What changes when “I’ll try” becomes “I’ll do it!”? Carla Ondrasik, author of Stop Trying!, joins Jim Bonham to explore how fear of failure and perfectionism can keep good ideas from becoming action.

Drawing on her career in music publishing, Carla shares a story about a songwriter who took on a challenge he thought was beyond him. She and Jim discuss what leaders can do to make room for ideas, mistakes and initiative, and why that matters in an employee-owned company, where everyone has a stake in what happens next.

What gives work meaning beyond a paycheck?

In this episode of The Ownership Effect, Jim Bonham sits down with Kathy Varol, former Head of Global Purpose Strategy at Adidas, to explore how purpose can transform a company from a place people work into a place people believe in.

Drawing on her journey from Peace Corps volunteer to global business leader, Kathy shares how purpose becomes more than a mission statement when it's embedded into strategy, culture, and everyday decision-making. She explains why purpose-driven organizations attract committed employees, build stronger cultures, and often emerge stronger during challenging times.

The conversation also explores why employee-owned companies may have a unique advantage. Ownership aligns people around success, but purpose gives that success meaning. Together, they create workplaces where employees are invested not only in what the company earns, but in what it stands for—and where business becomes a force for creating opportunity, impact, and lasting value.

What makes an ESOP an ESOP—and why does the distinction matter?

Jim Bonham sits down with Ben Holder of Plastic Products Company, Derek Vick of Freedom Industries, and Peter Ney of EA Engineering, three experienced ESOP leaders, to unpack the core principles that make ESOPs unique.

They explore how ESOPs create long-term wealth and retirement security for employees, the fiduciary protections and transparency built into the model, and why ESOP ownership is fundamentally different from other forms of employee ownership.

The conversation also turns to emerging proposals aimed at expanding employee ownership through private equity and other models. The group discusses why The ESOP Association supports new approaches to employee ownership while drawing a clear line around what should, and should not, be called an ESOP.

It’s a candid conversation about what has made ESOPs successful for more than 50 years, what’s at stake as new ideas emerge, and why definitions matter when public policy and employee owners are involved.