Get laser-focused expertise and content before the Forum begins.

“If I could wave a magic wand, I would have every ESOP company make this its playbook” – Corey Rosen, Founder, NCEO
Though technology has evolved at hyper speed over the past hundred years, management styles have mostly stayed the same. The higher-ups make the decisions, and the employees grind it out, often without knowing the endgame. In 1983, Jack Stack created a new game: The Great Game of Business.

Get in the Game explains the rules of The Game: to win, you must get everyone at all levels of the business as informed, involved and engaged as the owner.

The authors of Get in the Game will walk you through a step-by-step guide on how to educate your team about the business, involve them in setting goals, have them hold one another accountable, and provide a stake in the company’s success.

Organizations in every industry around the world have benefited from The Game…is yours ready?

Learning Objectives

1. Learn why “The Company is the Product” and how to build a business of businesspeople who think, act and feel like owners”.
2. Discover the 10 Steps required to create rapid financial results and cultural change
3. Discover how to strengthen their business of employee-owners by driving results through improved business and financial literacy.

CE Credit: 2 Hours SHRM, Generic

 

 

Steve Baker - Vice President

 

Running an ESOP-owned company is uniquely rewarding—but not without its challenges. One of the most pressing issues is the annual repurchase obligation, which can consume a significant portion of free cash flow and impact a company’s ability to invest in future growth. At the same time, management and the board face annual decisions that can shape the long-term sustainability of the ownership model and determine which participants benefit the most from the ESOP.

The flexibility of ESOPs is both a blessing and a curse: while they offer many design and funding options, these choices require careful navigation. This interactive session brings together a panel of experienced professionals to explore actionable strategies for balancing repurchase obligations with long-term growth, all within a framework of sound governance.

Learning Objectives

1. Explore options for managing repurchase obligations strategically
2.  Discuss various stakeholder interests that need to be balanced
3. Learn how to strengthen governance practices

CE Credit: 2 Hours CPE, Generic

                                                       

Ashleigh Newlin - Managing Director        Tina Langlois - Managing Director          Sean Power - Employee Stock Ownership Plans Co-Chair