Courage to Advance with Kim Bohr

If you stepped away from your business tomorrow, not for a week or a quarter but for good, would it still run? Most owners cannot say yes, and on this episode of Courage to Advance, host Kim Bohr and Ted Wolf dig into why that answer is also the reason so many businesses never sell. A company that depends on one person is not an asset yet. It is a job that ends when they walk away.
Most owners never see the trap coming. They fall in love with what they built, they reward the person who is great at putting out fires without asking why the fires keep starting, and they treat "someone will buy it someday" as a plan. Kim and Ted put real numbers to it: take a business to market today and you have about a 30 percent chance of selling it, which means roughly 70 percent of owners never find a buyer.
Ted Wolf knows both sides of that math. He and his brother started a technology staffing company with 500 dollars each, grew it to 650 billable people, and sold it to Iron Mountain, going through the full private equity process himself. He is the author of The Intelligent Business Equation and the Co-Founder and CEO of Guidewise.ai, where he helps leaders close the gap between what they expect and what actually gets done as AI reshapes work.
What you'll discover:
Why a business that depends on one person reads as risk to a buyer, and what makes cash flow transferable
What optionality means, and the five choices it gives an owner instead of a forced sale
The five closes Ted runs every month and quarter, and how they feed the next 90 days
Why adopting AI and planning your exit are the same governance question
How to bring AI in without breaking trust, and what not to do
Why resistance to change is usually protective rather than irrational
Kim Bohr: "If you stepped away from your business tomorrow, would it still run? Not for a week, not for a quarter, but for good."
Ted Wolf: "You don't grow a business just to sell it."
Courage to Advance brings senior HR and business leaders into honest conversation about leading people through real complexity, hosted by Kim Bohr, President and CEO of SparkEffect. New episodes drop every second, third, and fourth Tuesday of each month. Subscribe at https://sparkeffect.com/sparkeffect-podcast-courage-to-advance/

Senior leaders tend to hold two stories about Gen Z at once. One says they are lazy and entitled. The other says they are digital natives who will figure the rest out on their own. On this episode of Courage to Advance, host Kim Bohr and guest Ashlynne Valdez, PHR, make the case that both are wrong, and that the cost of believing either one shows up in the same place: retention, the hiring pipeline, and the talent you cannot seem to keep.
The problem Ashlynne names is not a generation. It is what happens on day one and every day after. Too many new hires are handed a laptop and a desk and told good luck, with no clear deliverables, no KPIs, and no picture of what success looks like. She lived it before founding her firm, and the realization that reframed her career was that the failure was not hers, and it was not unique to her.
Ashlynne is a Gen Z professional and a certified HR practitioner, the founder of SoundHR, the organizer of DisruptHR Las Vegas, and the president and founder of the People & Profits Association. She speaks from inside the generation and inside the function where assumptions about that generation meet payroll.
WHAT YOU'LL DISCOVER
Why the "lazy" and "tech native" stories about Gen Z both damage retention
What breaks trust on day one, and why "good luck, you'll do great" lands as abandonment
The questions to coach any new hire to ask, and what the answers reveal about a company
Low-cost moves that build loyalty, including bringing outside specialists in to educate employees for free
How to use AI to build structure so leaders get time back for the human work
Why HR belongs in the revenue conversation, and what happens to the pipeline when entry-level roles disappear
Ashlynne Valdez: "When you invest in your people, your profits will follow."
Kim Bohr: "Shifting that time into understanding one another and building trust instead of just the tasks and the to dos."
Courage to Advance is hosted by Kim Bohr, President and CEO of SparkEffect. New episodes drop every second, third, and fourth Tuesday of each month. Subscribe wherever you listen: https://sparkeffect.com/sparkeffect-podcast-courage-to-advance/

The confidence gap that holds women back in leadership doesn't start in the workplace. It starts around age 14, and most organizations spend years trying to coach the symptom without ever naming where it began.
That's the throughline Kim Bohr, CEO of SparkEffect, and guest Jilyne Jarvis follow in this episode. The hesitation leaders see in capable women, the reluctance to take the role, raise the hand, or apply before meeting every requirement, traces back to a middle-school pattern that never got named. Jilyne diagnoses it from the inside: she was a ski racer who looked unshakable on the podium and had no idea what she was worth the moment she stepped off it.
Jilyne is a seven-time NCAA All-American and retired U.S. Ski Team member. In 2014 she founded ZGiRLS to teach girls 11 to 14 the same mental tools elite athletes use to handle pressure and self-doubt, delivered by Olympic, collegiate, and professional women athletes who admit, out loud, that they feel fear too.
WHAT YOU'LL DISCOVER
► Why confidence is a skill you build through action, not a trait you're born with ► Why "fearless" is the wrong goal, and what elite athletes do with fear that never goes away ► How the confidence decline at 11 to 14 resurfaces in women leaders as hesitation around risk, visibility, and self-advocacy ► Why ages 11 to 14 are the window when a young brain can grasp "I have thoughts, but I'm not my thoughts" ► The "yet" move parents and leaders can use to model a healthier relationship with fear ► Why a leader who admits "I'm working on this too" sets what's safe to say on a team ► What nearly walking away from her own organization taught Jilyne about the labels that quietly cap a career
Jilyne Jarvis: "When I was standing on the top of a podium, I did. But when I wasn't, I had absolutely no idea what my value was in the world. All my self worth was wrapped up in achievement."
Kim Bohr: "We're doing a lot of these things as women leaders and not even recognizing it."
Courage to Advance explores how visionary leaders build the organizations they wish existed through trust, transparency, and the willingness to challenge what no longer works. Hosted by Kim Bohr, CEO of SparkEffect, the show brings senior HR and business leaders into honest conversation about leading people through real complexity. Subscribe wherever you listen: https://sparkeffect.com/sparkeffect-podcast-courage-to-advance/

Trust is the one thing every leader says they want more of, and the one most are quietly getting wrong. The instinct is to build it through competence or charisma: prove yourself, earn people's confidence, move on. Then the team goes quiet, the executive room gets political, and the organization stops believing what leadership says.
Executive coach Andrea Butcher has spent years inside executive and leadership teams watching this play out. The breakdowns she sees most often are not dramatic betrayals. They are unmet expectations, unspoken assumptions, and leaders too caught in the grind to notice the small moments where trust slips. Her reframe is direct: every communication, every email, every text, every Slack message is either building trust or eroding it.
Andrea Butcher is the founder of Abundant Empowerment and host of the Being at Work podcast. Her work centers on the being of leadership rather than the doing, and on the difference between predictive trust and the vulnerability-based trust that actually builds connection. In this episode, Kim Bohr continues a conversation that began when she joined Andrea on Being at Work to discuss SparkEffect's organizational trust research, this time focusing on how trust gets built.
What You'll Discover
The difference between predictive trust and vulnerability-based trust, and why the second one matters most
How a driven CEO built trust with his team through restraint rather than control
Why your strongest leadership trait can quietly become a liability
What labeling a difficult colleague costs you, and the question that rebuilds the relationship
Why dysfunction is a normal part of any team, and what separates teams that name it from teams that avoid it
The onboarding instinct that backfires, and the simple conversation that builds connection
Why circling back when something doesn't land is an active trust-building move
From the Conversation
Andrea Butcher:
“Every communication, every email, every text, every slack, everything I put out there is either building or eroding.”
Kim Bohr:
“When I think back in my own career, I've grown the most" from the more challenging situations. That's where I tell people that sometimes when they're going through those situations... this is where you're growing the most.”
Courage to Advance explores how visionary leaders are building the organizations they wish existed through trust, transparency, and the willingness to challenge what no longer works. Hosted by Kim Bohr, CEO of SparkEffect. New episodes drop every second, third, and fourth Tuesday of each month. Subscribe at https://sparkeffect.com/sparkeffect-podcast-courage-to-advance/.

Most organizations say they care about employee wellbeing. But when your therapist's office hours don't fit the windows your employer leaves open, when you're the only person trained to run a Friday report so you can never actually take a Friday off, when the word "accommodation" makes you feel like a problem before the conversation even starts, the message your people receive is different from the one you think you're sending. 
Sarah Harris is a licensed clinical social worker with more than two decades of clinical practice who still sees therapy clients every week. That experience is what drove her into workplace culture consulting. She kept watching her clients learn new coping skills in session and then walk back into workplaces that made those skills nearly impossible to use. Her book, The Culture Garden, gives leaders practical, script-ready tools they can read at their desk and use in their next conversation. 
In this episode, Sarah joins Kim Bohr to explain the neuroscience of perceived threat in the workplace, why one word swap changes whether someone feels safe enough to ask for help, and how the smallest, free changes often produce the biggest gains in productivity and trust. 
 
What You'll Discover: 
Why your wellbeing policy may be communicating the opposite of what you intend 
What happens in the brain when a perceived threat is triggered at work, and why your colleague hasn't heard the first four sentences of your question 
How replacing "accommodation" with "support" changes the entire nervous system response to the conversation 
The 20-minute message-checking rule that transformed an IT worker's ticket-clearing speed 
Why approaching with curiosity is accountability and compassion at the same time 
What two-way transparency looks like during disruption, and why naming what you don't know is as important as sharing what you do 
 
Sarah Harris: "The implied message of accommodation is that you are somehow a burden, that this is somehow a drastic change, that you're a problem. And so folks don't want to ask for accommodation because of the stigma attached to the word." 
Kim Bohr: "That's the illusion of inclusion. It may be well intended, but the realities of how the world is working isn't being considered."
Courage to Advance brings senior HR and business leaders into honest conversation about the work of leading people through real complexity. Hosted by Kim Bohr, CEO of SparkEffect. New episodes drop every second, third, and fourth Tuesday of each month. Subscribe at couragetoadvancepodcast.com. rPoG2nGNhym8y5OjgRjF

Most culture problems don't surprise anyone. That's the uncomfortable truth at the center of Scott McInnes's research - a study of Chief People Officers across Ireland that set out to identify what's actually blocking progress from the culture organizations have to the one they need. When Scott debriefed a group of respondents on his findings, the room didn't react with shock. They responded with wry smiles. Same stuff, different year.
Scott founded Inspiring Change in Dublin in 2017 after 25 years working in internal  communications and organizational culture across Ireland, the UK, and Europe. His clients include Boots Ireland, the FAI, Enterprise Ireland, and the Police Service of Northern Ireland. He's also the host of the Building Better Cultures podcast, with more than 150 episodes on culture, leadership, and engagement.
In this episode of Courage to Advance, Scott and host Kim Bohr compare what his Irish CPO research found with what SparkEffect's own US-based research is surfacing - and the overlap is striking. Geography changes very little. The five challenges Scott named are just as present in American organizations as in Irish ones.
What You'll Discover:
Why the same five culture challenges keep showing up decade after decade
How senior leaders cast a "long shadow" through behavior, not announcements
Why middle managers are the real culture carriers, as "chief sense makers"
How reframing "difficult conversations" as developmental ones changes everything
Why return-to-office mandates won't fix disconnection
Why trust is an outcome of behavior, not a value you can declare
Scott McInnes: 
"I might not know your values. But I can see your behaviors."
"Trust isn't a value. It's an outcome of us doing the things that we say we'll do."
Kim Bohr: 
"Most organizations know they have a culture problem long before they do anything about it. And the longer they wait, the more it costs them in talent, in performance, and in trust."
"If we can reframe difficult conversations as developmental conversations or support conversations, it changes everything about how people show up."
 
Courage to Advance is hosted by Kim Bohr, CEO of SparkEffect, and explores how leaders are building the organizations they wish existed. New episodes drop every second, third, and fourth Tuesday of each month. Subscribe and listen at https://couragetoadvancepodcast.com

Most leadership advice assumes everyone on your team is okay. What happens when they aren’t? 
That gap between caring deeply and not knowing how to help is where most leaders live right now. Dr. Gretchen Schmelzer names what’s underneath it. Leaders aren’t undertrained on strategy. They’re undertrained on what to do when the people they lead are struggling. Many try to skip straight to healing without first stabilizing the team. Others mistake ongoing wear and tear for a one-time crisis and treat it as such. 
Dr. Gretchen Schmelzer is a Harvard-trained psychologist, author of Journey Through Trauma, and co-founder of the Center for Trauma and Leadership. She has spent two decades helping organizations including the CDC, hospital systems, forest service firefighters, and Alaska Native communities lead through the kinds of seasons most leadership programs don’t prepare anyone for. 
In this episode, Gretchen and Kim Bohr talk about the difference between trauma and moral injury, why community is the antidote leaders keep missing, what real vulnerability sounds like in a one-on-one, and why the survival strategies that get people promoted are often the same ones that hold them back as senior leaders. 
What You’ll Discover: 
The three situations every leader faces and why misreading which one you’re in costs you the team 
Why mission-driven leaders are the most likely to burn out, and what they tend to get wrong about helping 
The distinction between psychological trauma and moral injury, and why moral injury can’t be healed alone 
What real vulnerability sounds like in a one-on-one when a leader genuinely doesn’t have the answer 
Why perfectionism, hyper-independence, and refusing to delegate become liabilities at senior levels 
How to help a team in survival mode build base camp before asking them to climb anything 
Why stress management isn’t a perk. It’s how leaders stay capable enough to lead. 
Dr. Gretchen Schmelzer: 
“Moral injury is not a psychological disorder. It is a wound of identity. It’s when I don’t get to behave in a way that’s congruent with my values and with who I believe myself to be.” Kim Bohr: "In our research around the state of organizational trust, psychological safety is one of the most fragile domains we measured, especially during disruption."
Courage to Advance brings senior HR and business leaders into honest conversation about the work of leading people through real complexity. Hosted by Kim Bohr, CEO of SparkEffect. Subscribe for new episodes weekly at couragetoadvancepodcast.com. 

Kim Bohr, CEO of SparkEffect and host of Courage to Advance, sees it all the time: leaders who don’t think about professional visibility until they’re forced to. A layoff, a reorg, a pivot they didn’t plan for. And suddenly they’re trying to build a presence from scratch on a platform they’ve been ignoring. That’s not just inconvenient. That’s starting from zero when the stakes are at their highest.
The common pattern is to treat professional presence as someone else’s job. The marketing team handles the brand. The company page is there. But the reality is simpler than that: people trust people, not logos. Company pages generate almost no real engagement. And a leader who only shows up when they need something is working from the same deficit as someone who only calls a friend when they need a favor. You feel the difference. So does everyone else.
In this episode, Kim sits down with Nina Froriep, a visual storyteller, Emmy-winning producer, and LinkedIn content strategist who spent the early part of her career producing for Oprah and winning awards in documentary filmmaking. When the industry shifted, she turned that storytelling skill toward helping business leaders show up authentically through her firm, Clockwise Productions.
What You’ll Discover
Why leaders who wait until a crisis to build their network are already behind
How Nina’s move from Oprah to LinkedIn showed her that less production builds more real connection
The “List of 25”: a simple way to keep professional relationships warm before you need them
Why sharing personal things you care about (a dog, a photo exhibit, a place you love) actually builds professional credibility
How LinkedIn’s algorithm penalizes inconsistency and why once a week is plenty
Why engagement, not posting, is the real growth strategy right now
“If we create a void, it will be filled with conjecture. So give them something about you personally.” — Nina Froriep
Courage to Advance is where we talk to leaders who are building the organizations they wish existed. Hosted by Kim Bohr, CEO of SparkEffect. New episodes drop every second, third, and fourth Tuesday of each monthSubscribe and listen at https://couragetoadvancepodcast.com.w0QAOJrG1hWLYYmmlIqB

Most companies treat employee motivation like a personality trait. When engagement drops, the default assumption is that the employee isn't driven enough or doesn't care enough. But what if the problem isn't who you hired? What if it's what you never asked them? Host Kim Bohr sits down with Daniela Tancau to unpack where the disconnect starts.
That's the pattern Daniela has spent 18 years diagnosing. Across thousands of interviews with employees and candidates, she's watched organizations reduce HR to two functions (hiring and administration) while ignoring the tools that actually shape whether people stay and produce. Companies run anonymous surveys that can't identify individual motivational drivers. They train employees based on company needs, not employee goals. They assume a shared mission means shared motivation.
Daniela founded Improve Work to close that gap. Based in Romania and serving entrepreneurs and team leaders across the U.S. and Western Europe, she developed a structured interview methodology organized around seven factors that affect employee motivation, from task alignment and manager relationships to salary expectations and career development. Her program is available as both a consulting engagement and a self-paced online course.
What You'll Discover:
Why "motivation comes from within" lets companies off the hook, and what they actually control
The difference between personal motivation and employee motivation, and why confusing them leads to disengagement
Why CEO-led motivation conversations signal care before asking for commitment
The seven factors that determine whether an employee stays engaged or quietly checks out
"You have to show care before you ask for the employees to care about your company and about your goals. So it's a two way street." – Daniela Tancau
Courage to Advance is hosted by Kim Bohr, CEO of SparkEffect, and explores how leaders are building the organizations they wish existed, sharing the real decisions, setbacks, and strategies behind meaningful change. New episodes drop every second, third, and fourth Tuesday of each month. Subscribe and listen at https://couragetoadvancepodcast.com

Most leadership development programs don’t fail because the content is wrong. They fail because of what organizations do, and don’t do, the moment the program ends. 
Richard Mirabile, PhD, is a leadership development researcher and practitioner with more than 30 years of applied work across organizational psychology, corporate environments, startups, and consulting. He is the creator of SparkEffect’s Leadership Development program, a 16-module facilitated development experience built from decades of research on what genuinely changes how leaders lead. 
In this episode, Mirabile and host Kim Bohr examine the gap too many organizations miss: the difference between doing leadership and being a leader. Most programs address the doing side: results, output, metrics. His argument is that the being side (how you show up, whether you listen, whether your team trusts you enough to tell you the truth) is what truly determines whether a leader holds up under pressure. And it’s rarely addressed in standard development programs. 
What You’ll Discover: 
Why the “single-shot” training approach almost never produces lasting behavior change 
The difference between doing leadership and being a leader, and why most organizations only measure one 
Why leaders are almost never terminated for technical failures, and what really derails them 
How “facilitated development” differs from training, and why that distinction matters for L&D ROI 
Where AI falls short in leadership development, and why human connection can’t be replaced 
What Mirabile's “to-be list” looks like in practice, and how to try it this week 
How SparkEffect’s Trust Elasticity research (71% of employees experienced major disruption in the last 24 months) connects to what leaders are doing, or not doing, right now  
“If the trust isn’t there, it almost doesn’t matter what else you do.” — Rick Mirabile, PhD 
About Courage to Advance: Hosted by Kim Bohr, President and COO of SparkEffect, Courage to Advance features researchers, executives, and practitioners doing the hard work of building organizations where performance and trust aren’t in conflict. Subscribe wherever you listen to podcasts at couragetoadvancepodcast.com.