With the ‘great resignation’ taking force after the pandemic and the working world changing faster than the UK’s weather, managers need to be agile and adapt, steering their teams through this unpredictable future. We believe in the power of people and if your team is empowered and well-equipped this can be the secret sauce to keeping top talent and the growth of your business.
Students must be equipped with the skills to Leadership styles can make or break an organisation, especially in an employee-owned (EO) business where collaboration, trust and shared responsibility are key. But not all leaders operate the same way – some are all about strategy, while others inspire through charisma or lead with empathy. So, which type of leader are you?
I’ve had the pleasure of serving as a non-executive director on the board of Valloop for several years. My journey with Valloop began when I was introduced to Stephen and Jim and their innovative approach to employee ownership shortly after chairing the ‘Ownership Dividend’ inquiry
Business owners are increasingly adopting Employee Ownership (EO) as their new exit strategy, recognising its potential to safeguard their company’s legacy, enhance social impact, and offer financial benefits. This model not only empowers workers but also ensures a smoother transition by involving those who know and value the company’s mission.
In any team, conflict is inevitable. But instead of viewing disagreements as a negative, they can be used as stepping stones to innovation and growth.
Gone are the days when traditional hierarchical structures dominated the corporate world. Instead, businesses are embracing a more inclusive model by empowering their workforce through ownership.
As companies explore new collaborative business structures, Employee Ownership could be an appealing model. However, many think the change to such a new way of working is laden with multiple challenges.
2025 is bringing big shifts to the workplace, for senior leaders and managers, keeping up with these shifts is necessary to ensure the culture and morale remains as well as it can be.
Simply ticking off boxes on a diversity checklist is not enough to create a truly inclusive environment. Real inclusivity goes beyond metrics and encourages a culture where everyone feels valued, heard, and empowered to contribute. Building such an environment requires continuous efforts, intentional strategies, and, most importantly, action.
When considering the move to an employee-owned business requires careful planning and foresight. At the heart of this lies the cornerstone of the business known as the business plan –sounds simple but sometimes it’s harder than you think.
