[图片：Getty Images] 想象一下，你已拼尽全力，奋战良久，身心俱疲，再难坚持。 但此刻有人承诺：若你能再坚持十分钟，便可获得1万块钱。 霎时间，你又重燃斗志。 请记住这个场景。 心理韧性、决心、意志力、毅力，无论你如何定义，这种突破身心疲惫实现长期目标的能力，往往是成功人士的制胜法宝。当他人放弃时，最后坚持的人， 尤其是对自己绝不妥协的人，往往就是最终的赢家。 但为何有人能坚持到底？部分原因在于他们本能理解"40%法则"。 神译局是36氪旗下编译团队，关注科技、商业、职场、生活等领域，重点介绍国外的新技术、新观点、新风向。 编者按：科学表明，"坚持"这个成功的关键因素，归根结底取决于个人激励机制。本文来自编译，希望对您有所启发。 以激励机制为例：当参与者疲惫时，更倾向放弃更高回报的任务。疲劳程度越深，所需回报就越高。但若回报足够诱人，他们显然仍能继续坚持。 这符合直觉认知，放弃与否始终是权衡收益的决策。比如，在推销过程中，你如果你认为大概率会成交，就会更加卖力地给客户进行讲解。 你的大脑会权衡付出与回报。正因如此，当我提出支付1万元换取你多工作10分钟时，你就突然能挖掘出原以为不存在的精力储备。 ...

Core Insights - The departure of Yang Siliang from Baoying Fund to Yifangda Fund highlights the ongoing talent migration within the asset management industry, particularly affecting mid-sized firms like Baoying Fund [1][2] - Baoying Fund, known as the "Huangpu Military Academy" of public funds, has produced numerous successful fund managers over the years, but faces challenges in retaining talent due to competitive pressures from larger firms [1][3] Talent Migration - Yang Siliang joined Baoying Fund in April 2015 and became a prominent fund manager, achieving significant returns on multiple funds, including a 156.84% return on Baoying Consumer Theme Fund [2] - His exit is part of a broader trend where Baoying Fund has seen 17 fund managers leave since 2019, with many moving to leading firms, indicating a systemic issue in talent retention [5][6] Internal Challenges - Baoying Fund's internal mechanisms, particularly its incentive structures, are cited as key factors contributing to talent loss, with reports suggesting inadequate compensation for high-performing managers [4][7] - The firm has struggled with a "cultivation-loss" cycle, where talented individuals are developed but subsequently leave for better opportunities [4][5] Management Scale and Performance - Baoying Fund's management scale has fluctuated significantly, peaking at nearly 800 billion yuan shortly after its establishment but dropping to around 732.93 billion yuan by mid-2025, reflecting the impact of talent loss on its operational capacity [6][8] - The firm’s ranking has also declined, falling to 73rd in the industry, contrasting sharply with the rapid growth of larger competitors [6][9] Industry Context - The asset management industry is experiencing a "Matthew Effect," where larger firms are increasingly dominating the market, making it difficult for mid-sized firms like Baoying Fund to compete for talent and resources [9][10] - The rise of alternative investment firms has diversified career options for fund managers, further complicating retention efforts for mid-sized public funds [9][10] Potential Solutions - Some firms are exploring innovative strategies to retain talent, such as implementing profit-sharing models and enhancing team autonomy, which could serve as a model for Baoying Fund and similar companies [10] - Focusing on niche markets or specialized investment strategies may also help mid-sized firms attract and retain talent by creating unique value propositions [10]

Group 1 - The core viewpoint of the article emphasizes the importance of building a high-quality, professional ecological environment volunteer service team to support ecological civilization construction by 2027 [1] - The article outlines the need for a scientific organizational system that includes clear service directions, effective personnel selection mechanisms, and efficient team operation mechanisms [2] - It highlights the four core functions of the volunteer service team: ecological environment quality "observers," environmental policy promotion "speakers," ecological restoration practice "workers," and environmental issue supervision "informants" [2] Group 2 - The recruitment of volunteers should utilize multiple channels, including online platforms and offline events, while adhering to a selection standard based on continuous service time, basic ecological knowledge, and a sense of responsibility [3] - A closed-loop management model of "recruitment-training-service-evaluation-incentive" is proposed to ensure the standardization and systematization of volunteer services [3] - The establishment of a professional enhancement system is crucial for improving the competitive edge of the ecological environment volunteer service team [4] Group 3 - A tiered training system is recommended to gradually enhance volunteers' professional skills and practical abilities, covering basic training, professional skill enhancement, and emergency response training [4] - The article suggests planning high-quality ecological environment volunteer service activities to increase social impact and public participation [4] - Encouraging collaboration between volunteer organizations and research institutions or universities is essential for integrating technological innovation into volunteer services [5] Group 4 - The establishment of a modern incentive mechanism is necessary to enhance volunteer participation and maintain organizational stability, combining short-term and long-term incentives [7] - Short-term incentives include immediate rewards during activities, while long-term incentives focus on providing lasting benefits to volunteers [7] - Cultivating a distinctive team culture is vital for enhancing volunteer cohesion and identity recognition [8] Group 5 - Regular internal activities and knowledge-sharing sessions can foster communication and cooperation among volunteers, deepening their understanding of ecological protection [8] - The article advocates for promoting green living and encouraging volunteers to engage in community environmental initiatives [8]

Safelite的成功很快成为经济学的教科书典范，说明了绩效工资如何激励现有员工并且吸引更优秀的人 才，从而提高生产力。 受到此例启发，许多公司开始相信，持续增加奖金、佣金或股票期权等激励措施，自然会吸引最优秀的 人才，并进一步提高生产力。事实上，许多注重增长的公司，包括谷歌和Netflix等科技巨头，都采用了 越来越慷慨的激励结构，希望能够吸引和留住顶尖人才，并保持利润增长。 然而，尽管这种方法广受欢迎，却存在一个严重的盲点。它假设不断提高的激励措施总是可以得到更好 的员工，也就是吸引更多的高技能和高生产力的人才。但乔治亚迪斯和他的迈阿密大学同事恩里克·卡 斯特罗-皮雷斯所做的研究，却对这一假设提出了质疑。 他们的研究结果表明，更高的激励措施并不会自动保证招聘到更优秀的人才，在某些情况下，甚至可能 适得其反。 更高的激励措施所隐藏的弊端 20世纪90年代中期，挡风玻璃修理公司Safelite采取了一项大胆的举措，以绩效工资来取代小时工资。 也就是员工安装的挡风玻璃越多，收入就越高。其结果令人震惊。 一年之内，生产率飙升了大约44%。 "这是一个巨大的增长。"凯洛格管理学院的战略学副教授、绩效型激励专家乔治· ...

前天，证监会发布了《推动公募基金高质量发展行动方案》，一度引发了市场的热议，这次的行动方案最大的亮点是，要改变过去行 业旱涝保收的现象，对于符合持有期的投资者，要根据持有期间产品业绩适用差异化费率，并且在接下来的一年时间里，要引导规模 靠前的行业头部机构发行此类基金的数量不低于主动权益基金发行数量的60%。 还有，就是对基金业绩的考核三年以上的中长期收益考核的权重不低于80%。 另外就是对三年以上产品的业绩低于比较基准超过10个百分点的基金经理，要求其绩效薪酬应当明显下降，对三年以上产品业绩显著 超过业绩比较基准的基金经理，可以合理适度提高其绩效薪酬。 国内公募基金当前的运行更多的还是体现出看基金经理的个人主义，团队的精神似乎并不是太明显，这样会在人才方面带来缺憾，因 为但凡是创造出业绩的基金经理，最终都会离职，这不仅仅对基金公司是重大损失，对基民的投资收益提高，也是遗憾。 所以这次的行动方案中，有个基准业绩考核，提到了对三年以上产品业绩显著超过业绩比较基准的基金经理可以合理适度提高其绩效 薪酬，实际上从这个口吻上来说，感觉对业绩比较好的基金经理有点鼓励的意思，而从激励的力度看，似乎并不明显，这恰恰是制度 的 ...