Employee Ownership (EO) is more than just legal frameworks and financial structures. At its heart, it’s about people—founders, leadership teams, and employees—all adjusting to a fundamental shift in the way a business operates. Yet, too often, the human side of EO is overlooked.

 

The majority of EOT advisory firms focus on the technical details—tax efficiency, share structures, governance. Important? Absolutely. But assuming the people involved will simply “work it out” is a dangerous oversight. The truth is, many businesses that transition to EO struggle, not because of a flawed legal structure, but because the people involved haven’t been prepared for the change.

 

The Hard Truth About Employee Ownership

 

The more we speak to Employee Owned businesses, the more we realise just how few transitions have been truly successful. Many founders struggle to detach, leadership teams feel unprepared, and employees are left wondering what EO actually means for them.

 

But it doesn’t have to be like this. It shouldn’t be like this.

 

If you’re a founder, who’s helping you untangle yourself from a business that has, at times, felt like a family member? How do you step back with confidence? And let’s be honest—how do you handle the emotional side of saying goodbye?

 

For new leadership teams, are you genuinely ready to lead? Does it feel like an opportunity you’re grabbing with both hands, or something that’s been thrust upon you before you’re ready?

 

And then there are the employees, the new owners. Employee Ownership sounds empowering, but what does it actually mean for them? How do they engage with this new model? How do you stop the transition from feeling like a well-intentioned experiment rather than a thriving, sustainable business?

 

The Missing Piece: Support for People

 

Simon Morton has been through this transition himself, which is why he wrote Employee Ownership: A Guide to Transitioning from Boss to Benefactor. Not a dry, technical manual, but a real-world guide filled with lessons learned, missteps made, and the surprising joys of getting it right.

 

Through countless conversations, one thing became clear: the people aspect of EO needed more attention. And that’s why we created the Stepple Farm EOT Advisory Service - People First EO.

 

A Guiding Hand, A Critical Friend, A Shoulder to Lean On

 

Think of us as the trusted guide who’s been there. We work directly with founders and leadership teams as they navigate the emotional, cultural, and structural changes of Employee Ownership. We’re there from the start, ensuring you stay true to a nine-step process (yes, there really are nine steps) that ensures a smooth, successful transition.

 

We focus on the three pillars that make EO work:

 

People – Understanding, engaging, and preparing all stakeholders.

 

Process – Structuring the transition in a way that actually works.

 

Communication – Ensuring clarity, honesty, and engagement throughout.

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