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The Employee Share Ownership Plan (ESOP) Effect


The Employee Share Ownership Plan (ESOP) Effect

By , November 7, 2023

One of the encouraging things we see with employee share ownership plans is employees beginning to think and act like a business owner. Can you imagine if instead of just you or you and your immediate family that own and run your business, you had a team of key people within your business that thought about and acted with your business the same way you do? In other words, they thought about the business at night. They worked out new ways and better ways to improve performance or do things within the business more efficiently or add to productivity. Now, t’s not designed to fix problems or to encourage behavior from bad employees, it’s actually about getting employees to change the way that they approach the business, to change the way they think about the business and to change their behavior from that of an employee to that of an owner.

If you can get employees aligned with you as an owner, then you’ll get far better performance. The obvious question is, how do we do that? And it’s quite an easy answer. The best way to have someone think and act like an owner is to make them an owner, to give them shares in the business, not give them away, but to find a mechanism where you can allow people within the business to buy shares, become an owner, and then think and act like a business owner every day that they work within your business. You’ll see dramatic improvements in performance as a result.

Darryl Bates-Brownsword

Darryl Bates-Brownsword

CEO | Succession Plus UK

Darryl is a dynamic, driven Business Mentor and Coach with over 20 years of experience and passion for creating successful outcomes for founder-led businesses. He is a great connector, team builder, problem solver, and inspirer – showing the way through complexity to simplicity.

He has built 2 international multi-million turnover businesses; one now operating in 16 countries. His quick and analytical approach cuts through to the core issues quickly and identifying the context. He challenges the status quo and gets consistent, repeatable and reliable business results.

Originating in Australia, Darryl’s first career was as an Engineer in the Power Industry. Building businesses bought him to the UK in 2003 where he quickly developed a reputation for combining systems thinking with great creativity to get results in challenging situations.

A keen competitive cyclist, he also has a B Eng (Mech) Engineering and an MBA.