Episode 21: With Shelley Flett on the importance of creating dynamic leaders

A couple of weeks ago I held a ‘Courageous Leadership’ event, which received incredible feedback. Society is calling for leadership. But calling is one thing, how do we support people to find the courage to step forward and feel supported as they develop the necessary skills to lead effectively, and have find the confidence so they can show up as themselves?

We need to provide them with a ‘safe zone’ and the resources, support, time, and opportunities they need to embark on their journey. This is why today’s episode of my podcast is so timely.

A little context for you. Last year I had the pleasure to speak with Shelley Flett on her podcast, ‘The Dynamic Leader’. Shelley and I found common ground in our thinking and philosophy. I appreciate the amazing work Shelley has been doing as a leadership development and team performance coach and facilitator. She has had over 15 years’ experience leading and coaching individuals across a broad range of industries. 

So, I decided to ask Shelley to join me on my podcast so we could tap into the work she is doing and talk about both the opportunities and risks we are seeing with people management and leadership. 

I will also share, the recording of this episode with Shelley was done prior to the ‘Courageous Leadership’ event I held but this episode complements the event so well.

Shelley is passionate about increasing capability and reducing dependency and encourages transformational (over transactional) change. She is also the author of two books:

• ‘The Direction Dilemma’ - why knowing what you want makes you a better leader.
• ‘The Dynamic Leader’ - become the leader others are inspired to follow.

 

We covered a lot in our discussion on being an effective leader and the risks in not having effective leadership within an organisation. This episode is a treasure trove of insights to help any person at all levels of their leadership path, including:

• The relevance and importance of our journey’s to be where we are today.
• How we can become institutionalised as we can get lost and emerge into the fabric of the organisation in which we work within.
• Our search to understand, ‘Who am I? What is my identity? What is that made up of?’  And understand ‘Who I am, is not what I do. And what I do, is not who I am.’
• Giving feedback and both the opportunity and risk associated to how you do this, including feedback that is personal and offensive is not okay.
• The importance of creating a safe space for ourselves and knowing how to have boundaries. Drawing on Elizabeth Lesser’s quote, ‘Do no harm take no sh!t’.
• The importance of coaching and understanding that coaching is not show and tell, it is ask and listen.
• Treating employees like adults and move away from ‘tell mode’.