The Leadership That Shines Podcast
Sep 9, 2026 · 1 hr 7 min · 16 segments
Most hard conversations do not fail because of what was said. They fail because one person was reacting instead of listening. In this episode of Leadership That Shines, host Natalie Davis talks with…
Dustin ShepherdGuestNatalie DavisHost
And that's what really people want because you learn how to make decisions in crisis and that becomes, you know, desirable.
Well, Dustin, when you look back at not just service members that are coming out into the civilian world and getting acclimated and really making that bridge when we're looking at leadership, like how can we be a leader, not just for the tangible results, but also for the impactful leadership style that empowers and equips other individuals, those that you're leading, to be successful.
What are some of the tools or lessons that you've learned along the way that are most valuable, especially to those leaders or aspiring leaders that are listening to the show?

Well, I will tell you the first thing that we should probably understand is that very, very few of our team members care that you have a Bronze Star.

What they care is that you have the ability to make a decision that's best for everybody involved and you're not squandering their energy and their commitment and the contributions in the organization.

And that's really the problem that we have with leadership is we want our teams to provide contribution, but what are we doing with that? What are we doing with that contribution? Are we having the same meeting over and over again, talking about the same topics and nothing is happening? And this is where I've heard your shows talk about burnout.

We're doing the same things over and over again because you're taking my energy and my commitments in the organization and you're not making a good decision with it.

And so people misunderstand, especially coming out of the military, that just because you have training experience doesn't mean you're going to be hired because they're not evaluating your competence.

They're evaluating that they can trust you in that position to not only be successful, but grow the company.

And what I realized in that experience is that leaders are far more effective when they shape the environments that the team is in to make the decisions for themselves.

So if Sally from accounting is upset because she hasn't been promoted, well, she's not promoted because she hasn't been to the training that she needs to get promoted.

Maybe she'll rise from compliance back into commitment, which is where we want our team to be, right?
So making sure that we're looking at the big picture, right? It's not just simply leading, but making sure that we are leading.
We still have to lead by example, but also setting clear expectations and having an understanding of what the people around us want, their goals, what they're wanting to achieve.
And I think as you started us out, a thing that continues to pop up is the safety, right? Safety and knowing that...
I'm not just here showing up as a leader just to dictate and tell you where we're going, but collectively we're going to move the ship forward.

And that's what really people want because you learn how to make decisions in crisis and that becomes, you know, desirable.
Well, Dustin, when you look back at not just service members that are coming out into the civilian world and getting acclimated and really making that bridge when we're looking at leadership, like how can we be a leader, not just for the tangible results, but also for the impactful leadership style that empowers and equips other individuals, those that you're leading, to be successful.
What are some of the tools or lessons that you've learned along the way that are most valuable, especially to those leaders or aspiring leaders that are listening to the show?

Well, I will tell you the first thing that we should probably understand is that very, very few of our team members care that you have a Bronze Star.

What they care is that you have the ability to make a decision that's best for everybody involved and you're not squandering their energy and their commitment and the contributions in the organization.

And that's really the problem that we have with leadership is we want our teams to provide contribution, but what are we doing with that? What are we doing with that contribution? Are we having the same meeting over and over again, talking about the same topics and nothing is happening? And this is where I've heard your shows talk about burnout.

We're doing the same things over and over again because you're taking my energy and my commitments in the organization and you're not making a good decision with it.

And so people misunderstand, especially coming out of the military, that just because you have training experience doesn't mean you're going to be hired because they're not evaluating your competence.

They're evaluating that they can trust you in that position to not only be successful, but grow the company.

And what I realized in that experience is that leaders are far more effective when they shape the environments that the team is in to make the decisions for themselves.

So if Sally from accounting is upset because she hasn't been promoted, well, she's not promoted because she hasn't been to the training that she needs to get promoted.

Maybe she'll rise from compliance back into commitment, which is where we want our team to be, right?
So making sure that we're looking at the big picture, right? It's not just simply leading, but making sure that we are leading.
We still have to lead by example, but also setting clear expectations and having an understanding of what the people around us want, their goals, what they're wanting to achieve.
And I think as you started us out, a thing that continues to pop up is the safety, right? Safety and knowing that...
I'm not just here showing up as a leader just to dictate and tell you where we're going, but collectively we're going to move the ship forward.
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