What should I do if my leader arranges a task that requires the cooperation of other colleagues to complete, but other colleagues are not very motivated and do not cooperate?

Schools rely on growth, and families rely on care—neither of them relies on money. So does salary matter? The answer is very important, but not so important as to be omnipotent. Jack Ma once said that there are actually two reasons why employees resign: one is that the money is not available, and the other is that they feel aggrieved. In the companies I have been in contact with for many years, the number of employees who resign due to the latter reason is no less than the former. And according to our research data, 85% of employees joining a company are related to salary, while 85% of employees leaving the company have nothing to do with salary. Some bosses don’t understand this: “I’ve given you money, so you have to work hard for me!” “The salary is so high, why don’t you stay?” “The salary here is high, but are you afraid that I won’t be able to recruit people?”… …In their minds, money is everything and salary is everything.

Salary is indeed the main source of motivation for employees. If the salary provided by a company cannot guarantee the basic living needs of employees, and employees cannot even meet the needs of food and clothing, there will naturally not be much enthusiasm for work. . But what if the salary is almost the same as the industry average, but it still fails to motivate employees?

My answer is to create a sense of belonging for employees. Of course, the sense of belonging here is not just a simple and formulaic slogan like "the company is my home". A true sense of belonging is to make employees realize that they are one with the company, and that the company's interests can bring them more salary, development space and even a sense of accomplishment.

Having said this, the next problem to be solved is how to enhance employees’ sense of belonging. There are many ways to improve the sense of belonging. The simplest and most direct way is to give employees appropriate equity incentives and let them own shares. As long as employees and their bosses have a unified stance, the company will change from "the boss's" to "ours" in the hearts of employees. In the past, I worked hard to earn wages, but now I work hard to make the company better, bigger, and stronger. With such a sense of belonging and a known purpose, employee motivation will naturally increase significantly.

Most of the conflicts between employees and bosses stem from different positions. The boss needs employees to create profits for the company, while the employees' goal is personal gain. Equity incentives put the two on the same footing. The value created by employees after owning equity will no longer be limited to personal income. The operating conditions of the company will also directly affect employees' share dividends. With such a system, employees will work harder to create value for the company.