For years, I have been crusading to rid corporate America of the false narrative that the concepts of people and profit are at odds. Too many business leaders feel they have to choose one over the other. But great organizations know that smart business means people and profit thrive together.
Peter Stavros, a heavy-hitter in private equity, is leading the charge in proving that the future of work isn’t just about paychecks—it’s about ownership. His mission? To create real wealth for everyday workers through broad-based equity ownership. This isn’t just an idealistic vision; it’s a movement reshaping corporate culture and driving real results.
Stavros was featured on 60 Minutes recently, discussing the core belief behind his initiative, Ownership Works: companies are stronger when everyone has a stake. His inspiration came from his father, a construction worker in Chicago, who often lamented the lack of incentives for hourly workers. “There was no reason for us to care about quality or efficiency,” Stavros recalls his father saying. “If we had a share in the outcome, it might’ve been different.”
Today, Stavros’s nonprofit, Ownership Works, is turning that very concept into reality. The model is built on three foundational principles: employee engagement, financial inclusion, and data-driven insight. By integrating these elements, the organization helps businesses build cultures where workers not only feel valued but are genuinely invested in the success of the company. They’ve already implemented this in 47 companies and counting. One standout example is Ingersoll Rand and, where 16,000 employees became owners. The result? Business growth soared, and meaningful wealth was created for the employees involved.
Which brings me to my TEDx talk, “How To Get People to Give a Sh*t.” It’s all connected. At the core of both Ownership Works and my work is the belief that real engagement happens when people believe in what they are doing—whether that’s ownership of equity or simply caring about the outcome. In the Results Pyramid, this begins with the right experiences. Peter Stavros is providing employees with those experiences, turning “care” into something intrinsic because everyone has a stake in the results.
Ownership Works is more than a feel-good initiative. It’s a provocative test of whether corporate America is ready to embrace a model that genuinely aligns incentives across the board. But there’s a reason why employee ownership hasn’t caught on more widely, despite its clear advantages. It’s not just about setting up a stock plan. For this model to work, a seismic cultural shift is needed. Companies must be willing to share the wealth and prioritize transparency, financial literacy, and trust. And let’s be honest—many leaders are skeptical. Will employees really value equity? Can cash change mindsets? These questions reveal a deep-seated fear that broad-based ownership is too risky, especially when profitability often overshadows people.
Michael Christman‘s experience at Lifetouch , a company that once thrived under a model including frontline workers on its board, offers a cautionary tale. Giving voice to those at the bottom initially led to impressive growth. But when new leadership reverted to a more traditional approach, the company faltered. The takeaway? Sustainable success in employee ownership depends on deeply embedding the culture of shared leadership and engagement at every level.
But the potential here is real. Stavros has set a goal of generating $20 billion in wealth for low- and moderate-income families, and he’s already thinking bigger. Why stop at $20 billion when there’s potential to scale this to $100 billion or even more? If this movement catches fire, tens of millions of employees could finally get a seat at the table.
This narrative connects directly to the future of workplace culture. It’s about whether companies can move beyond buzzwords like “inclusivity” and “engagement” and actually put power—and wealth—in the hands of all employees. How companies respond to this challenge will not only shape business outcomes but could also define the broader economic landscape for decades to come.
As we watch this movement unfold, the real question is: Will employees truly benefit, or will this be another case of promising much and delivering little? The answers will determine whether this is the dawn of a new era of equity—or just another missed opportunity for real change.
To hear more, listen to today’s podcast episode on Apple Podcasts and Spotify. And don’t miss our bonus episode! Today’s special bonus content covers the Non-Compete Ban. Listen now on Apple Podcasts and Spotify.
Elsewhere In Culture
The movement to diversify Silicon Valley is crumbling amid attacks on DEI
The collapse of DEI initiatives in Silicon Valley isn’t just a tech problem—it’s a culture crisis that’s infecting workplaces everywhere. For years, companies slapped “diversity” and “inclusion” on their values, then threw cash at nonprofits to check a box. But when the going got tough, where did all that commitment go? Girls In Tech, a once-powerhouse in diversifying the tech industry, just had to shut its doors because five major donors suddenly backed out. It’s a stark reminder: when companies face pressure, their so-called values are often the first to be sacrificed. The excuses? “Market turbulence” or the good ol’ “we’re just re-evaluating our priorities.” But here’s the truth: DEI was never really embedded into the culture. It was a branding exercise, not a genuine movement to change the face of an industry still overwhelmingly dominated by white and Asian men.
The bigger issue here isn’t just the death of these initiatives—it’s the gutting of accountability in workplace culture. We’re watching tech companies quietly retreat from promises they made when it was trendy to care. Now, they’re scrambling to reframe “diversity” as “belonging” or “leadership development,” trying to sugarcoat the reality that they’re abandoning marginalized voices. It’s performative allyship at its finest. If leaders aren’t willing to double down on their values when it’s uncomfortable or politically risky, then they’re just posturing. Workplace culture isn’t built on fancy mission statements or DEI panels—it’s built in the tough moments when actions have to speak louder than words. What’s happening in Silicon Valley is a cautionary tale for every leader: If you’re not embedding equity into the fabric of your culture, your diversity programs are just waiting for a convenient excuse to die.
Workplace Insurance Could Soon Be Stripped Down
The days of comprehensive workplace insurance might be numbered, as rising healthcare costs and the surging demand for pricey weight-loss drugs like Ozempic and Wegovy force employers to reconsider their benefits packages. The skyrocketing costs, driven in part by GLP-1 drugs and specialty therapies, are putting employers in a bind. They’re caught between trying to remain competitive in a tight labor market and facing the harsh reality that shielding employees from these expenses is unsustainable. While employers have absorbed these costs for years, the projections for 2025 indicate we’re nearing a tipping point. An 8-9% spike in healthcare expenses has experts predicting that companies may soon start stripping down benefits or passing more of the financial burden onto employees.
Here’s the kicker: the more companies try to contain costs, the more workplace culture takes a hit. When benefits get slashed, trust and loyalty go right along with them. Employees aren’t just looking at the paycheck—they’re evaluating how much their employers really value their health and well-being. Stricter eligibility for medications, higher deductibles, and pared-down plans are more than just numbers on a benefits sheet; they’re cultural signals. They tell your workforce where your priorities lie. As companies look to cut corners, they risk creating a culture where workers feel like just another line item on a spreadsheet, rather than valued contributors. If leadership doesn’t strategically communicate these changes and maintain transparency, they’re going to find themselves with more than just a cost problem—they’ll be facing a culture crisis that money can’t fix.