We recently connected with Larke Brost-Kazmierski and have shared our conversation below.

Larke, looking forward to hearing all of your stories today. Are you happier as a business owner? Do you sometimes think about what it would be like to just have a regular job?

As a leadership and systems consultant, I assess, design, and build capability for leaders of big initiatives and systems. And I actually like being on the inside, getting a firsthand look at how organizations tick. Plus, I genuinely delight in the long-term relationships I build with teams. But one thing that I’ve noticed, after 25 years in corporate positions, is how challenging it is to remain true to my values, aspirations, stories and decision-making. It’s a blessing and a curse to be a keenly sensing and empathic person in a systems role. I’m always examining and teasing out where I stop and the soup I’m swimming in begins. So part of what inspired me to put up my own shingle was to offer clients a detached perspective and inquiry into how they navigate their environment.

Little did I know how fleeting happiness was out on my own. I suppose it’s one of the many emotions that comes from being on my own path. Many other emotions also play into it, because, the truth is, happiness and uncertainty seldom go hand-in-hand. At my best, running my own business inspires excitement, curiosity, and hope. Many days, it’s just uncomfortable and muddled with self-doubt, lack of motivation, and fear. The reality is that as an entrepreneur, uncertainty is the only constant. On those tough days, I can’t rely on the structure of a 9-5 to refocus me – I have to do it myself.

So, yes, in moments of self-doubt, I’ve been guilty of spending time on LinkedIn, perusing full-time job postings and indulging in fantasies of returning to a regular job. I was tempted at one point to consider a role at a company I used to work for. The mission was clear and challenging, there was support from the organization, and the team was amazing. But I couldn’t go through with it. Taking that job would have meant conforming to someone else’s definition of success and value. It would have meant sacrificing my own definition for one rooted in outdated mindsets. And that tension is exactly why I left the corporate world in the first place.

I didn’t become an entrepreneur because I was chasing happiness. I chose this path to be in better tune with my values, capacities, rhythms, and evolution. I track these through my chosen metrics of joy, sovereignty and alignment. It’s about being honest with myself, listening to the wisdom of my emotions, and taking action that aligns with who I am becoming. Fully honoring the emotions that arise when creating and offering my services is part of my day. Running my own business is confronting because my successes and failures feel so personal. I work to be honest with myself and stay in action, experimenting and engaging opportunities and clients in new and better ways.

Larke, before we move on to more of these sorts of questions, can you take some time to bring our readers up to speed on you and what you do?

Reflecting on my 15 years of guiding Fortune 1000 companies through floundering, high-risk, and chaotic change initiatives, I realize that traditional change management processes fall short far too often. I have found that engaging and rallying employees to lead the necessary changes for themselves rather than simply treating them as mere targets yields much better results.

My approach is grounded in participatory and continuous transformation, sound enterprise-wide strategy and planning, and leadership and performance coaching for leaders and teams alike. Over the years, I have earned the respect of leaders and managers by helping them navigate the overwhelming ambiguity and uncertainty that often accompany change. I have worked with sprawling organizations weighed down by decades of bureaucracy, and I have held various roles, including change leadership/management, leadership coaching, project team coaching, and program management. My journey began in traditional marketing and change management experiences, and I have since dedicated the last 10 years to an adaptive approach to change.

My grassroots and team-based way of implementing changes empowers individuals and creates a culture of accountability and innovation. I break through cultural conditioning and encourage teams to contribute their whole selves to the process. I thrive on creating an environment where every voice is heard without judgment, and I provide guidance in recognizing symptoms of trauma and stress responses among teams to foster progress.

In my individual coaching work, I cultivate authentic leadership by helping leaders trust themselves, embrace their unique talents, and seek out growth opportunities. My clients learn to make more aligned choices and decisions, resulting in better performance and abilities. With my Master’s in Leadership and Organizational Development and certifications as a Diversity Executive by the Society for Diversity and as a coach through the Academy of Creative Coaching, I bring an extensive set of tools and experiences to my work.

But above all, my life’s work focuses on bringing curiosity and compassion into the creative tension that arises between our desire for growth and progress and our fundamental need for connection and belonging. I strive to help others embrace uncertainty and personal growth, offering hope and resilience even in the face of challenges.

Have any books or other resources had a big impact on you?

My personal and professional journeys intertwine. Maybe it’s just me but I doubt it! This – amplified by a Strengthsfinder 2.0™ of INPUT – results in a robust and diverse library full of books I have yet to read. My list of books and authors who influence my approach is weighted heavily in the personal and spiritual arena. But I’ll share a cross-section of the types of people and concepts in my collection.

Known as a coach’s coach, Steve Chandler simplifies the business of coaching to its most essential component: service. His insights and teachings have helped me clarify, simplify and focus as a coach and an entrepreneur.

Gay Hendriks is the thinker behind the concept of the Zone of Genius: the idea that what we are good at may not always align with what brings us joy. Exploring this concept brought me to a deeper understanding of my own passions and fulfillment.

Benjamin Hardy – Benjamin Hardy’s book “Willpower Doesn’t Work” offers a fresh perspective on productivity. Instead of relying solely on willpower, Hardy addresses the root cause and offers strategies to evolve my habits and practices.

Clarissa Pinkola Estes – Clarissa Pinkola Estes is a living shaman and storyteller who weaves together the personal and spiritual aspects of our journey. Her work has helped to normalize my experiences as a woman and spiritual being, creating a sense of connection and understanding across the generations.

W. Kamau Bell’s “Do The Work” is a powerful, graphic illustration of white supremacy combined with simple yet profound exercises designed to propel us from our comfort zones. Bell’s and Kate Schatz’s voices have instilled hope in my own antiracist journey, inviting me to reflect on uncomfortable truths and discover my own ways to dismantle oppressive systems.

Dictionary of Obscure Sorrows – I enjoy this unique resource during the pauses in my day for insights into the richness and complexity of the human condition.

Can you share a story from your journey that illustrates your resilience?

(Below responds to the earlier question about Taking a Risk, which could come under the resilience question.)

Ah, the eternal struggle of being a truth-teller! As a consultant, coach, and change agent, it’s my responsibility to hold up a mirror to clients and sponsors, even when it’s uncomfortable. It’s easier to see the dysfunctions, the misaligned workflows, and the toxic players. We often blame on the others the breakdowns that hinder progress and success.

But sponsors often have blind spots when it comes to their own contributions to the situation. They’re so focused on what’s happening “out there” that they fail to recognize their own impact. They may pinpoint the issues, but they rarely see how they themselves are a part of the problem. It’s my role to help them connect the dots, to show them that their complaints may stem from a poorly structured department or a misaligned position.

However, it’s in these moments of truth-telling that I risk being taken down as the messenger. Sharing critical feedback with a sponsor about how they are showing up to the challenges in the organization can be a precarious endeavor (enter the familiar story of getting burned for speaking the truth).

But here’s what I’ve come to realize: my ability to deliver feedback well is essential for the longevity of our engagements. It’s not just about the content of the feedback, but also about how it’s delivered. The tone, the timing, and the approach matter. In those moments, I lead with both honesty and empathy and compassion.

I’ve learned that preparing for these conversations is crucial. I take the time to gather evidence and examples, to support my observations with concrete data. I approach the conversation with curiosity and an open mind, seeking to understand their perspective before sharing mine. I’ve also learned to be mindful of my own reactions and emotions, staying grounded in the present moment instead of getting swept up in defensiveness or frustration.

Above all else, I remind myself of the purpose of my role as a truth-teller. It’s not about pointing fingers or assigning blame, but about fostering growth, learning, and transformation. I genuinely care about my clients and sponsors. I want to see them succeed, both individually and as an organization. So, I honor these conversations with a deep sense of responsibility and a commitment to their growth.

Sure, there will always be risks involved in delivering critical feedback. There will be moments where I stumble or face resistance. But it’s through these challenges that I grow, both personally and professionally. It’s about being resilient and continuing to refine my approach, learning from each interaction and applying those lessons to the next. I embrace this part of the role with courage and compassion, remembering my ability to approach difficult conversations and deliver feedback well is what sets me apart.

Image Credits
Headshot: S72 Business Portraits Presentation: Jose Fuentes Millan