TLP420: The Gift of Meritocracy with Shawn Dawley

The Leadership Podcast

Shawn Dawley, an executive and former combat pilot, dedicated 25 years to military service, visiting 80 countries across six continents. He holds a bachelor's degree in aeronautics and master's degrees in business, political science, and military studies. Overcoming a challenging childhood, he excelled in the Air Force, demonstrating that leadership potential can emerge from any background.

Shawn champions the importance of critical thinking, empathy, and trust in both military and business leadership. He believes that corporate structures should not overshadow the human element of leadership and stresses the significance of investing in people, developing future leaders, and fostering a growth-oriented culture.

As a speaker, Shawn has evolved from struggling with public speaking to offering insights on authenticity, emotional intelligence, and the neuroscience of decision-making.

https://bit.ly/TLP-420

Key Takeaways

[02:39] Shawn, a leadership speaker and coach, shared a story about his childhood which was difficult due to death and abandonment. Despite this, he enlisted in the Air Force at 17 and found success through hard work. He credits the Air Force for providing him with the opportunity to succeed and for shaping his leadership skills. One of the most important lessons he learned in the military is the importance of objective, critical thinking. This skill has been essential for his success in the corporate world and other aspects of his life.

[08:24] Shawn discusses leadership in the military vs business world. He argues that despite some key differences, both require leading people. He emphasizes the importance of human connection and empathy in leadership, regardless of the field. Shawn also highlights the difference in leadership development between the military and business. The military actively trains leaders, while businesses often neglect this crucial aspect. Shawn believes investing in people is the most important responsibility of a leader, and that building a strong team ensures a smooth transition when leaders move on.

[14:45] Shawn discusses his journey to becoming a successful public speaker. He emphasizes that public speaking is a skill that can be learned and improved through practice. He highlights the importance of preparation and spending quality time crafting a speech. Shawn also talks about building the business model around his public speaking career. He acknowledges the challenges of starting out and the importance of persistence. He credits mentors for helping him with the business aspects.

[19:47] Shawn discusses a common problem leaders face: spending too much time on administrative tasks. He argues that leaders should delegate these tasks to free themselves up for strategic thinking. According to Shawn, the most important thing leaders should do is integrate. This involves looking across the entire organization and considering external factors like regulations and competition. Leaders need to be freed from administrative duties to focus on this crucial role.

[24:20] Shawn argues that our brains are wired to feel before we think. This can be helpful in situations requiring a quick response, but it can also lead to emotional reactions in the workplace. Shawn suggests that leaders should acknowledge this neurological reality and focus on helping employees manage their emotions. He believes creating opportunities for employees to learn from their mistakes can be a valuable tool for growth.

[31:52] Shawn discusses transitioning from military to civilian life. He argues that the key to a successful transition is avoiding comparisons to the previous role. Instead, one should focus on appreciating the new role for what it is and finding value in the new situation. Shawn also emphasizes the importance of emotional buy-in during transitions. Even if a transition plan seems logical on paper, people won't feel settled unless they trust the change and believe in its purpose.

[35:34] Shawn argues that there are no new leadership principles. He encourages leaders to be human and acknowledge that they won't always have all the answers. Leaders should focus on having good intentions and acting in the best interests of those they lead. People will forgive mistakes as long as they see the effort and good attitude behind the decisions.

[37:40] And remember: Inspiration exists but it has to find us working. - Pablo Picasso

Quotable Quotes

“Progress will never rest in the hand that has no head.”

“The gift of meritocracy allowed me to do some things, I would say as I left the military, went into the corporate world, spent time in academia, if there's one thing, and I don't think the military has a monopoly on it, but this absolute demand for objective, critical thinking that military operators require has served me well, because when you are, let's say, mission planning for a combat sortie, it is to your detriment to engage in the delusion of wishing things into existence that you want to be or wishing things away that you find unpleasant. And so you just have to just mercilessly try to dissect the battle space as it is and then develop courses of action that will fit into that environment.”

“ Leadership is a very fundamental, primal human condition.”

“The mark of a true leader is that when he or she leaves, not only does the place continue to operate as under his or her command, I think if it does, even better. I think that there's some bit of legacy that you must still have to those folks.”

“Public speaking is a skill and like any skill, it is acquired and improved.”

“We are building a more and more complex society, which can, I think, incline us towards more and more technical solutions. And I think sometimes we get so busy keeping the trains running on time that we forget, okay, at the end of the day, how do I earn the trust of people that I am leading and influence them to do more than what they thought capable?”

"There are, I think, some fundamental differences between leading, let's say, a military organization in combat versus being an executive responsible for profit and loss of a business unit or a company. There are some just fundamental characteristic differentials. But what I have found is that at the end of the day, behind that title, behind that role that the people entrusted to your care hold are people."

“I would encourage leaders, as one who's still going through this myself, to give yourself license to be human. We often think now that I'm the leader, it's incumbent upon me to be the rock, to have all the answers. And that's a lot for a single human being to carry."

Resources Mentioned

• The Leadership Podcast | theleadershippodcast.com

• Sponsored by | www.darley.com

• Rafti Advisors. LLC | www.raftiadvisors.com

• Self-Reliant Leadership. LLC | selfreliantleadership.com

• Shawn Dawley Website | www.shawndawley.com

• Shawn Dawley LinkedIn | www.linkedin.com/in/shawnmdawley

• Shawn Dawley Facebook | Shawn Dawley

• Shawn Dawley Instagram | @shawnmdawley

• Shawn Dawley YouTube | www.youtube.com/@shawnmdawley