????40歲以下最具影響力的商界人士將通過(guò)40位40歲以下商業(yè)精英內(nèi)部網(wǎng)絡(luò)，及時(shí)解答職業(yè)與領(lǐng)導(dǎo)力問(wèn)題。本周，我們的問(wèn)題是：如何避免成為工作狂？以下是手機(jī)游戲開發(fā)商Kabam的聯(lián)合創(chuàng)始人兼CEO凱文?周的回答。

????鬧鐘響了。外面還一片漆黑。我拿過(guò)手機(jī)一看，現(xiàn)在是早上6:00。我感覺(jué)這并非我熟悉的被窩，于是我意識(shí)到，我一直都在出差。到現(xiàn)在依舊如此。

????我在哪個(gè)城市？昨天我在香港?，F(xiàn)在肯定是……杭州吧？

????我翻出日程表。上午8:00要與一位新投資伙伴見(jiàn)面，然后是接受電視采訪，接下來(lái)是去見(jiàn)一位潛在發(fā)行伙伴，最后還有一次采訪，接下來(lái)要飛往北京。

????那是2014年初，我正在亞洲馬不停蹄地進(jìn)行為期四個(gè)月的融資，當(dāng)時(shí)已經(jīng)奔波了三個(gè)月。我早已疲憊不堪。

????過(guò)去八年，我親身經(jīng)歷了Kabam發(fā)展過(guò)程中的起起伏伏，那次行程讓我最真切地感受到自己徹底精疲力竭。但我不斷鼓勵(lì)自己，因?yàn)樽鳛镃EO和聯(lián)合創(chuàng)始人，我要為數(shù)百名員工的生計(jì)負(fù)責(zé)，我要對(duì)得起全世界數(shù)百萬(wàn)用戶的關(guān)愛(ài)。

????這讓我陷入思考。避免員工產(chǎn)生工作倦怠的最佳方法是什么？答案只有一個(gè)詞：歸屬感。

????人們會(huì)更用心照料他們擁有的東西。房子的主人會(huì)比租戶更好地維護(hù)他們的資產(chǎn)，駕駛員往往不太關(guān)心租來(lái)的汽車，而創(chuàng)業(yè)者則會(huì)全身心投入到他們創(chuàng)建的公司當(dāng)中。

????所以我認(rèn)為，“工作狂”這個(gè)詞有主觀性。當(dāng)你在為自己全情投入的事情努力工作時(shí)，時(shí)間和額外付出的努力似乎都不是負(fù)擔(dān)。要培養(yǎng)員工的歸屬感，最好的方式是動(dòng)用流動(dòng)資金，對(duì)員工付出的時(shí)間和努力給予獎(jiǎng)勵(lì)。

????Kabam最近完成了過(guò)去16個(gè)月中的第二次二級(jí)發(fā)行。這使得所有員工可以出售Kabam授予他們的部分股票，而不必等到公司上市或被收購(gòu)的時(shí)候才能變現(xiàn)。通過(guò)使員工可以真正地支配公司的部分股份，可以逐漸培養(yǎng)他們的歸屬感。股票期權(quán)從抽象的概念變成了真金白銀。此外，管理層和員工也不必為了實(shí)現(xiàn)令公開市場(chǎng)滿意的季度目標(biāo)而疲于奔命，相反，他們可以更專注于核心創(chuàng)新。

????通過(guò)對(duì)員工投入公司的時(shí)間進(jìn)行獎(jiǎng)勵(lì)，給他們長(zhǎng)遠(yuǎn)思考的自由，每個(gè)人感覺(jué)自己就是Kabam的真正主人。如此一來(lái)，他們就會(huì)更用心地照顧好這家公司和他們自己。不論我身在何處，一想到這里，我都會(huì)深感安慰。（財(cái)富中文網(wǎng)）

????譯者：劉進(jìn)龍/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.