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O P I N I O N
Employee-owned businesses’ priorities differ from other organizations. Leaders must focus on people, transparency, and vision to achieve long-term success. Priorities for employee-owned companies
T hose of us leading employee-owned companies – about 10 percent of U.S. companies and more than 50 percent among AEC businesses – are passionate about the unique opportunities this business model has to offer both employees and management. Our priorities are different than our counterparts’ in sole proprietorship, limited partnership, LLCs, and publicly held organizations.
Michael Carragher
employee base with a substantially lower than average industry voluntary turnover at 5.2 percent, the successful recruiting of top talent, and double-digit stock growth/CAGR for employee owners in the past 20 years. industry in the past. Let’s make sure we continue to deliver as exceptional companies in the future.” “Strong employee-owned companies have been the backbone of our
Leaders of employee-owned companies have to operate with a more hyper-generational viewpoint, making decisions that will prioritize the long-term over the short-term. That’s why at VHB we are constantly guided by our “generational company” philosophy and core values that keep us focused on company stewardship. When I stepped into the role of president and CEO of VHB, I knew I had been handed a tremendous responsibility to carry on the founders’ legacy to protect the future of employees they valued as family. Being diligent to generational stewardship has paid off. Year over year, we’ve seen related and measurable returns, having exceeded industry growth rates from 2015 to 2019 with increasing profitability for the past five years. Additionally, we’ve enjoyed a highly stable and productive
Here are the top five foundational management
See MICHAEL CARRAGHER, page 4
THE ZWEIG LETTER January 13, 2020, ISSUE 1327
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