Leading with Authenticity

The Inclusion Bites Podcast

The Power of Courageous Questions in Leadership

Dr. Shelley Jones-Holt explores the potent blend of authentic leadership and cultural curiosity that is essential for inclusive environments and personal liberation.

In this captivating episode of The Inclusion Bites Podcast, Joanne Lockwood welcomes Dr Shelley Jones-Holt for a thought-provoking discussion on Leading with Authenticity. Dr Shelley illuminates the path to courageous leadership and the transformative power of authenticity, drawing on her rich life experiences. She argues against making assumptions about cultural differences, advocating instead for the bravery to ask questions. An enlightening exploration into the value of authentic conversations ensues, charting how starting from childhood can influence the development of authentic leaders. Authenticity, she points out, should come with ardent responsibility and respect, underscoring the necessity of speaking one's truth in a non-damaging way. Joanne and Dr Shelley engage in a compelling dialogue around the metaphorical 'leaving the plantation', articulating a journey from the restrictive norms of the education system to the liberation found in entrepreneurship.

Dr Shelley Jones-Holt stands out as a courageous leadership coach, author, and speaker dedicated to inspiring growth and nurturing authentic leadership. Through her stalwart advocacy for unlearning ingrained behaviours and embracing continual self-improvement, she challenges outdated authoritarian leadership models and encourages the building of genuine relationships based on Dom Miguel Ruiz's Four Agreements. With a background that spans from distilling wisdom from parenting eight children to spearheading her company Leadership Legacy Consulting and its associated nonprofit, Family Legacy 5, Dr Shelley's insights reflect the multifaceted nature of authentic leadership grounded in equity and understanding of individual needs.

Throughout the conversation, both Joanne and Dr Shelley unravel the importance of storytelling in leadership as well as the intricate dynamics of stereotypes, biases, and the pursuit of creating a safe, welcoming and productive work environment. They delve into the courage necessary to embrace one's identity and to lead with both passion and empathy. The discussion navigates the tightrope walk between being a cogent leader and an effectual follower, illuminating the collective aspect of driving change and championing inclusion.

This episode culminates with a powerful reflection on the non-negotiable essence of being authentic and the irrefutable impact it has on leadership. Dr Shelley encourages listeners to reach out for guidance on fostering an inclusive atmosphere for diverse identities within their organisations. With a heartfelt thanks, Joanne invites subscribers to engage further with the podcast, sharing thoughts and contributing to the ongoing conversation on inclusion and leadership.

A key takeaway from this episode is Dr Shelley's compelling exposition on leading with heart and honouring the unique journeys of each individual. It is an essential listen for anyone striving to cultivate a culture of compassionate leadership and foster a milieu where authenticity and respect act as keystones to unlocking the full potential of teams and organisations.

Published: 25.07.2024 Recorded: 17.04.2024 Duration: 1:02:05 Downloads: 28

Shownotes:

• AI Extracts and Interpretations
• The Inclusion Bites Podcast #119: Leading with Authenticity — app.castmagic.io
• Other Links
• SEE Change Happen: The Inclusive Culture Experts
• Inclusion Bites Podcast on YouTube

Quotes, Hooks and Timestamps

Authentic Leadership: “Confident, authentic leaders breed and build confident, authentic leaders.”
— Dr Shelley Jones-Holt [00:03:22 → 00:03:27]

Authenticity in Challenging Interactions: “we have to recognise when we’re being inauthentic and the triggers that create that lack of authenticity.”
— Dr Shelley Jones-Holt [00:05:15 → 00:05:18]

Rites of Passage and Authenticity: “It helps them to find that center of authenticity early so that when they get in those prickly situations, they can identify that it okay. This is gonna be a situation where I’m gonna struggle to not be a pleaser or to do what I you know, the system wants me to do as opposed to what I know is right by the people.”
— Dr Shelley Jones-Holt [00:06:35 → 00:07:54]

The Impact of Authenticity: “This idea of speaking your truth does not come without consequence. This idea of being your authentic self does not mean that everybody is going to accept it and and be willing to, you know, kinda tolerate your truth.”
— Dr Shelley Jones-Holt [00:12:58 → 00:13:12]

Educational System Reflections: “Well, there are systems that at play in the educational system very much like in the plantation that are not healthy for everyone.”
— Dr Shelley Jones-Holt [00:16:56 → 00:17:04]

Leadership Pitfalls: “If you ever have a boss that’s telling you what other people need, first of all, run.”
— Dr Shelley Jones-Holt [00:22:57 → 00:23:00]

Authentic Leadership: “My point of being authentic leaders is that if you’re gonna be an authentic leader who is based in equity, you have to know the people that you serve and do what’s necessary to meet those people where they are and get them what they need when they need it in the way they need it delivered.”
— Dr Shelley Jones-Holt [00:25:15 → 00:25:32]

Leadership and Understanding Your Team: “I would say to any new leader or any leader who’s looking at shifting their ways or your team is just not quite operating in the way that you would like them to, I would ask them, like, what do you know about your people? What do you know about their likes, their dislikes, what it is that motivates them and moves them?”
— Dr Shelley Jones-Holt [00:31:21 → 00:31:38]

Authentic Leadership in Practice: “And what many leaders have to realize is that oftentimes you are the biggest impediment to the authentic leadership you seek.”
— Dr Shelley Jones-Holt [00:37:35 → 00:37:44]

Leadership and Decision Making: “Leadership is nothing but decision making. And the decisions we make around people, around how do we move forward, around how we treat how we create the culture of how people are treated. Those decisions are some of the most critical parts of leadership, and sometimes we have people that are leaving those decisions on the table or by the wayside.”
— Dr Shelley Jones-Holt [00:54:10 → 00:54:32]

Definitions of Terms Used

Leaving the Plantation

• Definition: The phrase “leaving the plantation” is a metaphor used to describe the act of exiting a restricting, oppressive or unfulfilling work environment in pursuit of freedom, autonomy, and the ability to create one’s own opportunities.
• Relevance: The term is relevant in discussions about career transitions, particularly when moving from traditional employment to entrepreneurship or more liberated ways of working.
• Examples: A teacher leaving the education system to start their own tutoring business; an individual leaving corporate life to freelance.
• Related Terms: Career Transition, Emancipation, Autonomy, Entrepreneurship
• Common Misconceptions: Some may mistake the term for referring to actual historical plantations, rather than understanding its metaphorical use to indicate systemic workplace constraints.

Authentic Leadership

• Definition: Authentic leadership is a style in which the leader is true to themselves and their values, and leads with transparency, honesty, and integrity.
• Relevance: Authentic leadership is essential for creating trust within a team and forming genuine connections, which can lead to increased teamwork and productivity.
• Examples: A manager who shares their own professional challenges openly with their team; a leader who admits when they do not have all the answers.
• Related Terms: Leadership Transparency, Integrity, Ethical Leadership
• Common Misconceptions: It is often misunderstood that being an authentic leader means being relatable or likeable to all. Instead, it is about consistency in actions and alignment with core beliefs.

Psychological Safety

• Definition: Psychological safety refers to an individual’s perception of the consequences of taking interpersonal risks in a workplace or group setting; a feeling of confidence that the team will not embarrass, reject, or punish someone for speaking up.
• Relevance: This concept is central to creating an environment where individuals feel safe to share their ideas, voice their concerns, and be themselves without fear of negative consequences.
• Examples: Employees feeling comfortable to offer innovative solutions or challenge the status quo without fear of ridicule or retribution.
• Related Terms: Inclusivity, Team Dynamics, Open Communication, Emotional Intelligence
• Common Misconceptions: Psychological safety is sometimes confused with being overly nice or avoiding conflict, whereas it actually involves candid conversations and constructive feedback in a respectful manner.

Microaggressions

• Definition: Microaggressions are subtle, often unintentional, statements or actions that communicate derogatory or negative prejudicial slights towards members of a marginalized group.
• Relevance: Recognizing microaggressions is crucial for building inclusive environments and ensuring that individuals do not feel devalued or oppressed because of their identity.
• Examples: Asking someone where they are “really” from, or a woman in a meeting being asked to take notes by default.
• Related Terms: Implicit Bias, Stereotypes, Discrimination
• Common Misconceptions: Many believe that because microaggressions can be subtle and unintentional, they do not have a significant impact. However, they contribute to an unwelcoming atmosphere and can have a cumulative effect on mental health.

Unlearning

• Definition: Unlearning is the process of identifying and intentionally discarding outdated, incorrect, or biased information or habits to make way for new learning and personal growth.
• Relevance: Unlearning is a fundamental step in personal development, particularly when attempting to foster genuinely inclusive attitudes and behaviours.
• Examples: Actively challenging one’s own stereotypes about a group of people or reconsidering a long-held belief about effective leadership styles.
• Related Terms: Personal Development, Bias Interruption, Behaviour Change
• Common Misconceptions: Some may think that unlearning is an admission of past wrongdoing, whereas it is actually a positive step towards evolution and embracing more accurate or equitable perspectives.

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	Joanne Lockwood SEE Change Happen
	Dr Shelley Jones-Holt Leadership Legacy Consulting

The post Leading with Authenticity appeared first on SEE Change Happen: The Inclusive Culture Experts.

Capitole

1. Introduction and Welcome. (00:00:00)

2. Being authentic as a leader is vital. (00:02:00)

3. Preparing young black people for challenges of life. (00:06:35)

4. Speaking truth requires responsibility and situational awareness. (00:12:28)

5. Leaders must serve and meet diverse needs. (00:22:23)

6. Lead with authenticity by understanding and adapting. (00:25:12)

7. Build connection with team, understand and support. (00:30:56)

8. Leaders must be authentic, not obstructive. (00:37:35)

9. Challenging microaggressions against dumb blonde stereotype. (00:44:01)

10. Importance of those leading and preparing ground. (00:49:31)

11. Lead with expertise, value frontline input. (00:53:31)

12. Embrace learning, be authentic, lead with courage. (00:58:42)

13. Express gratitude, join community, amplify voices, connect. (01:01:01)