jen briggs

When companies become employee-owned, new facets of leadership behaviors come to mind: decision making, collaboration, inclusivity, financial literacy, etc. We attempt to sum this up with the term employee-owner, but becoming an employee-owner or building an employee ownership experience has a beautiful depth to it. And, at the beginning of culture building, this depth can be daunting.

The EO profile should have company-specific nuances – every company has its own personality and the profile should reflect the style, brand, and approach the company is projecting to customers and the marketplace. The depth and nuance lead to a more complete picture of what employee ownership can look like from an employee capability perspective. Of course, ESOPs, in particular, have no requirements to incorporate an employee-ownership experience to the firm. However, they are missing a critical opportunity as the research from the NCEO and Rutgers University has found. There are some fundamentals for the model employee-owner to start focusing on:

• Business minded – understands the value proposition, purpose, mission, plan, and values. Prepared to productively contribute to critical thinking, makes more autonomous daily-decisions, knows when to consult with others, and works with others to improve future-oriented ideas and solutions. •
• Financially aware – understands the state of the business and is more able to pivot actions to meet the current and foreseeable business needs. Possesses a solver and builder orientation.
• Socially emotionally intelligent – a team contributor adept at communication and integration.
• Capable and determined – doing the job, tasks, and achieving goals well. Then, evolving skills with the business and constantly leveling up.

With a focus on building these four areas, companies can check the box on many of the aspects of engagement that we now hear on repeat.

• Leader behaviors – articulating company values, communicating well, and connecting to the people
• Nature of work – has interesting work challenges and ties output to company performance and purpose
• Career development – people are constantly leveling up and able to see and participate in building the future
• Company pride – being part of a purpose and mission to accomplish something bigger than oneself
• Colleagues – interacting, respecting/respected, and caring – these are all part of growing the social-emotional intelligence.

It’s not as simple as plugging in employee ownership and collaboration is but one tool for employee-owned companies. But, to be truly a model of employee ownership, a person must be committed to developing at multiple levels. Unlike companies who treat employees like a number, employee-owners understand that there is something to be gained from the codetermination to create success together.