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Develop a culture in which employees have a greater stake in the company and more opportunities to reap the rewards of capital ownership. Blueprint for successful transition
F inancially successful employee-owned AEC firms – especially small- and mid-size firms – have been a mainstay of the consulting industry for many years. I have been fortunate enough to work for three employee-owned firms and have experienced personal financial growth from each one. The firm I worked for after college and the two firms I have founded or co-founded were 100 percent employee owned. Each of us in this industry can earn a decent wage through salary and bonus, but to acquire more significant wealth, personal financial success, and a return on our investment of blood, sweat, tears, and billable hours, equity ownership is essential.
Blackstone Environmental, Inc. is a small, growing firm headquartered in Overland Park, Kansas, with offices in Iowa, Illinois, and Missouri, that provides environmental engineering and consulting services. In this article, I’ll provide an overview of Blackstone’s philosophy and some creative ways we support employees in becoming owners. One of Blackstone’s core values is employee ownership. By giving employees the opportunity to own company stock, we develop a culture in which employees feel ownership and empowerment. As employee owners, we have a greater stake in the company and more
opportunities to reap the rewards of capital ownership. As an employee-owned firm, we set our own course, gain employee commitment, and directly benefit from our financial success. Employee owners exhibit pride of ownership reflected in several ways, including strong work habits, efficiency, and conservation. These attributes help ensure quality work and provide a significant advantage in promoting company growth and productivity. As owners, we all benefit from each other’s efforts. BENEFITS OF EMPLOYEE OWNERSHIP PROGRAM. Internal
See MIKE KUKUK, page 12
THE ZWEIG LETTER JULY 27, 2020, ISSUE 1354
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