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As experts in our field, we publish articles and host webinars on building effective workplace cultures and leadership structures.
Effective boards make a significant contribution to their company’s success. However, in many cases, employee owners do not understand why their organization has a board, what the board does, what kinds of decisions the board makes, and, ultimately, how their board adds value.
When leaders and managers have strong leadership skills and when those skills extend to more people in an organization, a company’s ability to manage internal and external challenges is enhanced, and unanticipated changes in personnel can be managed with minimal disruption.
Hiring the CEO is typically a responsibility of a company’s Board of Directors. However it is often the case in ESOP companies that the first leadership transition following an ESOP’s implementation is made prior to the creation of a fully functioning Board.
An ESOP can be an effective tax-advantaged means of creating shareholder liquidity. At the same time, the ESOP provides an additional benefit for employees. But the ongoing payoff of the ESOP is based on its ability to align stakeholder interests.
This article analyzes layers of meaning that are embedded in the concept of diversity in a financial institution. It examines the discourses about diversity that emerged over 2½ years, during which a CEO was intentionally trying to change his organization’s cultural norms and to become more sensitive to “valuing people.”
This article describes the initial challenges that all ESOP companies face, and offers suggestions for meeting those challenges.
This article explores how companies can develop an ownership vision that reflects their strategic business goals.
