Most People Underestimate This Leadership Skill with Melissa Dunbar

The Storytelling Secret Every Brand Misses with Gabrielle Dolan

Leadership coach Anton Guinea interviews storytelling expert Gabrielle Dolan about how storytelling functions as a core leadership and influence skill, not a “nice to have.” Gabrielle explains that stories make messages “sticky” by creating emotional connection and long-term memory, drawing on examples from First Nations cultures, safety storytelling, and her work in change management and values communication. She outlines a simple framework—be crystal clear about your message, choose a personal story, keep it tight (60–90 seconds) with a clear beginning–middle–end, and finish with an inviting, reflective close rather than a moral. Through stories about leaders she’s coached (including a once-skeptical CFO and a values-driven “touch the wall” moment), she shows how sharing authentic and even vulnerable experiences humanizes leaders, builds trust and credibility, and brings organizational values like “doing the right thing” to life in day-to-day decisions.   Takeaways:   1. Stories make messages “sticky.” Storytelling creates emotional connection and locks ideas into long-term memory, which is why people remember stories from a presentation or tour long after they’ve forgotten the facts and figures. 2. Leadership, influence, and values live in stories, not slogans. You can’t meaningfully communicate values like “doing the right thing” or “safety first” with posters and bullet points alone—concrete stories (like the “go back and touch the wall” example) show what those values look like in real decisions. 3. A simple story structure beats polished slides. Be crystal clear on your message, choose a short (60–90 second) often-personal story, start with time and place, give it a clear beginning–middle–end, and end with a reflective question or thought rather than “the moral of the story is…”   Quotes:   "Get into the habit of saying, would a story help me communicate this more effectively?" Description: Gabrielle encourages leaders to make storytelling a default consideration whenever they need to deliver an important message, whether at work or at home. "Stories make your messages sticky." Description: This captures Gabrielle’s core point that stories help people actually remember and act on what you say, unlike standalone data or bullet points. "Leadership is a verb, it's not a noun, and it is certainly not a title." Description: Gabrielle’s definition of leadership emphasizes action and influence over role or status, aligning with her view that anyone can display leadership through how they show up and communicate.   Timeline:   00:00 – Storytelling as a leadership skill 00:55 – Anton’s intro and Gabrielle’s bio 03:35 – Why Anton invited Gabrielle on the show 03:57 – What influence means to Gabrielle 05:29 – Discovering storytelling in change management 06:05 – Why humans are wired for stories 07:22 – Emotion, memory, and “sticky” messages 10:03 – Storytelling as a learnable leadership skill 10:49 – PowerPoint vs. stories 12:24 – Gabrielle’s simple story framework 15:18 – How to start and end a story well 16:47 – Who influenced Gabrielle most 18:55 – Early resistance to storytelling in business 21:33 – The skeptical CFO who became a CEO 23:07 – Vulnerable storytelling and brand change 26:19 – Learning from others’ failures 28:33 – Safety culture and “safety shares” 29:52 – You can’t communicate values without stories 30:53 – Values, behaviors, and lived examples 33:08 – The “go back and touch the wall” story 36:25 – Using stories to guide real decisions 37:09 – What leadership means to Gabrielle 38:37 – Leadership as a verb, not a title 40:53 – A non-example of leadership in action 43:26 – Anton’s wrap-up and key lessons   Conclusion:   Gabrielle Dolan shows that storytelling isn’t a soft extra for leaders but a core tool for influence, culture, and values in action. By making stories short, clear, and often personal, leaders can turn abstract ideas—like safety, integrity, and “doing the right thing”—into vivid moments people remember and act on. When leadership is treated as a verb, not a title, the stories leaders choose to tell (and live) become the most powerful way they earn trust, shape behavior, and create lasting impact.

Lisa Walker and Natashia Telfer Chose Fulfillment Over Money | Here's Why

Canberra-based community care leaders Lisa Walker and Natashia (Tash) Telfer share how their personal histories. Lisa’s transition from high-level government finance roles into family-run care businesses, and Tash’s battle with stage 4B Hodgkin’s lymphoma at 18, shaped a leadership style built on kindness, culture, and advocacy. They discuss what influence means beyond social media likes: creating long-term, positive impact on vulnerable clients and on the nurses and support staff whose careers they help shape. Through their work at National Community Care, they’ve moved long-term “bed-blocker” patients with tracheostomies from hospital into community homes, designed their own specialist training where none existed, and repeatedly fought underfunding in the NDIS, often sacrificing their own financial comfort rather than compromising safety or dignity. Using tools like DISC profiling, strong governance, and modern HR/rostering systems, they hire and develop people for values first, skills second, fiercely protect a healthy culture, and invest heavily in staff wellbeing. Their story is also one of a profound partnership: two contrasting DISC profiles in a “yin–yang” dynamic who have navigated divorce, domestic violence, IVF, postnatal depression, and neurodivergence together, turning those hardships into fuel for a mission-driven, people-first approach to leadership and care.   Takeaways: 1. Influence = Long-Term Impact, Not Likes Lisa and Tash define influence as the lasting, positive change you create in people’s lives and careers, not popularity or social media metrics. 2. Culture Is Built by Who You Let In (and Who You Don’t) They hire for values and common sense over resumes, protect their caring culture fiercely, and remove “culture killers” even when it’s hard. 3. Advocacy Means Putting Clients Before Profit They repeatedly fight systems (like NDIS underfunding), create their own clinical training when none exists, and even sacrifice their own finances to ensure clients get safe, dignified care.   Quotes: “We can teach you skills and we can teach you learnings and how to do things, etc. But we can't teach you the culture – you need to either fit in, or, you know, don't be here, don't break it.” On why they hire for values first and protect culture fiercely. “Do good and the good will come – we've always put our people, whether that's our clients or our staff, always first.” On leading with service, even when it costs them financially in the short term. “It's probably only been in the last two, three years that we've actually gone, they're not really tethered together anymore. We're literally in the one dinghy… we are now in the one boat.” On how their partnership has deepened from two separate leaders to a single, united leadership team.   Timeline: 00:00 – Lisa’s early life, caring upbringing, and shift from government finance roles to wanting more human impact 01:03 – Anton’s podcast intro, show purpose around leadership and influence, and introduction of Lisa 02:48 – Introduction of Tash, her background in disability and community services, and leadership roles 04:30 – Reveal that Tash is an author and brief intro to her book “Project Kind” 04:39 – Tash explains why she wrote “Project Kind” and how lessons and kindness shape her work 05:27 – Tash defines influence as a positive impact beyond social media likes and spreading that through their team 06:43 – Lisa expands on unseen influence, long-term impact on students and team members 08:07 – Story of a long-term staff member whose career and life kept circling back to their organization, “feels like home” 09:01 – Another staff story about their youngest employee, inspired by the care given to her grandmother 10:05 – The grandmother’s relatives visit the office to express gratitude for the care provided 11:03 – Anton asks who influenced them to become kind and caring leaders 11:04 – Lisa’s detailed story: mum as a nurse, early assistant nurse work, government career, then taking over the family agencies 13:38 – Tash’s “complete opposite” path: rebellion, rejecting uni, then stage 4B Hodgkin’s lymphoma diagnosis and treatment experience 17:10 – Discussion of culture: family culture, culture of care, culture killers, and how deliberate they are about culture 18:23 – Hiring philosophy: can teach skills but not culture, importance of common sense and advocacy for vulnerable people 19:16 – Anton links “don’t break our culture” to leadership principles and comments on their strength of conviction 19:36 – DISC profiling of their team, Anton guesses their profiles, and they reflect on people-focused profiles in care 19:58 – How opposite DISC profiles can repel yet complement; Lisa’s directness balanced by Tash’s systems and processes 20:55 – Using their DISC differences as a yin–yang leadership model 21:01 – Lisa’s leadership growth from “iron fist” to more collaborative, empathetic leadership with her teams and kids 22:28 – Anton ties DISC back to communication as the foundation of strong culture 23:14 – Who they are most proud of: Lisa names Tash and explains why 23:24 – Story of the Beyond Blue event: Tash freezes on stage and Lisa carries the presentation 24:13 – Contrast to now: Tash speaks internationally, on TV, and at major events like the Australian Embassy in Paris 25:38 – Their boats/dinghy metaphor: moving from tethered boats to being in the same boat together with their families 26:37 – More on the “same boat” idea and rowing together, even if sometimes in circles 27:02 – Anton relates their styles back to DISC in practical decision-making terms 27:41 – Example: performance management and termination decisions, Lisa as decider, Tash ensuring process and care 28:13 – Protecting culture and clients while following due process and supporting staff 28:40 – Beginning of the COVID/TV story: their work didn’t stop during lockdown, and they had long-term “bed-blocker” clients to move 30:53 – Tash’s detailed account of the tracheostomy clients’ situation, delays and promise to get them out of hospital 31:24 – Long fight to create a community home, design, furnish it, and get clients moved safely during COVID 34:45 – Intention to become an RTO and gift their tracheostomy training package to raise national standards 34:49 – How the Today Show segment came about; Lisa nominates Tash and her husband to help them buy a home 35:28 – Tash and her husband receive fifteen thousand dollars toward a deposit, eventually buying their own family home 36:28 – Ongoing advocacy: NDIS significantly underfunds a client, they keep providing care at their own cost 37:17 – Refusal to return clients to hospital or risk nurses’ registrations despite funding pressures 37:45 – “Do good and the good will come”: they accept personal financial sacrifice to protect clients and staff 39:02 – Lisa’s persistent campaigning to local MPs and ministers to recover 18 months of unpaid services 40:50 – Systems and tech investment: implementing AI-enabled HR and rostering tools to free staff for care 41:08 – Anton reflects on how fortunate clients are to have Lisa and Tash as advocates 41:15 – Example of another provider returning a similar client to hospital, contrasted with their philosophy 42:36 – How they prioritise people over flash: industrial-area office, reinvesting in training and staff instead of status 44:36 – External partners: HESTA, Amanda Thompson, Nutrition Australia, helping staff with money, super, nutrition, and shift work 45:06 – Anton’s closing reflections on their story of influence, impact, advocacy and kindness, plus his calls to action for listeners   Conclusion: Lisa Walker and Natashia (Tash) Telfer show what real influence looks like when kindness, courage, and culture sit at the center of leadership. Their stories move from personal hardship—serious illness, family breakdown, financial pressure—to a shared mission of lifting standards in community care, even when that means fighting systems and sacrificing their own comfort. They redefine influence as long-term impact: shaping staff careers, keeping high-needs clients safely at home, and challenging a funding and regulatory environment that often falls short. Supported by a complementary DISC “yin–yang” partnership and strong governance, they’ve built an organisation where values come before profit, advocacy is non-negotiable, and “do good and the good will come” is more than a slogan—it’s the way they operate day to day.

It’s Never Too Late: Reinventing Your Career and Taking the Lead with Colin Boyce

What happens when a straight-talking boilermaker with real-world experience in gas, coal, and agriculture steps into the halls of power? In this episode, you’ll hear a raw, no-filter conversation about politics, work, and life from someone who built a career with their hands long before they ever set foot in parliament. Colin shares why so many modern politicians are out of touch with everyday Australians, how a lack of genuine business and life experience leads to bad decisions, and why representing Central Queensland means understanding the realities of mining, resources, heavy industry, and agriculture – not just reading about them in briefing notes.  You’ll discover how he went from earthmoving contractor to high-pressure pipe welder in his 40s, proving it’s never too late to change direction, upskill, and take control of your future. He opens up about the values that shaped him, from hard work and self-sufficiency to raising kids who understood the importance of earning their way in life. We dig into the growing gap between metropolitan Australia and regional communities, the hypocrisy of exporting energy resources we refuse to properly use ourselves, and the importance of honest, direct communication in leadership – even when the truth is uncomfortable. The conversation also tackles some of the biggest challenges facing young people today, including why so many struggle to buy a home, how lifestyle and financial choices compound over time, and the failures of an education system that doesn’t teach basic money skills like interest, debt, and credit cards. Along the way, you’ll hear the influence of conservative figures like Winston Churchill and Margaret Thatcher, learn why “don’t ever let anyone tell you that you can’t” is more than just a slogan, and be reminded that if you’re going through hell, you really do have to keep going. This episode is a must-listen if you care about politics grounded in reality, personal responsibility, and the power of backing yourself at any age.    Takeaways:  Real-world experience matters – Politics needs more leaders who’ve actually worked in industries like mining, gas, and agriculture, not just career politicians.  It’s never too late to reinvent yourself – You can start a new trade, upskill, and change direction even in your 40s and beyond.  Honest communication builds trust – People respect leaders who tell the truth, even when it’s uncomfortable, instead of dodging questions.  Young people lack financial preparation – Schools fail to teach basic money skills like interest, debt, and credit cards, leaving many struggling to get ahead.  Mindset and choices shape your future – Your attitude, work ethic, and decisions over time matter more than the cards you’re dealt.  Quotes:  “First and foremost, don’t ever let anyone tell you you can’t, and don’t ever think it’s too late.”  “If you want something bad enough, go out and get it, because nobody’s going to hand it to you on a plate.”  “If you’re going through hell, keep going.”    Timestamps:  [00:00:00] – Never Too Late to Change Your Life  [00:00:45] – From Workboots to the World of Politics [00:03:00] – The Problem with Career Politicians  [00:05:30] – Central Queensland & the Port of Gladstone [00:08:30] – From Local Council to Federal Parliament  [00:11:30] – Young People, Housing, and Hard Choices [00:15:00] – How School Fails on Money and Life Skills Critique  [00:18:00] – Leadership, Communication, and Telling the Truth [00:22:00] – City vs Country: A Growing Divide  [00:26:00] – Reinvention at 40 and the Churchill Mindset    Conclusion:  Colin Boyce, a trade-qualified politician representing Central Queensland, discusses the lack of real-world experience among many politicians. He emphasizes the importance of practical experience in industries like coal, gas, and agriculture for effective representation. He criticizes the hypocrisy of exporting resources while not utilizing them domestically. Speaker 1 advocates for community interests, citing his background in boilermaking and earthmoving. He highlights the education system's failure to prepare youth for financial independence and stresses the importance of communication and honesty in leadership. He concludes with a motivational message about personal growth and resilience.

Most People Underestimate This Leadership Skill with Melissa Dunbar

Melissa Dunbar, a highly respected Australian entrepreneur and founder of Big Fish Events Group (est. 2004), whose three-decade career spans events, marketing, communications, and innovation, and includes recognition as a 2019 Telstra Businesswoman of the Year finalist. Melissa recounts how, after returning from London and Texas and finding traditional roles hard to land, she tapped into her network and was offered a massive first project by former Australian cricketer Dean Jones—a 37‑day, 113‑event journey from Cairns to Sydney celebrating 25 years of State of Origin. The team transported a custom-made trophy “ball” via surfing, kayaking, walking, running, cycling, cars, trains, and a flotilla of boats into Sydney Harbor, raising about $250,000 for Make-A-Wish and granting 11 wishes for children, showcasing her talent for ambitious, high-impact event design rooted in sporting culture and state rivalry.   Takeaways:   1. Create Your Own Opportunities (The Big Fish Origin Story) Melissa didn’t wait for the “perfect job.” After returning from overseas and struggling to find a role, she leaned on her network, said yes to a big challenge from Dean Jones, and turned a single opportunity—a 37-day, 113-event State of Origin tour—into the foundation of a 20+ year events business. 2. Influence = Intentional Knowledge Transfer Melissa defines influence as the intentional transfer of knowledge from one person to another—spoken, written, or visual. She emphasizes that influence carries responsibility: your actions and words should have clear, positive intent, because every interaction has the potential to shape someone else’s thinking or behavior. 3. Values, Boundaries, and “No Compromise” As a woman working in male-dominated, high-profile sporting and events environments, Melissa’s guidance is to never compromise your values. You always have a choice—silence is still a choice—and you likely have more influence than you think. Her approach is to stay safe, uphold standards, and sometimes step in to “shut down” behavior that isn’t okay, focusing on getting it right, not needing to be right.   Quotes:   "We talk a lot at Big Fish Events about getting what you need, not necessarily what you want." Used while describing creative problem-solving (like funding the Opera House sails turning blue). Melissa’s focus is on outcomes and resourcefulness, not perfection or wishful thinking. "You don't always have to be right, but you've got to get it right." Melissa’s philosophy on leadership and decision-making: drop the ego, own mistakes, and stay focused on delivering the best result for the team, clients, and stakeholders. "You have more influence than you think." Shared in the context of women (and anyone) in male-dominated or high-pressure environments. Melissa stresses that every person, regardless of title, can shape behavior and outcomes by using their voice and values.   Timeline:   00:00 – Anton’s intro to the Find Your Influence podcast and to guest Melissa Dunbar, outlining her background and achievements. 04:42 – Melissa explains returning from overseas, struggling to find a job, and how reconnecting with her network led to launching Big Fish Events. 06:34 – Detailed story of the first Big Fish project: 37 days, 113 events, 86 legends, and raising $250,000 for Make-A-Wish. 11:25 – Behind-the-scenes “footballers on tour” story and early leadership boundaries on that first big event. 12:35 – Melissa describes creatively getting the Sydney Opera House sails turned blue and finding a last-minute sponsor. 14:48 – Discussion of Melissa speaking on stage at the Sydney Opera House in 2025 and what that experience felt like. 17:14 – Melissa defines what influence means to her: intentional transfer of knowledge plus responsibility and intent. 20:56 – “Create your own stage” concept: you don’t need a big stage to influence; you can build your own platforms and opportunities. 22:10 – Advice for women working with “blokey blokes” in male-dominated industries: never compromise, always choose, and understand that silence is a choice. 26:27 – Key line: “You don’t always have to be right, but you’ve got to get it right” and “You have more influence than you think.” 27:13 – Early influences: growing up one of six, brothers, lots of kids at home, and the people skills that created. 29:16 – The impact of dance training: discipline, professionalism, presentation, and “excellence as base level.” 31:48 – What Melissa learned from elite athletes and why they “don’t compromise” on excellence. 35:20 – Favorite elite sportspeople and notable figures she’s worked with, including Dean Jones, Darren Lehmann, David Beckham, Olivia Newton-John, and Queen Elizabeth II. 39:11 – Melissa’s definition of leadership: do what you say you’re going to do, own your mistakes, and always bring a solution.   Conclusion:   This conversation with Melissa Dunbar showcases how intentional influence, uncompromising values, and a commitment to excellence can shape a remarkable career in events and leadership. From her audacious first project—a 37‑day, 113‑event State of Origin tour that raised significant funds for Make-A-Wish—to turning the Sydney Opera House sails blue and eventually speaking on its stage, Melissa demonstrates what’s possible when you back yourself, create your own opportunities, and refuse to compromise your standards. Her philosophy—influence as responsible knowledge transfer, leadership as doing what you say you’ll do, and the reminder that you have more influence than you think—offers powerful guidance for anyone wanting to build a meaningful career, especially in high-pressure or male-dominated environments.

Your Business Doesn't Need More Staff—It Needs This with Les Moir

Les Moir explores how business-level AI is transforming service-based small and medium businesses that have strong capability but hit a capacity and infrastructure plateau. They distinguish task-level AI (e.g., ChatGPT for emails, ads, and content, like upgrading from a hammer to a nail gun, but still requiring the owner’s time and skill) from business-level AI, systems that run core functions on your behalf, such as 24/7 call handling, instant follow-up, and reputation management. Les argues that missed calls and slow responses quietly erode revenue and lifetime client value, with data showing that speed of response can mean six figures a year in extra revenue. Together, they frame AI as an infrastructure and leverage tool for influence: the goal isn’t to “learn AI” but to have AI learn your business, freeing owners from being the bottleneck and shifting from product-focused to client-experience-focused operations. They also connect AI with better communication and leadership, suggesting that leaders who lean into AI and learn to ask clearer questions will become more influential by scaling their insight and improving the client journey at every touchpoint.   Takeaways: 1. Business-level AI vs. task-level AI – Stop just using AI as a faster tool; use it as infrastructure that runs entire functions (like 24/7 reception and follow-up) for you. 2. Speed-to-lead = revenue – Slow or missed responses quietly kill sales; business-level AI protects six-figure opportunities by replying instantly and consistently. 3. Leverage your influence, don’t learn to “be AI” – The goal isn’t to become an AI expert; it’s to have AI learn your business so you can scale your impact and client experience without becoming the bottleneck.   Quotes: * "You don’t need to learn AI, you need AI that learns your business." * "If you believe that your product’s going to help fix their business and make it better for them, then you’ll continue follow up." * "It’s not the microphone that influences; it gets you the ability to voice."   Timestamps:  00:49 – Anton introduces the Find Your Influence podcast, the focus on influence, and guest Les Moir’s background working with businesses up to $1.5B. 02:20 – Les’ core insight: most established service businesses plateau not from lack of skill but from missing infrastructure. 05:59 – Clear distinction between task-level AI (you still operate the tool) and business-level AI (systems that operate core functions for you). 08:30 – Les explains 24/7 call handling, systematic follow-up, and reputation management as examples of business-level AI. 10:03 – Discussion on speed-to-lead and why fast response times can be worth six figures a year in extra revenue. 13:54 – Les frames influence as internal belief, the questions you ask yourself, and who you choose to be influenced by. 17:42 – Anton predicts AI will make leaders better communicators because good outputs require clear questions and instructions. 21:56 – Shift from product focus to client experience focus, using McDonald’s as an example of systemized customer journey. 27:00 – The cost of doing nothing: missed calls, lost reviews, and unasked referrals adding up to major revenue loss. 33:54 – Les on objections to AI and why owners must move from “why not” thinking to “how can I” thinking. 39:35 – Framework for choosing AI: decide whether you want a business that depends on you or one that can operate without you. 43:01 – Les outlines next steps: starting with a demo where AI answers calls as your receptionist and is refined from there.   Conclusion: The conversation closes by underscoring that many strong service businesses are capped not by their skills, but by their capacity and missing infrastructure—and that business-level AI is now a realistic way to fix that. Les and Anton highlight that the real win isn’t dabbling with shiny AI tools, but delegating whole client-facing functions (calls, follow-up, reviews, client journey) to systems that learn your business so you, as the owner, stop being the bottleneck. For leaders, that shift is both a leverage play and an influence play: when you pair clear thinking and communication with scalable AI-powered systems, you can serve more clients, faster, with a consistently better experience—without burning yourself out.