How to Build Trust Among Employees During the Transition to EOT Ownership

EOT.co.uk
May 22
3 min read

Transitioning to an Employee Ownership Trust (EOT) is one of the most powerful decisions a business owner can make. Done right, it secures the legacy of the business, rewards the people who helped build it, and creates long-term resilience through employee engagement and shared purpose.

But here's the challenge: change breeds uncertainty. For employees, the shift to a new ownership model—especially one they may not fully understand—can create questions, doubts, and resistance.

At EOT.co.uk, we’ve guided numerous businesses through the transition. And one truth remains consistent: trust is the foundation of a successful EOT. Without it, engagement stalls, morale dips, and the full benefits of employee ownership are never realised. So how do you build trust during the transition? Here’s what works.

1. Start with Clear, Honest Communication

The biggest risk during a transition is silence. If employees don’t hear directly from leadership, they’ll fill in the blanks themselves—and usually with worst-case scenarios. Make sure your messaging is:

Clear – Explain what EOT ownership is in simple terms
Consistent – Avoid mixed messages from different departments
Credible – Back up claims with real examples and professional advice
Two-way – Allow space for questions, concerns, and feedback

Tip: Hold a dedicated launch session or internal “town hall” early in the process. Transparency breeds confidence.

2. Involve Key People Early

Employee ownership doesn’t mean chaos or collective decision-making. But it does mean shared benefit and shared responsibility. Bring in senior managers, long-serving team members, and informal influencers early in the process. Let them:

Ask tough questions behind closed doors
Understand the reasoning, benefits, and structure
Become advocates for the transition

When team leaders are confident, their reassurance cascades down naturally to others.

3. Demystify the EOT Structure

Many employees have never heard of an EOT—let alone understand how it works. You must explain:

What changes day to day (and what doesn’t)
Who will be the EOT trustees and what they do
How profits are shared and who benefits
How the business remains secure and sustainable long-term

Avoid jargon. Use real-life examples or case studies. Better still, share stories from other EOT businesses to show it works in practice.

4. Highlight Continuity as Well as Change

Fear often comes from the idea that everything is changing. Reassure your team that:

Their roles remain secure
The leadership team is still in place
The business direction stays the same (unless otherwise planned)

An EOT isn’t a revolution. It’s an evolution—with familiar faces, familiar values, and a shared commitment to future growth.

5. Share the “Why”—Not Just the “What”

Trust grows when people understand the motivation behind a decision. Be honest about your reasons:

Retirement or succession planning
Preserving the business’s independence
Rewarding the team who built the business
Avoiding a trade sale that might risk jobs or culture

When employees see the transition as a gift of trust—not just a financial strategy—they respond with loyalty and pride.

6. Create a Visible, Fair Governance Structure

Employees will ask: Who speaks for us? How will decisions be made? A strong EOT governance model should include:

Clear selection of trustees
Transparent trustee responsibilities
Representation of employee interests (e.g. an elected employee trustee)
Channels for employee voice and involvement

Show that governance isn’t a rubber stamp—it’s a mechanism for listening, safeguarding, and sustaining the business.

7. Build Momentum Through Early Wins

To reinforce trust, make the benefits tangible early on. Examples:

Profit-sharing or bonus announcements linked to the EOT
Recognition of employee contributions in internal comms
Visible investments in training, wellbeing, or tools

These “early wins” prove the transition isn’t just symbolic—it’s meaningful.

8. Keep the Conversation Going

Trust isn’t built in one meeting. It’s earned over time. Establish regular updates, internal newsletters, or Q&A sessions. Consider EOT awareness training as part of onboarding. Make EOT values part of your performance reviews and leadership development.

The more normal employee ownership becomes, the stronger the culture becomes.