TenantTalks 

Fireside 

Chat: 

Bold 

Kindness, 

Real 

Results 

with 

Cathy 

Thorpe

At the latest TenantTalks event, Aura Office's Director of Workplace Strategy and Research, Robin Rosebrugh, sat down with Cathy Thorpe, CEO of Nurse Next Door and author of Bold Kindness, for an honest and inspiring conversation about culture, belonging, leadership, and business growth.

Rather than treating culture as a workplace initiative, Cathy Thorpe challenged attendees to think of it as the foundation that enables people to do their best work, take risks, and drive meaningful business results. Through personal stories and practical leadership lessons, she shared how Nurse Next Door has grown throughout her tenure, while maintaining a people-first culture.

Here are some of the key questions explored during the discussion and the insights that resonated most with the audience.

How Has Your Understanding of Culture Evolved Throughout Your Career?

Question: Cathy, your career has taken you from the sales floor at Gap to leading national retail teams, advising businesses on growth, and now leading Nurse Next Door’s global expansion. Looking across that journey, how has your understanding of culture evolved, and what have you learned about culture's role in helping people and organizations thrive?

To begin the discussion, Cathy Thorpe shared a personal story about a former leader who believed in her long before she fully believed in herself. At just 29 years old, she was encouraged to relocate to Germany and lead Gap's operations there, an opportunity that felt daunting at the time but ultimately became a defining moment in her career.

The experience reinforced a lesson that would shape her own leadership philosophy: people thrive when someone believes in them and creates opportunities for them to grow.

The story served as a reminder that culture is often built through everyday moments of trust, encouragement, and support.

What Does Belonging Really Mean?

Question: The theme of today's discussion is belonging. When you hear the word "belonging," what does it mean to you as a leader, and why should organizations care about it?

When asked what belonging means from a leadership perspective, Cathy and Robin connected it directly to vulnerability.

For Cathy, belonging is not simply about being included. It's about feeling safe enough to take risks, share ideas, and stretch beyond your comfort zone. She illustrated this through a story about a long-time colleague who took an unconventional approach to closing an important business deal. The decision ultimately helped secure a major growth opportunity for the business because he felt trusted to act independently.

The discussion highlighted a powerful idea: innovation often begins when people feel secure enough to take bold action.

"I think of belonging as vulnerability and taking chances and being willing to really put yourself out there."

How Does Self-Led Leadership Support Belonging?

During the conversation, a follow-up question asked about Nurse Next Door’s philosophy of being “self-led” and how this can impact company culture.

Cathy Thorpe explained that when she became CEO, she began questioning traditional management structures and the very idea of "managing" people. Instead of creating more layers of oversight, she focused on creating a culture where individuals take ownership of their work, decisions, and growth.

She explained that her role is not to control people but to support them, mentor them, and remove barriers so they can succeed.

"I want to mentor people, not manage them."

By replacing control with trust, Nurse Next Door has created a culture where people feel deeply connected to the business, are encouraged to try new things, and have the confidence to innovate and grow.

Why Should Leaders See Culture as a Business Investment?

Question: Many leaders still struggle to see culture as a business investment rather than a business expense. At Nurse Next Door, how do you define the business value of culture?

One of the strongest themes of the conversation was the relationship between culture and performance.

Cathy argued that culture is not a side project or a "nice-to-have." It is one of a leader's most important responsibilities. She described culture as a living, evolving system that requires constant attention. Creating an environment where people feel known, valued, and energized directly impacts engagement, collaboration, and overall business results.

For leaders hoping to improve performance, Thorpe's message was clear: start with the employee experience.

What Business Results Come from Strong Belonging?

Question: What are some of the tangible business outcomes you've seen when people feel genuinely connected to the organization and its purpose?

A strong culture can create steady business outcomes. This is evident in Nurse Next Door’s growth over the past 12 years, expanding from about 40 locations to more than 400 across Canada, the United States, England, and Australia.

Thorpe attributed much of that growth to a culture where people feel ownership over the business and continuously look for ways to improve it. Rather than adding layers of management, the organization has focused on empowering people to solve problems and innovate.

When people feel connected to the mission, they often perform as though they are owners themselves.

What Do Leaders Get Wrong About Culture?

Question: What are some misconceptions leaders have about creating a strong culture? What feels performative and what drives impact?

One of the most personal moments of the discussion came when Thorpe reflected on losing her husband after a battle with cancer while leading the company.

Rather than separating her personal life from work, she chose to show up authentically and openly share what she and her family were experiencing. This vulnerability helped her build deeper connections with the people she worked with. As she shared her story, others began sharing theirs.

The result was a workplace where people saw each other as human beings first and colleagues second.

This experience ultimately inspired initiatives like Bold Dreams and Goals, which encourage employees to identify their personal aspirations and allow the organization to support them along the way.

What Is Bold Kindness?

Question: Your leadership philosophy, Bold Kindness, combines courage and compassion. How did this philosophy emerge, and what problem in traditional leadership were you trying to solve?

CathyThorpe described Bold Kindness as a balance between courage and compassion. It’s not about avoiding difficult conversations. In fact, it's the opposite.

Bold Kindness means having honest conversations that help people grow while keeping them grounded in trust and genuine care.

Feedback becomes easier to receive when employees know their leaders understand them, support them, and want them to succeed. The approach challenges traditional top-down leadership models and replaces them with relationships built on respect, accountability, and development.

How Does Bold Kindness Show Up During Times of Change?

Question: What does Bold Kindness look like in practice during difficult business decisions, particularly when teams are facing change or uncertainty?

When organizations face uncertainty, many leaders instinctively tighten control. However, Cathy believes the opposite approach often creates better outcomes.

By encouraging participation, openness, and experimentation, leaders can create an environment where people feel responsible for helping solve problems rather than waiting for answers. She emphasized that innovation flourishes when employees know they can try new ideas without fear of failure.

Not every decision will work out as planned, and that's okay. Cathy emphasized the importance of creating a culture where people feel comfortable taking action, learning from what happens, and moving forward without dwelling on setbacks. When people are empowered to solve problems and contribute ideas, amazing things can happen.

This mindset builds resilience and helps organizations adapt more quickly to changing circumstances.

How Can Leaders Tell if Belonging Is Growing?

Question: What signals tell you that belonging is increasing within an organization?

The conversation highlights that signs of belonging often show up in everyday interactions.

Strong cultures retain great people. Employees enjoy coming to work. Colleagues actively support one another. People celebrate each other's successes and step in when someone needs help.

When belonging is present, teams create environments where everyone feels seen, valued, and important. It is clear that people don't just stay because of the work. They stay because of the people.

One Thing Every Leader Can Do Tomorrow

To close the conversation, Robin asked what single action leaders could take immediately to strengthen belonging.

Thorpe's answer brought the discussion full circle.

Before looking at others, leaders should consider how they show up every day and whether their actions create an environment where people feel they belong.

She encouraged leaders to own the cultures they create and lead by example through authenticity, accountability, and human connection.