The Chris Voss Show Podcast – The Trust Factor with Kim Bohr: Unlocking Higher Revenue and Employee Retention

The Chris Voss Show Podcast – The Trust Factor with Kim Bohr: Unlocking Higher Revenue and Employee Retention Sparkeffect.com/chrisvossshow About the Guest(s): Kim Bohr is the President and CEO of Spark Effect, a national leadership advisory firm specializing in working with Fortune 1000 and mission-driven organizations as they navigate restructuring, leadership transitions, mergers, and AI integration. With a wealth of experience as a CEO through planned succession, Kim has successfully led cultural integration following mergers. Additionally, she serves on the board of Cascade Public Media and has chaired governance for Susan G. Komen's national board. Kim is also the host of the Courage to Advance podcast, where she discusses leadership challenges and how to build and maintain trust within organizations. Episode Summary: In this insightful episode of The Chris Voss Show, host Chris Voss is joined by Kim Bohr of Spark Effect to explore the intricate dynamics of organizational trust. Trust, as Kim emphasizes, is quantifiable and essential for thriving businesses, particularly amidst dramatic disruptions like AI advancements. The conversation delves into Kim's extensive research featured in the "2026 State of Organizational Trust" report and sheds light on the pivotal role trust plays in impacting an organization's revenue, retention, and reputation. Throughout the episode, Kim explains how organizations can navigate the challenges posed by AI anxiety and organizational disruptions. She argues that trust and communication must be foundational elements in any strategic plan. Kim shares compelling findings from her research, revealing that high-trust organizations exhibit significantly higher revenue, employee retention, and reputation scores. The conversation offers valuable insights into how leadership can foster trust through clear communication, supportive management, and a strategic approach to embracing technological innovations without alienating employees. Key Takeaways: Trust is a critical element for organizational success, measurable and manageable like any other KPI. Organizations with high levels of trust report higher revenue, employee retention, and customer reputation scores. The introduction and ongoing use of AI represent significant disruptions but offer opportunities for innovation if navigated strategically. Effective communication and transparency from leadership are paramount in managing disruptions and building trust. Leadership development and executive coaching are crucial for managers to address current and future disruptions effectively. Notable Quotes: "Trust has a direct connection to retention, reputation, and revenue." - Kim Bohr "Trust isn't a squishy thing; this is real business." - Kim Bohr "When trust shatters, it's often because people feel like their leader doesn't have their back." - Kim Bohr "AI is by far the most disruptive factor right now, and personal crises are right behind it." - Kim Bohr "We have agency, we have control, and there are ways to take action that allows us to get through this time more productively." - Kim Bohr

• 0:01Speaker 00

  You wanted the best. You've got the best podcast, the hottest podcast in the world. The Chris Voss Show, the preeminent podcast with guests so smart you may experience serious brain bleed. The CEOs, authors, thought leaders, visionaries and motivators. Get ready, get ready. Strap yourself in. Keep your hands, arms and legs inside the vehicle at all times because you're about to go on a monster education roller coaster with your brain. Now here's your host, Chris Voss.

• 0:36Speaker 01

  The folks of us here from the Chris Voss Show dot com. Ladies and gentlemen, our last thing that makes official welcome to 18 years of the Chris Voss Show, the oldest living podcast is still broadcast, one to two new shows every single day. There's only a handful of us left and hopefully we want to be the last podcast standing. The way we're going. Go to goodreads.com for just Chris Voss for your family, friends and relatives. Go to facebook.com, youtube.com, linkedin.com for just Chris Voss, one word, and be sure to check out all the wonderful details that we have there. We're going to be getting into with a wonderful young lady today. Kim Bohr joins us. She is the president and CEO of Spark Effect, a national leadership advisory

• 1:17Speaker 01

  firm that works with Fortune 1000 and mission driven organizations as they move through restructuring, leadership transitions, mergers and AI. Her focus is what most change plans underestimate. Trust can be measured and managed like any other KPI, especially when things are changing fast. She brings the view of a CEO who stepped into the role through the planned succession and led the cultural integration of a merger and of a board director who serves Cascade Public Media and previously chaired governance for Susan G. Komen's National Board. Welcome to the show. How are you, Kim?

• 1:55Speaker 02

  Oh, I'm wonderful, Chris. Thanks for having me.

• 1:57Speaker 01

  Thanks for coming. It's wonderful to have you. Give us any dot coms, websites, social media, wherever you want people to find more about you on the interwebs.

• 2:05Speaker 02

  Absolutely. So first of all, they can get this report we're going to talk about at sparkeffect.com forward slash Chris Voss Show and they can download that for free. They can find me on LinkedIn at Kim Bohr, B O H R. And then our, we have our own podcast we'd love people to check out called Courage to Advance. You can get that on YouTube or your favorite platform. And we talk a lot with leaders and the challenges they're having and building and maintaining trust.

• 2:31Speaker 01

  Ah, trust is an interesting thing with all the layoffs we've seen going off the last two years and some of the approach of AI's encroachment on people's jobs. Give us a 30,000 overview. What's inside this 2026 state of organizational trust?

• 2:46Speaker 02

  It really goes into what is happening inside organizations with all the varying types of disruptions we're facing and disruptions aren't all bad, right? There's a lot of innovation that comes from them, but the reality is AI is by far the most disruptive and personal crises that people are facing are right behind it. So the reality is that as we come into work, there are this whole person and these disruptive moments are really shifting how people are able to be most effective in what they're doing. And so it's not, we can't get rid of those disruptions, but we can think about how we come at them. And so the data in this year's report really talks about what's happening to trust and how can organizations build it or risk breaking it severely and that it can be measured and then it should

• 3:30Speaker 02

  be part of your strategic planning. And so that's where we really want to focus in on helping people understand this isn't a squishy thing. This is real business.

• 3:38Speaker 01

  Yeah, yeah. Trust is a very important thing. People leave, the number one people reason people leave corporations, I think this is still a thing is over poor management or good management or poor management driving their way. I'm sure trust probably is a factor of that poor management then.

• 3:53Speaker 02

  Absolutely is. And in fact, what we've seen in both years of research is that your manager is that pivotal point. And by manager, I mean anybody in that ladder, just the people leader. And so what we also know to be true is that although trust is the strongest with the manager generally in their direct reports, it also fractures the most significantly. And this year, we actually found that trust between the individuals and their team is actually even stronger than that other manager. And what we're finding, so you're absolutely correct, right? When trust shatters, when somebody feels like they don't have my back, when what they've said is not panning out to be true, all of that is a factor that causes people to look somewhere else.

• 4:33Speaker 01

  Yeah. And a bit of panic too, because if you can't trust who you're working with, you're just, you're just living like Caesar in, in the Senate, waiting for the knives.

• 4:41Speaker 02

  Exactly.

• 4:43Speaker 01

  So now, how do you guys, let me, let me ask this for a foundational question. We're seeing a lot of oligarchy behaviors of some of our Silicon Valley people since 2025, 2024 to where it seems like they've thrown the bath water out, the baby out with the bath water of caring and be having some sort of ethical bias. And it's just like this AI gold rush of screw everybody, we got to be there first. And they're, they're just fighting over which I guess who's going to be top dog. Did they, does an organization have to care about trust in the first place?

• 5:18Speaker 02

  Oh my gosh, they absolutely do. Because what you're seeing, even in that example, right? We, we haven't been inside those specific or AI large organizations, but what I will tell you is from what you're seeing from the outside, think about what's being reported from the difference between Anthropic and OpenAI over the last six months. So there, we would argue there is some kind of trust factor going on inside those organizations. And that may be what between a difference between what they say and what they do and the fact of what they're doing isn't aligning with what they've said or what people signed up for. So trust, one of the things that was really clear in our research in both years is that trust has a direct connection and we were able to measure it and show it

• 6:00Speaker 02

  to retention, reputation and revenue. And in the second year of research, we saw that it's not only reputation by itself, but it's actually breaks out to customer reputation and to industry reputation. So these organizations, any organization should care because it absolutely is impacting your bottom line. And so thinking of it as this squishy thing or something we say we do, but then immediately we take actions that are opposite is directly impacting your organization and the people you have working for you.

• 6:30Speaker 01

  Yeah. It says here in the report, high trust organizations report 35% higher revenue scores, 30, 47% higher retention scores. Now is that with retention of employees or customers?

• 6:43Speaker 02

  That's the retention of employees. So people want to be inside that organization when they know why my job matters, how it connects to the bigger thing. When I get chance to ask the questions because something's unclear and I don't have to have fear retribution. There's many factors like that that we measured that people associated with high trust around their organization and in that case retention.

• 7:03Speaker 01

  Yeah. And you spend so much money to hire people to train them especially and keep them up to date on training and different things. And of course, they've invested in their education as well to, to approach your organization. High turnover can kill a business. It really can.

• 7:19Speaker 02

  Yes.

• 7:20Speaker 01

  And it's also states here 46% higher customer and industry reputation scores than low trust organizations. When employees happy, it makes all the difference in the world.

• 7:31Speaker 02

  Yeah.

• 7:31Speaker 01

  I've interacted in customer service with employees that are happy. They love their job. Maybe they don't have the best job in the world, but boy, when you call the cable company and there's that one customer, that customer service agent who's happy and bubbly and yeah, I'll help you with what you need and, and stuff like that. It's so much better than when you call the ones that are miserable at their job because probably a low trust, poor management. That's usually what I see when I see unhappy customer service employees. But it makes such a difference to you as a consumer because you're, it's almost like a bond of trust where you're like, this employee seems to trust their employer.

• 8:07Speaker 02

  Yeah.

• 8:08Speaker 01

  And their employer seems to care about them and, and that seems to be their interest. So with that sort of level of integrity of that organization, I feel safer to buy from them.

• 8:18Speaker 02

  Absolutely. The, what comes to mind when you talk, say that is I can think about airlines I've traveled on where there's a complete difference and you can see it down through the flight attendants, right? I'm like, oh, they like their jobs. Oh, clearly they do not like their jobs. And my experience on that airline, even though we're, we're just going from point A to point B is a different experience. And I think that's, that's one of, that's really ties to the idea of customer reputation and industry reputation. What do others in your industry think and know about you? And frankly, when that word gets out, that can become a competitive advantage to them if what they do and how they treat their customers and how, how they're known to be treating others in their industry is versus that, that just becomes this competitive advantage.

• 9:00Speaker 01

  Yeah, it really does. I, we talk a lot about culture on the show over the decades and how important it is to have a learning organization or an organization that's healthy, where people can admit, take self accountability. There's a lot of organizations where people can't trust their managers. If they admit there's a failure or they admit, maybe they don't know something and they need to know something better. And then they get laughed at or mocked or treated like stupid stepchildren. And in reality, there, everybody learns at different paces and you've got to have an organization that goes, that's okay. What's important is we get you to know what you need to know. And now that I've had employees that no matter what you tell them, they just seem to never retain. It's, I guess there's some exceptions to the rules of idiocy, but for the most part, you know, some people

• 9:45Speaker 01

  miss things. They need, some people, sometimes my brain goes, no, what were the rules exactly? I better make sure. Cause

• 9:52Speaker 02

  Yeah.

• 9:53Speaker 01

  Cause there's a lot that went into training, but if you don't have that sort of organization, the person who breaks the $30,000 machine or costs you an enormous amount of money in failure, it's usually because sometimes they were afraid to ask the knowledge they didn't fully have or fully master.

• 10:10Speaker 02

  Exactly.

• 10:11Speaker 01

  Yeah.

• 10:12Speaker 02

  One of the things that also showed up in this research, I think, is really relevant to listeners is we all have this sense of there's just so much going on, right? And, and there's often this belief that I think whether we coin it in its official term or not, that, hey, once we get through this thing, things will slow down, we'll have a little bit more breathing room. And that really was a significant factor in us thinking about this research. And what we found this year was that 85% of respondents had experienced a major disruption in the past 24 months, and that's up from 71% the year before. So the reality is that, that we're not going to stop these disruptive moments.

• 10:52Speaker 02

  And what we also are finding, and I'm, I'm think, I'm sure people listening can attest to this, more and more is being asked of that people leader to, to put out all the fires, to educate the teams, to keep everybody on track and all that. And although those are aspects of their job, they're, what we are questioning in this research this year is, are they equipped for them to meet the moment? Do they have what they need for the moments they're facing? Cause these aren't just these big things. Inside a team, there's daily stuff happening and these, these micro disruptions. And are they actually able to have the EQ or just to have the consideration or ask the questions and be curious around what's going on? To, to the examples you gave, to help shape, why is somebody afraid to step in or to ask

• 11:37Speaker 02

  or whatever the case is? And so one of the things that this became really clear to us is that there's a lot being put on these people leaders to have to carry a, a big load. And really what we think needs to happen is a, a reevaluation of the system that's around them. They're part of the intervention when these things happen. They shouldn't be the sole aspect, because when trust breaks, it breaks significantly. And that's where we see some of those big swings in what we call that trust elasticity.

• 12:09Speaker 01

  Hmm. And disruptions, like you mentioned in the report, is increasingly being an issue for people. And it doesn't help the people who are listening to Elon Musk stating that AI is going to take everyone's jobs. You're probably going to live off some sort of handout stipend from the government, which doesn't ever sound like a good idea. I've had friends that have been like, I'm, I'm going to go on, what's that thing that the government gives you? Disability? And I'm like, I don't think you understand how much that is really going to limit the future of your life and earnings income. It sounds great, probably for a few months, but you know, it's a trap that's really hard to get out of for life.

• 12:45Speaker 02

  Yeah.

• 12:45Speaker 01

  And, and, but a lot of people are, they're really worried. I'm, I'm a person who's been able to make my own money, make my own businesses, make my own companies, turn ideas into money. And even I worry a little bit about AI. There's plenty of podcasters getting replaced by AI nowadays, but hopefully they're never as funny or interesting as I am, but they could be, I suppose.

• 13:05Speaker 02

  I think the concern's real. And one of the things I would say is, that's one of the pieces that I think organizations are missing. I was talking to a head of global HR who had just left their organization. And if I named the company, you would absolutely know who it was. And they, he left the organization because the culture had shifted so dramatically. And in particular, one of the recent things that had happened was that the CEO said, we don't need to have a strategy around AI. We don't need to have formal training or implementation around it. We're just going to let everybody go figure out it on their own and use it the way they think fit. And that is the worst thing you could do for all the reasons, right? The fear of job loss, the cost that that is going to incur, the fact that the, the

• 13:49Speaker 02

  risk you just opened your company to and on and on.

• 13:52Speaker 01

  Yeah. And plus they, I read that as, we're not going to train people in AI because we're going to be laying probably half of you people off.

• 13:59Speaker 02

  Maybe.

• 14:00Speaker 01

  So my father, right?

• 14:01Speaker 02

  Maybe, right? It's a huge disconnect. It's all the things in the report we say do not do. So it's like, one of the things, so to your point, like AI has a place. One of the things we're, as we use it inside our organization, we realize there are limitations to what it can do and the human is still needed very much. And what we're starting to see is more of finding ways that AI and humans come together. Yet it's still, it's a reality that there will be shifts in some industries that are significant. And what I think is really needed is there needs to be organizations that can say, hey, we, here's what the other side is going to look like, and here's how we're going to get you there and train you for it. Or here's what the other side's going to look like.

• 14:44Speaker 02

  And it, and although there's not a place for you, we are going to help you find what's next and help you transition to what's next. And both of those require investment in time and some money, but that's what needs to be happening versus to help people come along in the process, right? And, and build their AI fluency or figure out where the world is. The more though, we get these kinds of articles that are written that create more fear mongering, which again, there may be some truth, but that is not helping anybody figure out how to, to meet this moment. And, and I think that's a real opportunity for organizations and leaders to come in and say, we could do this better.

• 15:25Speaker 01

  Yeah. Yeah. And communication is really important too.

• 15:28Speaker 02

  Huge.

• 15:29Speaker 01

  And, and trust in communication, I suppose, because a lot of, some people just try to PR communication with blue sky bullshit and, and then they behave completely the opposite.

• 15:39Speaker 02

  Yeah, absolutely.

• 15:39Speaker 01

  A signal from their leadership. So yeah, it's how, how these organizations respond to disruption matters enormously, according to your report. And only 32% of respondents receive support from a direct manager or most common intervention, the, the most common intervention reported. Yeah. Yeah. People have to look at their organizations and go, what are we signaling? Because too many times they're just like, we'll do a PR press release and tell the employees our morals or ethics or character. We'll just state a bunch of BS feel-good terms and, and I don't know, maybe everyone will live that way. But no, people look to the man on the white horse, the woman on the white horse nowadays, you can call it, to lead.

• 16:20Speaker 01

  The, the setting, the culture, the standing is established by the leader, the CEO, or and maybe some of the people under him. But that sets the standard for how the rest of the organization either, either says, okay, this is the way you want to go, or yeah, this, this is a horrible, this is untrustworthy, unethical, immoral, maybe sometimes criminal organization that doesn't behave like it says it's supposed to behave and thereby can't trust it because it says one thing and puts the old thing talking on both sides of their mouth.

• 16:53Speaker 02

  Yep. A hundred percent. And that, what's interesting about that stat you mentioned is that that was the most, so 32% received support from their manager. And that was the most effective intervention, if you will, of support mechanism. Everything else below that was less. But what that also means is two thirds of those people didn't get what they needed in that moment from that leader. And what we know is that if managers have the right tools, if you will, for the right disruption in the right moments, it increases trust. So the manager is still the most effective place to be investing in. But the question we have, based on when we looked at this research is, has, is, do they, do they have what they need for the moment?

• 17:36Speaker 02

  Is it that they have certain things, but what they're really being hit with, they're just not equipped for, whether that's a behavior that they have to develop themselves or whether that's something more tactical? But it's, the reality is that this is, we've got to figure this out because it's not going to get any better unless we actually start to tackle what it means to have trust. And as you were saying, communication and transparency is huge. And that doesn't mean you're, you're, you're opening all your books and sharing everything. There's these degrees of transparency, but telling people what you know and what you don't know, giving people a chance to ask questions, understanding why their work matters and how it connects, all those things that sound really basic are where the breakdown is happening in so many organizations right now.

• 18:21Speaker 01

  Yeah. It's nice, people can get lost with all the, sometimes the corporate or company politics or the water, do people still get around the water tank and talk?

• 18:31Speaker 02

  The water cooler, some of the water, virtual water cooler.

• 18:34Speaker 01

  That whole virtual water cooler community with the rumor mill and all that stuff.

• 18:39Speaker 02

  Yeah.

• 18:39Speaker 01

  They can get lost on that. And so there needs to be a resetting or a, a continuum of that. So how can companies, instead of hiring more managers, equip people better? What are some tools or functions that you recommend they use?

• 18:54Speaker 02

  Yeah. So I think at the executive level, really being, working to make sure there's trust in those executive leadership teams is a, is a good starting place in some aspect, right? Cause what you, do we agree that we have a trust problem? Do we agree what we're working on? You oftentimes, when we see something about, oh, there's, they say we need to communicate more, people interpretate that, interpret that as more newsletters. No, that's not what that means. That means there's a trust issue going on. And I've seen people interpret it that way. I'm like, no, timeout. No, that's not it. So I think there's that aspect of actually talk with your leadership team and understand when it comes to making decisions or who owns what, is everybody on the same page about that? Is this something that a leader, a manager should own? Is this something that actually they can deliver the message, but we've got to give really clear direction?

• 19:37Speaker 02

  Or is it something that we need to own and they have to support it? So there's some, there's some tactical things there. And I will tell you, when we've run those exercises with leaders, they are often not on the same page. And, and so it is about finding where is that basic level of clarity? For people that are just leading people inside their organizations today, or even individuals, contributors, like.

• 20:01Speaker 02

  Asking questions, trying to understand where the, where the role matters, how it aligns. Managers should be having check-ins every week with their teams. If that's not a one-on-one, it could be a, hey, we, we need to, I want to make sure we're aligned as a team. I want to make sure we're building trust. Having some of those regular check-ins to say, how are we doing in trust building with each other is really powerful because that builds that unit in, you know, and people feel like you have their back. And so I think those are, you, we go through the report with more ideas too, but really giving people the sense of what can they do is starts with just, some of it's just basic curiosity and, and care.

• 20:41Speaker 01

  Hmm. Now, in your report, there's a graph here. It's a circular graph. It shows disruptions greatest impact. And I believe from my understanding of reading it, the introduction of AI and I would, AI anxiety is the number one greatest impact to what's going on in organizations right now. Even more so than a personal crisis, like, oh, my kid's having a, something at the school. I gotta pick him up, take him to the hospital. Introduction of AI even is creating more anxiety than that by a slight measure.

• 21:12Speaker 02

  It is. And what was really interesting, so it's the introduction of AI and the ongoing use. And so if you think about even that example I said with that, that CEO, one of the other interesting and surprising stats that came out of this was that managers or people leaders, again, wherever you're at in the organization, were two times more disrupted with AI than those they lead. So think about that. We're asking these leaders to, to absorb it, to figure out how to use it, to be really confident about it, and then to go tell your teams to do it. And then you're, but yet you are not sure where this fits for your job, worried if it's going to take it over. What does this mean? How am I supposed to tell them it's not going to impact

• 21:52Speaker 02

  their job, or whatever the case is? Or how am I supposed to set rules about what we're supposed to use when I have no idea the degree of what this thing is? So that AI disruption is really huge and we can't, we shouldn't brush it aside because we saw it across all types of industries and all types of, of respondents.

• 22:16Speaker 01

  So with your podcast, Courage to Advance, what, what, what are you talking about over there? Who are some of the guests you have on and, and what's the discussion going on?

• 22:24Speaker 02

  So we started this a few years ago and really it was to be a point of the, the reality is we need more courage inside our organizations to make hard decisions, to have hard conversations with empathy and care. And we are not seeing that to the degree we need to. In fact, that research points to a lot of that. And so we started this podcast with the intent of providing stories for people that have been in leadership roles, that have gone through their own journey of trust building and, and challenges, and really want to tell like where they're at and there's their point today. We also have authors on there and it's always, so the theme has always got trust and courage through those discussions. And so we've had authors, I had a gentleman

• 23:06Speaker 02

  recently that had been in the State Department and was in South Africa during the time of apartheid, trying to build relationships and trust. That is a very challenging story he had. There's an author that I had that talks about AI and how the moment we're in. I've had another one that's talked about the, the journey of being in the NFL and what that, and, and not succeeding and what that taught him. And so there's, we always want to talk, bring those real stories so that people listening can feel like they are not alone, that there is something they can take away from each of those stories, but also something that they can relate to.

• 23:43Speaker 01

  When people go to your website, what does your clients look like? Is there a certain type of client or net worth or experience status that they need to have? Tell us about what your ideal client looks like that might be out there listening right now.

• 23:56Speaker 02

  So we work with Fortune 1000 organizations. So we have some of the big guys all the way down to midsize organizations. We are across industries. We happen to have many clients in healthcare, biotech, biopharma, that newer kind of age tech, and certainly financial services. Really broad portfolio. We are very much looking at people that are managing their own budgets, leading organizations, leading HR functions, leadership development functions, leading those kind of areas where they have opportunity and desire to invest in people. We have four big core areas of the business. So we have outplacement. So when there are those difficult decisions to

• 24:39Speaker 02

  lay off either individuals or, or larger numbers, we take them through a career transition process. We have executive coaching that does help people really grow those skills or transition to the next role that they're in. We have a very specific leadership development work we do, and then we do work with CEO evaluations and board advisory work. So we have those four buckets. So anybody who's looking at if they need to have a CEO that needs to be evaluated, that's usually, boards are usually very interested in, in that. We have a process that's very collaborative and co-created. So the work we do, trust strings through all of that. If we're working with executive teams, as I described earlier, and we're working to have, make sure they're aligned in trust, we're really trying to make sure, how, how does everybody get on the same page and

• 25:22Speaker 02

  educate clients when they have to make really difficult decisions about a way to do that that builds trust as we show in the data in the report and doesn't destroy it.

• 25:30Speaker 01

  No. Do you do any polling where you poll the people's employees and see how much they trust the CEO, anonymous polling or anything like that?

• 25:38Speaker 02

  We've only done it through this research where we've had, and in this last year, we had 600 individuals, both were 50% were people leaders and 50% were individual contributors. But we haven't done, we don't do specific surveying like that. But what we do is with the CEO evaluations, we actually do a 360. So the CEO rates themselves, the board rates them, their direct reports rate them. And that's very telling because a lot of times there's a difference between what their direct reports think and what the board thinks.

• 26:07Speaker 01

  Oh, yeah.

• 26:07Speaker 02

  So there's a lot of opportunity for, for development and for celebration in those type of settings. So that's the closest we get in that work.

• 26:15Speaker 01

  What other, what offers, total offers, I guess, do you have there on the website that people can engage in? Are there various, the various different things you're doing for people? I'll, I'll let you take the.

• 26:26Speaker 02

  Yeah. So if people are interested in, is executive coaching for me, there's things there, or is it for our organization? There's things there that people can download and take some quizzes that give them a sense of what works for them. There's also case studies. So people can say, what is it like to experience working with us? But also in the place of, if you're having to make difficult decisions around laying people off, there's some case studies that talk about that. There's case studies that also talk about people that have brought executive coaching in, in that really systemic and systematic way where it was a very much part of their culture. And so people can engage in those different types of assets that we have. They can also ask, access the, some of our recordings that we've had of some

• 27:08Speaker 02

  of the webinars we've done on the website that if they're interested. So there's a, we, we really have built that out to be very functional for people that have their very needs and to be able to path their way through to whatever that might be.

• 27:23Speaker 01

  Ah, and so they can go to your website, they can sign up on the various different resources there. Schedule of, I see a free strategy session for stuff. There's lots of research they can, of course, they can download the, the report and check that out as well and see there's a let's talk button. You can check out your guys' blog, research, press, different events that you have and, and executive coaching, leadership development. One thing that's interesting, we've talked about the years on, on the show, is a lot of people get promoted into management and never are given real leadership courses. They just go, you seem like you're management quality, so we'll just give you the job. And sometimes they come from fields like sales. I've had the struggle of salesmen's make, being put into management because it's a whole

• 28:07Speaker 01

  different mindset. And they need coaching on leadership. They need classes or education on how to be good managers, how to be good leaders, because you just can't assume that someone's a fully functioning CEO level manager, but any different level and just be like, they seem like they have some leadership qualities. So just throw them in the bucket and hope they make it.

• 28:29Speaker 02

  Hundred percent. And we see that over and over again, but they were great in their role, but their role, they were really good at that. You haven't set them up for success in this. You know, we have a program called readiness. That's part of it. It's a executive coaching line that we have that is really good for people coming into that new role of leadership. And it takes them down one of three paths, either communication, leading others, or strategic thinking. So depending on where they need to start, it's a really nice way of developing those skills very quickly early on. And then we also have in the leadership development space of, of work, we have some really fantastic modules that are also geared to that type of

• 29:10Speaker 02

  population. So I think what I love about the work we do is that it really is, it really is making a difference in organizations and in, in individuals. And so we want to obviously spread the word on that because everybody deserves to be successful in what they do and feel good about themselves. And often it's just something small, like engaging in these type of things we're discussing, that is that pivotal click for people to then just really excel.

• 29:40Speaker 01

  So as we go out, give people a final pitch out to get to know you better, order up your services where they can download the podcast and also the report.

• 29:48Speaker 02

  You bet. So please visit sparkeffect.com forward slash Chris Voss Show to download this report for free. Check out our Courage to Advance podcast. You can find it on YouTube or on your favorite podcast platform. Also, our Spark Effect has YouTube page also has a ton of videos and resources of things that we've presented at and discussed, and you can definitely take advantage of those. As you mentioned, Chris, our sparkeffect.com website has many resources that people can download to, and quizzes they can take and to figure out what's right for them. And then I love to always connect with people on LinkedIn and that's Kim Bohr, B-O-H-R, and they can find me there.

• 30:27Speaker 01

  Thank you very much, Kim, for coming to the show. And what an insightful research report. I kind of had somewhat of an idea of, of how much anxiety people have with AI, but it's great that you've mapped it out and to see it be the number one concern among people really talks about its relevance as to, as an organization, you may almost have to say, are we, are we communicating effectively on keeping people a little bit calm about AI and, and that we're going to tread carefully and reasonably? You see so many of these companies, usually the AI companies themselves, that are just seem to be racing at breakneck speed, pushing all the Pandora's boxes open and not really concerned about. And, and when employees

• 31:08Speaker 01

  hear reports of escaping sandbox AI bots attacking and going after the stuff and, and extortion that it's been found to do when it gets cornered, it's not, you're, there's a worry. I've, I've kind of had to accept that maybe I just have to realize that someday AI will kill us off as a weak, as a weaker species. And that's just the way it's going to have to be. It's the same bargain, Faustine bargain I had to make with the Russians and the nuclear bombs when I was four years old at the school table, which clearly, you know, those old steel case tables with all the asbestos and lead in the paint would, would clear you from a nuclear blast.

• 31:46Speaker 02

  Yep, that's for sure. What I would say is, Chris, just for your listeners, I am with them. We see these reports all the time. But here's the thing, we have agency, we have control, and that's so much about what we want to make sure people know is there are ways for you to actually take action that allows us to get through this time in a, a more productive way. And that's what we hope people will be able to take away from this conversation.

• 32:10Speaker 01

  Thank you very much, Kim. We really appreciate it.

• 32:12Speaker 02

  Thank you.

• 32:13Speaker 01

  And thanks so much for tuning in. Be sure to click the link on the Chris Voss Show where you can download that using the Chris Voss Show name there at the end. Thanks so much for tuning in. Go to goodreads.com, fortresschrisvoss, linkedin.com, youtube.com, and facebook.com, fortresschrisvoss. For the show to your family, friends, or relatives, be good to each other. Stay safe. We'll see you next.

• 32:34Speaker 00

  You've been listening to the most amazing intelligent podcast ever made to improve your brain and your life. Warning, consuming too much of the Chris Voss Show podcast can lead to people thinking you're smarter, younger, and irresistible sexy. Consume in regularly moderated amounts. Consult a doctor for any resulting brain lead.

• 32:55Speaker 01

  Opinions expressed by guests on the podcast are solely their own and do not necessarily reflect the opinions of the host or the Chris Voss Show. Some guests of the show may be advertising on the podcast, but it is not an endorsement or review of any kind.