Ultimately change requires vision, and vision is the initial prerogative of few. It is the visionary who conjures a different future. Yet,without entrenched power, they must win “popular opinion” to realise it, because the majority only accept the need for change when the status quo becomes unbearable.
Just imagine how you could transform your results if you could:-
Inspire you people towards a common goal;
Enable them to stretch themselves to fulfil their own potential in the process; and
Collaborate effectively to achieve that common purpose.
My model of employee ownership provides the framework to create this.
So beware prejudice governing you and your actions. Even more importantly, ensure prejudice is not stifling your organisation. Make sure all your people have a clear vision of what you are trying to achieve and that they listen and help one another “to be the best they can be.” After all, isn’t that what personal fulfilment really is? And that is the best guarantee of organisational success.
They say moving house is one of the most stressful experiences of life, apart from birth, death and marriage. I can certainly vouch for that … Read more
“Greatness is ultimately only extreme success.” Those words from my blog last week have stayed with me, perhaps because they make greatness less abstract and … Read more
Ownership will help your people personalise success and fulfilment within the context or their work lives and thus more likely to optimise their contribution to the organisation. While it might not make them great, it will help them feel part of something worthwhile. You simply need to remember that, “The more fulfilled people you have the more successful they will feel. And the more successful people your organisation has, the more successful your organisation will be.” Perhaps even great!
By offering employee ownership without equity the Zealise model provides a solution to all these limitations. It also offers an integrated participatory management approach that will ensure ownership in more than name and create the empowerment so essential to its ultimate success.
The 3 P’s – Product, Process and People – are defined as the key elements of any organisation. Yet service is an integral part of product – and even THE product in a service organisation – while process also necessitates some human intervention somewhere along the line. This means that people are actually key to all three elements. Surely, this has to make people your most important asset.
In which case it seems imperative that you should account for, manage and treat them as such.
This very effectively illustrates the virtuous circle of the formula and the reinforcing aspect of its independent and inter-dependent elements. As people develop themselves they will increase their asset value, inevitably enabling them to make a greater contribution to the organisation and help execute strategy effectively. Note that, per the formula, disciplined execution is the multiplier and this will be boosted by their ownership stake which will make them more naturally inclined to do so.
It is not about relativity; it’s about relationships. When you recognise this more people-centric approach and build your business model around it, you will witness the transformation it creates and bask in the success it brings – success that is sustainable.