Host: Allison Dunn, Business Coach & Leadership Strategist
Episode Title: Numbers Don’t Lie, But They Also Don’t Lead

In This Episode, You’ll Learn:

Why data is your compass—not your captain

The danger of waiting for “perfect clarity” before acting

How to balance instinct and insight in decision-making

What it means to be data-informed vs. data-driven

3 key takeaways to lead wisely with numbers

Culture Action of the Week:

Ask your team:
“What’s a decision we’ve delayed because we’re waiting for enough data?”
Then ask: “What would we do if we trusted our values, our vision, and our team more than our spreadsheets?”

Memorable Quote:

“You can’t spreadsheet your way into innovation. You can’t forecast your way into courage.”

🎧 If this episode resonated with you, please leave a review and share it with a fellow leader who’s ready to stop waiting and start leading.

📩 Stay connected at DeliberateDirections.com

This episode of the Deliberate Leaders Podcast, hosted by Allison Dunn, explores the power of vulnerability in leadership. Dunn begins by acknowledging the common misconception that vulnerability is a sign of weakness, contrasting this with her emphasis that embracing vulnerability actually strengthens leadership.

The episode delves into the definition of vulnerability in leadership, clarifying that it is not about oversharing or excessive emotional displays. Instead, Dunn defines it as having the courage to show up authentically, admit when you don't have all the answers, acknowledge mistakes, and be willing to ask for help. She also references Brené Brown's definition of vulnerability as "uncertainty, risk, and emotional exposure," emphasizing the removal of the protective "armor" leaders often wear.

To illustrate the impact of a lack of vulnerability, Dunn shares an anecdote about a CEO named Mark, who initially prided himself on appearing perfect and never admitting mistakes. This resulted in a disengaged team, high turnover, and a lack of innovation because his team members were afraid to take risks or share ideas. A turning point occurred when Mark admitted to his team that he was struggling with a market challenge and needed their input, dramatically shifting the team dynamic, leading to increased engagement and better ideas.

Dunn then outlines three key reasons why vulnerability is powerful in leadership:

• It builds trust: Showing your human side creates psychological safety, allowing team members to feel comfortable speaking up and taking risks.

• It fosters innovation: By demonstrating that failure is a part of learning, leaders empower their teams to experiment and be creative.

• It builds authentic connections: Relatable leaders who share challenges are more approachable and human, fostering stronger connections with their teams.

Dunn clarifies that vulnerability in leadership is not about being weak or indecisive but requires significant courage, introducing the concept of "strategic vulnerability". She provides five practical ways to practice strategic vulnerability:

• Share lessons from failures: Discussing what was learned normalizes failure as a part of growth.

• Ask for help: Phrases like "What are your thoughts?" show that it is acceptable not to have all the answers.

• Acknowledge emotions: Naming feelings humanizes the leader and validates the emotions of others.

• Admit when you're wrong: Simply stating "I was wrong" builds credibility.

• Listen deeply: Being present, asking thoughtful questions, and valuing others' perspectives are crucial.

Dunn also shares an example of a leadership team that transformed their culture by implementing a simple weekly meeting practice where each person shared one challenge and one win. This ritual improved collaboration and facilitated earlier problem-solving. The episode references research from the Center for Creative Leadership, which indicates that leaders who demonstrate vulnerability are perceived as more authentic and inspiring, and their teams report higher levels of innovation and engagement.

Towards the end of the episode, Dunn challenges listeners to consider how embracing strategic vulnerability might change their leadership and their team's response. She provides an action step for the week: to practice one act of strategic vulnerability with their team, such as admitting a mistake, asking for help, or sharing a learning experience, and to observe the outcomes.

The episode concludes by reiterating that vulnerability is not weakness but rather the ultimate form of courage in leadership, and in today's world, it is not just beneficial but a competitive advantage due to the desire for authentic connection. Allison encourages listeners to subscribe to the podcast and leave a review, reminding them that "the most deliberate leaders have the courage to be vulnerable".

About the Host:

Allison Dunn

• Host of the Deliberate Leaders Podcast

• Business Coach

• Founder of Deliberate Directions

Connect:

• Website: Deliberate Directions

• Podcast: Deliberate Leaders Podcast

Reminder: Subscribe and leave a review to support the podcast!

This Deliberate Leaders podcast episode, hosted by Allison Dunn, centers around the crucial leadership skill of mastering difficult conversations. The episode begins by highlighting the common tendency for leaders to avoid these challenging discussions, such as addressing performance issues or team conflicts, and emphasizes that avoidance only exacerbates these problems. Dunn shares a personal anecdote about a client who delayed addressing an underperforming team member, resulting in a damaged relationship and frustration for both parties, illustrating the point that a leader's willingness to have difficult conversations significantly impacts whether problems become disasters or opportunities for growth.

The core of the episode introduces a four-part framework for navigating difficult conversations: Prepare, Connect, Navigate, and Close.

• Prepare: This initial stage involves thoughtful preparation before the conversation. Leaders are encouraged to define their desired outcome, identify supporting facts, anticipate the other person's reaction, and choose an appropriate time and place. Dunn recommends writing down key points to maintain focus, while stressing that this is for clarity, not scripting.

• Connect: The opening of the conversation is critical for establishing psychological safety. Leaders should begin by expressing genuine appreciation and stating their positive intention to find a way forward that addresses the challenge and supports the other person's success. This helps build a foundation of respect.

• Navigate: This is presented as the stage where conversations most often succeed or fail. The episode emphasizes using "I" statements to present one's perspective without being accusatory, and provides an example: "I noticed the project deadline was missed" instead of "You missed the deadline". Crucially, leaders are advised to pause, genuinely listen by asking open-ended questions like, "I'd like to understand your perspective," and to use the powerful phrase, "Tell me more about that," to uncover important information. The primary goal during navigation is mutual understanding and finding a path forward together, not "winning".

• Close: The final part of the framework focuses on summarizing what was heard, confirming any agreements or next steps, and expressing confidence in future progress. An example provided is: "So we've agreed that you'll provide weekly updates, and I'll check in more frequently. I'm confident we can make this work together". This ensures shared understanding and reinforces the relationship.

To help listeners apply these concepts, Dunn issues a "Conversation Audit" challenge. This involves taking 15 minutes to identify postponed conversations, noting the reasons for avoidance (fear, uncertainty, concern), selecting one conversation, scheduling it within a week, and applying the four-part framework. Listeners are then encouraged to reflect on the experience—what went well, what could be improved, and how the outcome compared to expectations—and even to email the host with their experiences.

The episode concludes by reinforcing that how leaders handle difficult conversations significantly shapes their leadership reputation, especially more so than easier interactions. It highlights that teams observe how leaders navigate challenges and take cues from their approach. Mastering these conversations is presented not as eliminating discomfort, but as moving through it towards better understanding, stronger relationships, and improved outcomes. Listeners are encouraged to subscribe to the podcast and leave reviews to help others discover the content. The final message reminds listeners that the conversations they are avoiding are often the key to their next level of leadership.

About the Host:

Allison Dunn

• Host of the Deliberate Leaders Podcast

• Business Coach

• Founder of Deliberate Directions

Connect:

• Website: Deliberate Directions

• Podcast: Deliberate Leaders Podcast

Reminder: Subscribe and leave a review to support the podcast!

In this episode of the Deliberate Leaders podcast, host Allison Dunn addresses the Activity Trap, a common issue even for dedicated leaders, where individuals are constantly busy but make minimal progress on what truly matters. The episode begins by describing the feeling of a day filled with work, emails, and meetings, yet ending with a sense of a lack of real accomplishment. Dunn clarifies that this isn't laziness but being caught in the Activity Trap.

The Activity Trap is defined as a deceptive state of constant motion that doesn't lead to significant progress on important goals, likened to running on a treadmill. Leaders caught in this trap often find themselves buried in endless meetings without clear agendas, email rabbit holes, and quick-win tasks that don't build real value. Despite feeling accomplished momentarily, they experience frustration and a sense of being no closer to their desired outcomes, highlighting that motion isn't momentum.

To illustrate this, Dunn shares the story of her client Sarah, a COO working long hours and feeling overwhelmed despite completing a lengthy to-do list. However, when asked which of those tasks moved the company towards its three-year vision, only two out of thirty were identified, demonstrating the essence of the Activity Trap: working hard without aligning energy with impact.

Dunn then introduces three key distinctions to help escape the Activity Trap:

•. Busy work vs. Breakthrough work: Busy work fills time and is reactive, responding to others' priorities, while breakthrough work creates change and is proactive, advancing one's vision. The focus should shift from "What's urgent?" to "What will create the most significant impact today?".

• Management vs. Leadership: Management handles the present, while leadership creates the future. Many get stuck in management mode by addressing immediate needs, but leadership requires strategic thinking and future-building activities.

• Activity vs. Achievement: Activity is measured by effort (hours worked, emails answered), whereas achievement is measured by outcomes (progress toward goals and value created). The goal is to move from high activity with low achievement to low activity with high achievement, which is the hallmark of deliberate leadership.

To break free from the Activity Trap, Dunn offers three actionable strategies:

• Institute the Power Hour: Block the first hour of the day for the most important breakthrough work, before checking emails or Slack. This dedicated time allows leaders to work on their business rather than just in it, focusing on tasks that drive important goals forward without distractions.

• Apply the 3-Category Filter: At the start of each week, categorize the to-do list into breakthrough work, management work, and busy work. The recommendation is to commit to spending at least 40% on breakthrough work, no more than 40% on management work, and reduce busy work to 20% or less.

• Implement the "One Less" Rule: For one month, consciously eliminate one low-value activity each day, such as declining a non-essential meeting, batching emails, or delegating tasks. Small reductions in low-value activities can create significant space for more impactful work.

Finally, the episode includes a call to action to conduct an "Activity Trap Audit". For three consecutive workdays, individuals are encouraged to track their time in 30-minute increments and, at the end of each day, reflect on the percentage of time spent on breakthrough work, their highest-value contribution, and low-value activities that could be eliminated, automated, or delegated. The aim is to identify patterns, with most leaders discovering they spend less than 20% of their time on true breakthrough work.

In closing, Dunn reiterates that being busy doesn't equate to being an exceptional leader; rather, it's the ability to focus on work that generates genuine momentum that distinguishes average from exceptional leaders. The key takeaway is that true leadership is about being deliberate, not just busy.

About the Host:

Allison Dunn

• Host of the Deliberate Leaders Podcast

• Business Coach

• Founder of Deliberate Directions

Connect:

• Website: Deliberate Directions

• Podcast: Deliberate Leaders Podcast

Reminder: Subscribe and leave a review to support the podcast!

This episode of the "Deliberate Leaders Podcast," hosted by Allison Dunn, delves into the critical topic of how to effectively lead and develop high-potential employees (HiPos). The episode emphasizes that these individuals are not only top performers but also the future leaders, innovators, and a potential competitive advantage for an organization. However, it also highlights the significant flight risk associated with HiPos if they are not properly developed.

A key point addressed is the distinction between high performance and high potential. The episode clarifies that excelling in a current role does not automatically mean an employee has the capacity for leadership.

The podcast outlines three key attributes that define true high-potential employees:

• Perspective: HiPos think strategically, asking deeper questions about the long-term strategy, company values, and the real problems being solved. They bring valuable insights and should be included in strategic conversations.

• Presence: HiPos command attention through clear communication, active listening, and the ability to inspire trust, making others feel valued and motivated. This isn't just about charisma but about how they impact others.

• Powerful Work Habits: HiPos are proactive, identify important work independently, are resilient in the face of setbacks, and take ownership of outcomes. They do not require constant supervision.

The episode then provides guidance on how to effectively lead HiPos, suggesting several key strategies:

• Ditch micromanagement: HiPos need mentorship and space to think, innovate, and learn from occasional failures. Monitoring will only drive them away.

• Provide honest feedback: Genuinely honest feedback, including both strengths and areas for growth, is crucial for HiPos who crave development. Framing growth areas as a "pathway forward" is beneficial.

• Invest in their development deliberately: This involves providing stretch assignments, opportunities to shadow senior leaders, actively listening to their aspirations, and connecting them with relevant resources, training, and experiences. Dunn counters the fear of investing in employees who might leave by asking, "What if you don't invest in them—and they stay?" highlighting the opportunity cost of underdevelopment.

Dunn issues a challenge to listeners to identify HiPos based on the three key attributes and schedule development conversations with them. She suggests asking questions about what energizes them, their growth aspirations, and desired skill development. The goal is to then collaboratively create a specific stretch opportunity aligned with their goals.

In conclusion, the episode emphasizes that leading HiPos is not just about quick promotions but about fostering depth in their critical thinking, emotional intelligence, and integrity. Effectively leading HiPos is presented as a deliberate effort to craft the organization's future.

About the Host:

Allison Dunn

• Host of the Deliberate Leaders Podcast

• Business Coach

• Founder of Deliberate Directions

Connect:

• Website: Deliberate Directions

• Podcast: Deliberate Leaders Podcast

Reminder: Subscribe and leave a review to support the podcast!

In this episode of the "Deliberate Leaders" podcast, host Allison Dunn discusses the pervasive issue of "busyness" in the business world and argues that it is often overused and doesn't necessarily equate to progress. She points out that "busy" has become a common response when asking leaders and entrepreneurs how they are doing.

Dunn challenges the notion that being busy is a "badge of honor," suggesting that it can actually indicate being stuck rather than moving forward. She shares a personal anecdote of a time when her calendar was so full she had to schedule bathroom breaks, yet her major business goals were not advancing. This illustrates the core idea that being busy doesn't automatically lead to business growth; being deliberate does.

The episode delves into what Dunn calls the "cult of busy," outlining several reasons why people fall into this trap:

• There's a social currency associated with being busy, where having a lot to do is perceived as being important and successful, while having open time might be viewed negatively.

• People confuse motion with progress, believing that a full calendar and constant notifications mean they are achieving their goals.

• Busyness can become a convenient excuse for avoiding deep, meaningful work that would truly move the needle, such as strategic planning.

Dunn then offers three mindset shifts to help leaders move away from the "busy" trap:

• Replace "busy" with specific language: Instead of saying "I'm busy," try describing what you are actively working on and creating.

• Measure outcomes, not activity: Focus on whether your actions are moving you closer to your important goals, rather than just assessing how busy you were. A focused hour on a priority is more valuable than scattered hours of busyness.

• Embrace strategic pauses: Effective leaders intentionally schedule time for thinking, strategizing, and creating without constant interruptions.

Finally, the episode provides three actionable steps to help listeners break free from being constantly busy:

• Conduct a "busy audit": For a week, pay attention to how often you say or think "I'm so busy" and then question what you are busy doing and whether it aligns with your top priorities.

• Identify your high-leverage activities: Determine the 2-3 activities that have the most significant impact on your business or leadership and schedule them first, protecting that time diligently.

• Practice strategically saying "no": Recognize that saying yes to one thing means saying no to something else, and consider what you are implicitly declining when you take on a new commitment.

In conclusion, Allison Dunn emphasizes that true leadership is not defined by how full your calendar is but by the impact of your actions, urging listeners to prioritize being deliberate over being busy.

About the Host:

Allison Dunn

• Host of the Deliberate Leaders Podcast

• Business Coach

• Founder of Deliberate Directions

Connect:

• Website: Deliberate Directions

• Podcast: Deliberate Leaders Podcast

Reminder: Subscribe and leave a review to support the podcast!

This episode of the Deliberate Leaders Podcast, hosted by Allison Dunn, is about the essential leadership skill of letting go to facilitate both personal and professional development. The episode emphasizes that while the concept might seem straightforward, putting it into practice can be quite challenging for high-performing leaders, entrepreneurs, and executives.

The discussion addresses several key aspects of letting go:

Why letting go is so difficult: The episode explains that humans are naturally inclined towards stability and predictability, which creates resistance to change. In a leadership context, ego further complicates the process, making it hard to acknowledge unsuccessful strategies or when an employee's growth no longer aligns with the company's needs. The fear of perceived failure also contributes to the reluctance to let go.

The hidden costs of holding on: The podcast highlights several negative consequences of failing to let go, including:

• Missed opportunities: Staying with the familiar can prevent the exploration of new and potentially more beneficial paths for both the leader and the organization.

• Burnout: Leaders who resist letting go often carry unnecessary burdens, leading to exhaustion and reduced effectiveness.

• Culture stagnation: Holding onto outdated processes, underperforming team members, or old leadership approaches can impede the organization's ability to evolve.

• The episode uses the example of Blockbuster versus Netflix to illustrate the critical importance of letting go of outdated models and embracing new directions. Blockbuster's failure to move beyond its retail store model contrasts sharply with Netflix's successful transition from DVD rentals to streaming, highlighting that letting go creates space for better things.

Developing a leader’s mindset for letting go with intention: The podcast offers three mindset shifts to aid in this process:

• Detach from “how things have always been”: Leaders should regularly question their current practices by asking, “If I were starting fresh today, would I build it this way?” A negative answer suggests it’s time to reconsider.

• Adopt a growth-over-comfort mindset: While letting go can be uncomfortable, it is essential for progress and should be viewed as evolution rather than failure.

• Trust the people around you: Leaders need to overcome the urge to control everything, empower their teams, and allow them the autonomy to learn and grow, even through mistakes.

Tactical ways to release what no longer serves you: The episode provides three practical exercises:

• The “What’s Holding Me Back” Inventory: This involves identifying three things a leader is clinging to that are no longer beneficial, understanding the underlying reasons (fear, comfort, ego), and committing to taking a step towards releasing them, such as delegating or restructuring.

• The “Leadership Release Ritual”: Leaders are encouraged to conduct a quarterly review to assess what is working, what isn’t, and what needs to be eliminated to prevent the accumulation of unnecessary burdens.

• The 70% Rule for Delegation: If a task can be performed by a team member at least 70% as well as the leader, it should be delegated. This frees up the leader's time and empowers the team.

The episode concludes by emphasizing that the most effective leaders are those who can evolve and release what no longer serves their goals, their teams, or their mission. By doing so, they foster an environment conducive to innovation, resilience, and growth.

About the Host:

Allison Dunn

• Host of the Deliberate Leaders Podcast

• Business Coach

• Founder of Deliberate Directions

Connect:

• Website: Deliberate Directions

• Podcast: Deliberate Leaders Podcast

Reminder: Subscribe and leave a review to support the podcast!