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5) How important is it to have equal opportunities for an employee ownership and why?

Namasté Solar’s strategy for attracting and retaining employees was a commitment to employee ownership. All employees had an equal opportunity (but not obligation) to buy shares in the company at any time, at the then-current value. Full vesting occurred over a period of five years. They wanted people to be able to enjoy the benefits of ownership from day one. So at Namasté Solar, you can buy stock on your first day at the company. But, if you come and join the company and then leave six months later with significant stock price appreciation, they don’t want you to be able to take advantage of that kind of short-term plan. Employees who left the company were required to sell back their shares. Vested shares were bought back at their fully appreciated (or depreciated) value; non-vested shares at their original purchase price (or the depreciated price, whichever was lower).

Those who have experienced firsthand the power of employee ownership believe whole-heartedly that economic growth, employee well-being and dignity, and success of the business enterprise are common characteristics of employee-owned companies. There is nothing magic about employee ownership. Employee ownership does not guarantee success, nor prevent or cure business problems. But it does stand to reason, and experience and research have shown, that employee owners have a different attitude about their company, their job, and their responsibilities that makes them work more effectively, and increases the likelihood that their company will be successful. Fundamentally, employee owners are more accountable for their job performance and their fellow workers' job performance simply because they have a common stake in the success of their company.

From my point of view employee ownership in the company is really powerful think and tactics. It's a simple formula: if employees perform extraordinarily...