In order to design incentive policies for employees who "focus on reality" and "like to see immediate results" in their work style, we can balance short-term results with long-term development by designing incentive policies from the following aspects: 1. Combining quantitative and qualitative goals: In the assessment indicators, we should set clear short-term performance indicators, such as current sales and completion rate, as well as long-term indicators that reflect continuous improvement and strategic goals (such as market share, brand building, customer loyalty, etc.). We should assess employees' performance goals in stages to avoid focusing only on immediate interests. 2. Delayed design of reward and punishment mechanism: We can set up long-term incentive plans such as delayed bonuses or performance shares. For example, part of the bonus or reward is linked to the employee's performance in the next few quarters or longer. In this way, while enjoying short-term results, employees will also be motivated to pay attention to subsequent performance. 3. Hierarchical incentive system: For different positions and employees, diversified incentive measures can be adopted. Short-term rewards are suitable for work links that require quick response. At the same time, through long-term incentive measures such as leadership training and career development planning, we encourage employees to set long-term goals and form a sense of continuous improvement in actual work. 4. Risk management to prevent “giving up the near for the far”: Establish a sound performance feedback and assessment system, regularly review the impact of incentives on team behavior, and prevent over-emphasis on long-term incentives while ignoring real-time risks and market changes. At the same time, through process control and risk early warning mechanisms, ensure that employees will not affect product quality or corporate image due to the pursuit of short-term interests. 5. Cultural guidance and management communication: Use internal training, team discussions and other methods to convey the company's long-term development concept to employees. Let employees realize that long-term strategy and steady development are equally important for personal career growth and team interests. Help employees understand the dialectical relationship between short-term and long-term through case sharing and experience transfer. In short, in the process of designing incentive policies, we must respect employees' "down-to-earth" work habits, and guide employees to balance immediate performance and future development through multi-level and multi-angle incentive and management mechanisms to achieve the company's overall strategic goals.