样就可以给所有的经理班子成员分配股份。另外，高级经理需要得到承认，所以我们为他们提供对媒体讲话的机会。一 直到今天，我们没有一位高级经理跳槽到别的公司。
中层管理人员希望升职，成为高级经理，所以他们往往会最积极地应对挑战，抓住机会展示和磨练自己的才能。我们给中层管理人员确立了很高的标准，并允许他们自己作出决策并予以执行。如果他们工作出色，就会得到非常好的回报。
流水线上的工人需要稳定感。如果他们工作认真勤勉，就可以得到提前制定的奖金。我们还把小组的工作成绩与公司或部门挂钩，把个人的工作成绩与小组挂钩。例如，我们有时会让小组来决定如何分配全组得到的奖金，公司只提供总的指导方针。
加快速度克服困难
汉克·麦全内尔，美国辉瑞有限公司董事长兼首席执行官
在迅速朝一个目标迈进，尤其是当这个过程充满艰辛的时候，往往可以调动人们的积极性。知道公司正致力于迅速的决定性行动，这可以鼓励创造性思维和协调一致的行动。
２０００ 年，在辉瑞与华纳制药公司合并的过程中，我们深切体会到这一点。我们虽然成功地收购了华纳，但我们得到的是一家因并购战而士气大跌的公司。在第一次召开过 渡小组会议时，我强调必须迅速建立新的公司，尤其是必须在我们最大的竞争对手解决其并购问题之前。这是一项雄心勃勃的计划：在两家公司同意合并仅５个月的 时候，寻找最好的做法将辉瑞与华纳融合起来，并准备作为一个浑然一体的公司来运作。
时间非常紧。我们取得一致意见的惯常程序这个时候是不管用的。所以我们允许相关人员迅速行动起来，并允许他们犯错误——只要他们的行动符合我们的基本原则：保持公司的完整性、尊重他人等。
对速度的重视使大家抛开怨恨和势力范围之争。仅以美国的销售班子为例，两家公司的销售人员提出了２００多条改进业务和政策的建议，几乎每一条都被采纳。最 终，由两家公司的优秀人才组成的几百个过渡小组形成了一个浑然一体的新辉瑞，在签订最后的文件几个小时后便完全正常运转。
鼓励承担风险
罗斯·皮拉里，ＢＰ石油公司副总经理
帮助别人去尝试他自己认为有风险的事情是最困难的。上世纪９０年代初，当时，我正掌管ＢＰ公司的美国零售业务。公司的首席执行官洛德·布朗要求我去管理 ＢＰ研究与工程公司，使它更具商业性。布朗认为我是合适的人选，但我认为这个想法很糟糕。我是个商人，不是科学家；在我看来，我不具备领导一群数学家和地 质学家所需要的能力。我为什么要接受一份几乎不可能成功的工作，拿自己的职业生涯去冒险呢？
布朗没有试图劝我。他让我开诚布公地谈谈这份工作对我个人和公司有什么风险。他还明确表示，不会让我个人承担所有风险。结果我接受了新的职位，我们成功地将这个研究性机构变成了更具商业头脑的公司。对我个人而言，这或许是我职业生涯最有开拓性的一份工作。
这次经历告诉我，你不可能也不希望消除一切风险。但你可以帮助他人进入一个他略感不适的领域，取得非凡的成绩。最好的办法就是公开坦诚地讨论成功的可能性，明确职责与责任，将风险分散到整个团队和公司，并且不管结果如何，都要充满信心地给予支持。
关心小人物
赫布鲍姆，美国戴尔公司董事长兼首席执行官
处于公司最上层、挣钱最多的人往往会忘记底层的人生活多么艰难。如果领导者能使处于底层的员工感觉到他对自己的关心，整个公司都会受到鼓舞。
我第一次担任首席执行官是在总部设在宾夕法尼亚州小城石油城的魁克州立公司。在这座小城里，公司的员工过着很节俭的生活，挣的每１个美元对他们来说都很重 要。我记得跟这些人在一起时，曾听他们讲起即使买最基本的生活必需品－－哪怕是孩子的鞋子——都要货比三家。听到这些后，我把公司分配的车退了。
如今，公司最底层的员工要靠每年２万至４．５万美元的收入供养一家人。去年，他们应该得到的奖金约为５００美元，而高层管理人员的奖金是他们的许多倍。所 以我向董事会提出申请；要求从自己的奖金中分给收入最低的１５５名员工每人１０００美元。对我和大多数首席执行官而言，１０００美元不值一提，但对于要供 养孩子上学或负担父母医药费的人来说，这是很有帮助的一大笔钱。
如果你克制自己对金钱的欲望，而且员工们看到这一点。他们会对公司非常忠诚，工作将非常努力。目前，公司的人员自然缩减率降到了１１年来的最低点，由于每个人都对工作感到满意，我们将迎来又一个好年景。
译文:
Staff Encouragement Secrets of Four CEOs
You want your company to become better or completely revive? It is very important to promote the employees’ morale besides the correct decisions and appropriate management. Everything would be realized with the morale. This article abstracts the encouragement secrets from some of the top CEOs in the world.
Determine different encouragement levels
Liu Chuan-zhi, the chairman of Lenovo China
The problem in front of us is how to promote the encouragement of three different groups which are the leadership on the top, the managers in the middle and the assembly workers at the bottom. We have different expectations to every group, and at the same time, they also need different encouragement methods.
Our leadership needs to have a sense of master. A special problem in front of many state-owned enterprises in China is that the advanced managers could not hold a share. So we took a very special method of reforming the ownership structure and making Lenovo become a joint venture, then we could offer all leaders a share. Besides this, we provide the speaking chances in front of the media for the advanced managers as we consider that they want to be approved. To this day, no job-hopping of any advanced manger has happened in our company.
Hoping to be promoted and become an advanced manager, the middle managers would deal with the challenges actively, and take the chances to show or improve their abilities. We set a very high standard for these middle managers and give them powers of making decisions and executing. They will get a wonderful payback for their excellent work. The assembly works need a sense of stability. If they work hard, they will obtain the corresponding reward. We established some connection between the achievement of a group and its department or the company, as well as the individual achievement and his group. For example, sometimes it’s up to the group to allocate the reward according to general rules of the company.
Overcome the difficulties faster
Hank McKinnell, the chairman and CEO of American Pfizer Inc
Moving toward a goal fast could promote the encouragement of people, especially when it’s filled with many difficulties. Letting the employees know that the company is engaged in a decisive action could encourage their creative ideas and cooperation.
We experienced this during the procedure of mergence between Pfizer and Warner in 2000. Though Warner was purchased successfully by us, it was depressed because of this mergence. When we had the first transition meeting, I stressed that we should establish a new company at once, especially before our biggest competitor solving their own mergence problems. That ambitious plan was that we should find a best way to integrate Warner with Pfizer and manage them as one company during 5 months after reaching mergence agreement.
The common programs don’t work in such a short time. So we asked the concerned people to act quickly, and allowed them make mistakes only if their actions conformed to our basic rules such as keeping the company’s integrity, respecting others and so on.
The importance of action speed made people pay no attention to the resentment and power struggle. Take the American sales department for an example. The salesmen from the two companies put forward more than 200 suggestions to improve the sales which were adopted at last. Finally, several hundred transition groups composed of the excellent employees from the two companies formed a new Pfizer whose operation became normal in several hours after the final documents were signed.
Encourage to undertake risk
Rose Bellary, the deputy general manager of BP PLC
It’s the most difficulty to help others to risk something. In the 90th, I was in charge of the American retail business of BP. Lord Brown-the CEO of BP-asked me to manage the BP research & engineering company to make it more commercial. He thought I was suitable for this job, but I didn’t think it was a good idea. I was a businessman, not a scientist. In my opinion, I had no such a leadership to manage a group of mathematicians and geologists. Why should I accept a job with little success and risk my own career?
Brown didn’t try to persuade me. He let me talk about the risk of this job to myself and the company. He said clearly that he wouldn’t let me undertake all risks. Finally, I accepted this new position and we changed this research institution into a more commercial company successfully. Personally, this is the most challenging job of my career.
Through this experience, I know it’s impossible to smooth away all risks, and we even don’t hope so. But we can help others get into a field where he doesn’t feel very easy and obtain great achievements. The best way is to have a talk about discussing the success possibility, determining the responsibilities, and letting the team or the company undertake all risks. No matter what the result is, we should trust him and support him.
Care about pipsqueak
Herb Baum, the chairman and CEO of American Dell Inc
The people acting as the top leaders and earning most in the company always forget the difficult lives of the civilians. If the bottom employees could feel the concern showed by the leaders, then all the people in the company will be encouraged.
It was in Kueke state-owned company whose headquarters is in oil city of Pennsylvania that I first acted as the CEO. In this small city, the lives of the employees in the company were very economical and each dollar was important for them. I remembered that they often considered the prices of daily necessities carefully, even a pair of shoes for the child. After hearing that, I returned the car assigned by the company.
Now, the bottom employees support their families with their incoming of 20000 to 45000 dollars a year. Last year, each of them should get about 500 dollars, while the advanced managers got much more. So I told the board that I would give part of my reward to 155 employees with lowest salaries who each could get 1000 dollars. For most CEO including myself, $1000 is very little. But for the people supporting the school fees of their children and the doctor’s bills of their parents, it’s very helpful.
If you control your money for money, your employees will be loyal to the company and work harder when they know it. At present, the natural rate of the staff shrinkage is the lowest in 11years. We will receive a good harvest since everyone is satisfied with his own work.