Principle

Shareholding model
Shareholding model, converting personal energy into equity
Chapter 9 p.9
A colleague of mine said that the fact that you can get shares in a company compensates for the lack of job security. I thought that I had a secure job!
Can you explain this concept of shareholding to me?
There will never be job security. You will be employed as long as you add value to the organization, and you are continuously responsible for finding new ways to add value.
In return, you have the right to demand interesting and important work, the freedom and resources to perform it well, pay that reflects your contribution, and the experience and training needed to be employable here or elsewhere. Ultimately, an objective of the organization is to maximize shareholder value and the question is ‘how’ this is to be achieved?
Your company’s vision endorses a quest to maximize the creation of sustainable wealth through effective ownership and participation. In the light of the fore going fiduciary duties, the following points would characterize the application of the “Entrepreneurial Shareholding Model”.
Shares will only be issued or purchased by the company when growth has occurred and is reflected in the company’s profits.
This may require the company to be cash positive and having cash assets which can be converted into cash. The percentages that will be used to distribute the profit and shares will be set by a process of evaluating economic value and negotiating and apportioning of shares accordingly.
In accordance with the your company shareholding model, shares can be issued to those employees that are considered to have made an entrepreneurial contribution to the growth of the business.
OK, that last point explains to me how I will qualify for shares in the company. I’ve also heard of “Entrepreneurial Energy” before. How does it link with shareholding?
Your company identifies three principle contributors that have a varying effect on the creation of sustainable wealth:
Varying effect of the principal contributors:
Financial investment/capital and associated financial risk or exposure, into an entrepreneurial venture.
Entrepreneurial energy, sometimes referred to as ‘sweat’ capital, which is needed to establish, grow and direct the
venture into sustainable wealth creation. This also includes personal risks and all its attributes.
Platform, including intellectual capital, suppliers and customer relationships, and organizational processes, which give rise to the workings, existence and operations of the venture.
That’s interesting! Can you tell me more about “Entrepreneurial Energy?”
To establish, grow and direct a company into an organization capable of sustainable wealth creation requires a process.
An integral part of this process is risk management, including risk assessment. When assessing the entrepreneurial energy contributed by individuals to the organization, the following criteria are applied:
Individual energy:
Achievement
Calculated Risk Behavioral (entrepreneurial).
The extent to which individual energy achieves goals.
Focusing on sustainable wealth creation.
The appraisal of individual achievement forms an integral part of the entrepreneurial sector within the shareholding framework.
Calculated risk
Imperative to a successful entrepreneurial business is successful risk management.
Your business recognizes that both the individual and the organization takes risks in creating and growing sustainable wealth.The diagnosis of the individual’s risk versus the organization’s risk management leads to the development of a ‘Calculated Risk Balance Sheet’.
Behavioral
Creating sustainable wealth emphasizes and calls for behavioral attributes that bring to bear successful stewardship.
Parameters for diagnosing behavioral participation include:
People management.
Planning and scheduling.
Monitoring, controlling and reporting.
Implementing and organizing.
By now it should be clear that being part of the company, is not just about being at work and getting a salary. The ultimate focus is on the contribution you can make to the sustainable wealth creation of the company.
On the other hand, your company recognizes that the sharing of wealth is a natural progression for entrepreneurs. The company strives towards Holistic Compensation for contributions made; where it is not only about what you take home each month, but where compensation fulfills needs on different levels for the individual, while also contributing towards building the organization. Converting energy into equity is one way in which this can be achieved.

For career and Socioeconomic platforms, we will update this page. NOV 2012

Contribute to others and down the road you will collect, grow health, happiness and wealth.

You will get business, career and investment opportunities.

Shareholding model, converting personal energy into equity

Chapter 9 p.9

w&t_question

I Ask

A colleague of mine said that the fact that you can get shares in a company compensates for the lack of job security. I thought that I had a secure job!

Can you explain this concept of shareholding to me?

w&t_exclamation

I Answer

There will never be job security. You will be employed as long as you add value to the organization, and you are continuously responsible for finding new ways to add value.

In return, you have the right to demand interesting and important work, the freedom and resources to perform it well, pay that reflects your contribution, and the experience and training needed to be employable here or elsewhere. Ultimately, an objective of the organization is to maximize shareholder value and the question is ‘how’ this is to be achieved?

Your company’s vision endorses a quest to maximize the creation of sustainable wealth through effective ownership and participation. In the light of the fore going fiduciary duties, the following points would characterize the application of the “Entrepreneurial Shareholding Model”.

  • Shares will only be issued or purchased by the company when growth has occurred and is reflected in the company’s profits.
  • This may require the company to be cash positive and having cash assets which can be converted into cash. The percentages that will be used to distribute the profit and shares will be set by a process of evaluating economic value and negotiating and apportioning of shares accordingly.
  • In accordance with your company shareholding model, shares can be issued to those employees that are considered to have made an entrepreneurial contribution to the growth of the business.
w&t_question

I Ask

OK, that last point explains to me how I will qualify for shares in the company. I’ve also heard of “Entrepreneurial Energy” before. How does it link with shareholding?

w&t_binoculars

I Explain

Your company identifies three principle contributors that have a varying effect on the creation of sustainable wealth:

w&t_ch9_j_your_shareholding_model_converting_energy_into_equity

Varying effect of the principal contributors:

Financial investment/capital and associated financial risk or exposure, into an entrepreneurial venture.

Entrepreneurial energy, sometimes referred to as ‘sweat’ capital, which is needed to establish, grow and direct the venture into sustainable wealth creation. This also includes personal risks and all its attributes.

Platform, including intellectual capital, suppliers and customer relationships, and organizational processes, which give rise to the workings, existence and operations of the venture.

w&t_question

I Ask

That’s interesting! Can you tell me more about “Entrepreneurial Energy?”

w&t_exclamation

I Answer

To establish, grow and direct a company into an organization capable of sustainable wealth creation requires a process.

An integral part of this process is risk management, including risk assessment. When assessing the entrepreneurial energy contributed by individuals to the organization, the following criteria are applied:

Individual energy:

Achievement

  • Calculated Risk Behavioral (entrepreneurial).
  • The extent to which individual energy achieves goals.
  • Focusing on sustainable wealth creation.
  • The appraisal of individual achievement forms an integral part of the entrepreneurial sector within the shareholding framework.

Calculated risk

  • Imperative to a successful entrepreneurial business is successful risk management.
  • Your business recognizes that both the individual and the organization takes risks in creating and growing sustainable wealth.The diagnosis of the individual’s risk versus the organization’s risk management leads to the development of a ‘Calculated Risk Balance Sheet’.

Behavioral

Creating sustainable wealth emphasizes and calls for behavioral attributes that bring to bear successful stewardship.

Parameters for diagnosing behavioral participation include:

w&t_binoculars

I Explain

By now it should be clear that being part of the company is not just about being at work and getting a salary. The ultimate focus is on the contribution you can make to the sustainable wealth creation of the company.

On the other hand, your company recognizes that the sharing of wealth is a natural progression for entrepreneurs. The company strives towards Holistic Compensation for contributions made; where it is not only about what you take home each month, but where compensation fulfills needs on different levels for the individual, while also contributing towards building the organization. Converting energy into equity is one way in which this can be achieved.

Being able to say no to work is a great privilege
Chapter 5
p.13
I often hear that one should be able to say no. What does this mean and how do I say no when I have to?
That is absolutely correct! One should know when to say NO and how to say NO. One of the things the Career Development Guide is very serious about, is to assist the individual to do the right work at the right time. Being able to say NO is a crucial skill of the serious career and business builder.
It is a huge privilege to be able to say NO to work. This means you have more than you can cope with at the present time.
When you say NO, remember to never allow the Monkey to pass! This means the other person has a “Monkey” on their back, a problem they want your assistance with. You want to be absolutely certain that this Monkey will not be jumping anywhere! For example, you know that you will not be able to become involved in a certain project or problem at that specific time. The other person comes to you with a Monkey on their back and they want this Monkey to jump.
You know your priorities does not have place for this new Monkey. The moment you ask a question such as: “Tell me more” or “How can I help?” the Monkey jumps, you accept responsibility.
Do not allow the monkey to jump! Read more on the web about this principle.
So how do I handle the situation to ensure the Monkey does not jump, but both parties grow from the situation? How do I say NO effectively?
Look for alternatives with the other individuals, keep the Monkey with them through carefully questioning. Not spending too much time, just ask the following questions:
What alternatives exist to help you solve this challenge?
Is this issue you have a specific individuals job and you should pass the Monkey back to that person?
Who in your team is available to help and assist that can grow from this challenge?
Do you know anybody else with the expertise you are looking for?
Look for a solution which will cause the best stacking for all those involved. Learn more about delegation here.
Stacking is the process of identifying the different solutions for a challenge and deciding which mixture of these solutions will cause optimum growth for all involved.
Being it building career skills or a bigger business network. Stack all the solutions and look for the best blend.
Once you are able to say NO this way, both parties will always grow from the experience. Saying NO becomes a fun and learning experience!
Unre Visagie
At Aleph we realized we had to start saying no to many new opportunities when our processes were no longer in the development and selling phase, but moved into the implementation phase

Being able to say no to work is a great privilege

Chapter 5 p.13

w&t_question

I Ask

I often hear that one should be able to say no. What does this mean and how do I say no when I have to?

w&t_exclamation

I Answer

That is absolutely correct! One should know when to say NO and how to say NO. One of the things the Career Development Guide is very serious about, is to assist the individual to do the right work at the right time. Being able to say NO is a crucial skill of the serious career and business builder.

It is a huge privilege to be able to say NO to work. This means you have more than you can cope with at the present time.

w&t_binoculars

I Explain

When you say NO, remember to never allow the Monkey to pass! This means the other person has a “Monkey” on their back, a problem they want your assistance with. You want to be absolutely certain that this Monkey will not be jumping anywhere! For example, you know that you will not be able to become involved in a certain project or problem at that specific time. The other person comes to you with a Monkey on their back and they want this Monkey to jump.

You know your priorities does not have place for this new Monkey. The moment you ask a question such as: “Tell me more” or “How can I help?” the Monkey jumps; you accept responsibility.

w&t_question

I Ask

So how do I handle the situation to ensure the Monkey does not jump, but both parties grow from the situation? How do I say NO effectively?

w&t_exclamation

I Answer

Look for alternatives with the other individuals, keep the Monkey with them through carefully questioning. Not spending too much time, just ask the following questions:

What alternatives exist to help you solve this challenge?

Is this issue you have a specific individual’s job and should you pass the Monkey back to that person?

Who in your team is available to help and assist that can grow from this challenge?

Do you know anybody else with the expertise you are looking for?

Look for a solution which will cause the best stacking for all those involved. Learn more about delegation here.

w&t_binoculars

I Explain

Stacking is the process of identifying the different solutions for a challenge and deciding which mixture of these solutions will cause optimum growth for all involved.

Being it building career skills or a bigger business network. Stack all the solutions and look for the best blend.

w&t_elephant

I Advise

Once you are able to say NO this way, both parties will always grow from the experience. Saying NO becomes a fun and learning experience!

At Aleph we realized we had to start saying no to many new opportunities when our processes were no longer in the development and selling phase, but moved into the implementation phase

Growing suppliers and adding new customers
Chapter 9
p.3
Economic Value Add of your company
A visual representation of the link between Economic Value Add and the order cycle of your company.
The Process
Add Value to your customers and your partners
Marketing and Sales
Order Cycle
Continued improvement and higher value added to the client at lower resources to the company – in company processes as well as the processes of our suppliers.
Value added beyond principle
Attrition, Intellectual property / solutions
Manage your links
Through managing the links between your company and your customers as well as between your company and your suppliers; both suppliers and customers grow.

Growing suppliers and adding new customers

Chapter 9 p.3

Economic Value Add of your company

A visual representation of the link between Economic Value Add and the order cycle of your company.

w&t_ch9_c_the_economic_value_add_link

The Process

  • Add Value to your customers and your partners
  • Marketing and Sales
  • Order Cycle
  • Continued improvement and higher value added to the client at lower resources to the company – in company processes as well as the processes of our suppliers.

Value added beyond principle

  • Attrition, Intellectual property / solutions

Manage your links

  • Through managing the links between your company and your customers as well as between your company and your suppliers; both suppliers and customers grow.