The infinite stake theory - Introduction

In the value chain banking, I wrote on the trust and respect quadrant as the basis for assessing and accepting relationship with customers. In any relationship, trust and respect are a crucial factor that determines how valuable the association is to the parties involved. Trust is the capacity to build a mutual alliance with others. The ability to keep confidential information, the zeal to show empathy and be a companion when required. Nations use the word ‘ trusted allies’ to describe a healthy level of engagement and relationship. Respect is the perception and value I can place on your competence and technical skills to solve my problems or provide information in a time of need.

There is a need for a high level of trust and respect in every collaborative and effective relationship. Taking the trust and respect further is the theory of infinite stake. The infinite stake is a personal theory I have practised in my professional and personal life. I am sure it will help my readers to build the two essentials ( trust and respect) for business and personal relationships.

What is the infinite stake theory, and how can it be applied? Infinite stake theory is a positional view of a party in a relationship, interaction and engagement. It is a belief that your business, personal or charitable engagements with others will outlive you if done in a way that invests in them and not only to your advantage. It is a concept of mutual benefits. The end-product of the infinite stake concept is fulfilment— fulfilment derived from doing things with a lasting impact, by imparting others progressively. The infinite stake mindset if taken to relationships, be it personal or business, to employee engagement, parenting and political leadership will reduce the level of injustice and undue advantages taken by people in vantage positions.

My theory is a radical departure and deviation from Milton Friedman’s stockholders’ view, which states that businesses are only for advancing the investors’ interest. Investors’ interest can be increased positively and infinitely if priority stake is attributed to employees and how they are engaged. In subsequent editions, I will highlight how leaders with the infinite stake mindset in business and politics behave. In parenting, the infinite stake is found to have been more entrenched naturally than in any other areas of human endeavour. We hardly see people who desire less for their children. We want to give the best to our children now and all the time.

Let us go practical in this introductory edition to the infinite stake theory. 22years ago, I started implementing the infinite stake theory. I decided I will relate with people in a way that imparts them beyond the present. I joined forces with others to establish the Great Achievers’ Club while in school. Today, we have produced a countless number of accountants. The students we have mentored on the club’s platform are leaders of various positions and in numerous organisations. They are using the principle of focus and togetherness we taught them to infinitely help others. What is in it for me as the founder? Fulfilment!

12years ago, I decided to select some workplace protégés and invested in them intentionally. We shared information about careers, read books together and have vested interests in one another. Today, they have progressed in their careers and family life helping others as I have done to them. That is the infinite stake’s objective. To use your position, relationship and engagement with others to leave an indelible capacity, character and competence in them for the future proliferation of positive values.

In the corporate world, the infinite stake thinking will reverse upside- down the current notion that the higher your grade or level in an organisation, the higher your stake in the business’ continuity and brand existence of the company. No. In one of my organisational coaching assignments, I was coaching at a large retail corporation’s annual retreat. I asked the participants to tell me who has the highest interest in the business among the various positions- the managing director, executive directors, general managers, managers and the employees below the manager cadre. In the current view, we see posts are the indicators of stakes. In the infinity stake theory, the lower the position, the higher the infinite stake.

Let us put numbers to the analysis. I will unveil the devil in the details in the subsequent articles. The managing director’s number of years is to serve might be 3years. He can only be promoted to be the chairman of the board of directors and a decorated non- executive director. However, the average staff below the manager cadre can earn up to 10 promotions to become directors. He or she has more years of valuable service ahead for the benefits of the company. The infinite stake theory advocates the treatment and engagement of those who are the majority in numbers and have more years like the owners and as groups of future stakeholders. They should be recognised as the company’s assets to be developed into leaders, owners and influencers of the business continuity and brand awareness of the company.

They should not be treated as cost or less important personnel; otherwise, they will become what Simon Sinek called ‘ Mercenaries’ instead of being ‘ Zealots’ for the Organisation. According to Simon, Zealots love being part of the Organisation and put themselves in line to achieving the Organisation’s objectives.

Rather than chasing the competition’s figure year on year, organisations must rethink how they relate and engage with their talents to build a team of resilient people who will make the business outlive the founders and current leadership team.

‘The infinite stake theory advocates the treatment and engagement of those who are the majority in numbers and have more years like the owners and as groups of future stakeholders