Author: The National Center for Employee Ownership
Source: The National Center for Employee Ownership
Meet two people who illustrate why employee ownership is hard. Mark Bernstein has always done his job well, but he knows what happens when management doesn’t want any more than that: his suggestions had been shot down, he never saw any real financial data, and he had come to accept that
was how it was always going to be. Donna Simcoe works from her home, halfway across the country from her company’s main office and 150 miles from her closest colleague, whom she
has never met in person. It is a rare day that her connection to her fellow employee owners goes beyond email or a conference call.
If your company faces challenges like these, you might want to learn something from an insurance claims management company called Carl Warren & Company. Employees of this award-winning ESOP company now speak at conferences about their extensive communications program, but just four years ago remote employees felt disconnected and the company had an ownership culture that could be described as “lip service only.” People across the company came up with creative ideas that transformed Carl Warren into the model company it is today.