Dawn Stallwood
Corporate Counsel, Author of Beautiful Leadership, and Chief Integrity Officer Shaping Governance, Leadership and Ethics at the Top
About Dawn Stallwood
As a Notary Public, Dawn is the quiet witness in rooms where signatures and transactions decide futures. What she saw behind the paperwork, especially during the Global Financial Crisis, changed her course. In 2010, she founded Floodlight Business, an integrity and impact platform supporting business owners, founders and leadership teams as they navigate value creation, professional relationships,collaboration and legacy.
Turning 50 in 2024, Dawn marked her ‘half-time’ by pouring her experience into a proprietary framework built on Nine Beautiful Qualities and Ten Leadership Practices that make leadership truly attractive, authentic and impacting. Her new book, Beautiful Leadership – Your Personal Framework for Authentic Impact, reframes leadership as an act of intention, integrity, and service rather than power or control.
Not afraid to speak truth to power, Dawn is convinced of these two things: ‘We need an Army of Beautiful Leaders’ and ‘Human Centred Leadership and Professional competence is a vital tool in an AI age.’
Today, she speaks about the future of work, what deals and collaboration teach us about ourselves and the meaning of success, the ethical limits of AI, the importance of professional service with empathy, and the kind of leadership that enables human flourishing in uncertain times. Dawn brings candour, humour, and lived experience, bridging the boardroom, the deal room, advisor role and, consortium office and the deeply human space in between.
Latest episodes
Key topics
Conscious Unbossing
Dawn has worked in hierarchical and collaborative leadership structures for close to 30 years, where long-term tenure and elevation through the ranks was a measure of loyalty and success, and served as a risk management tool for business. The future of work is trending differently – management and leadership is not the expectation. Financial security, agility, personal fulfilment, and balance are key considerations. Businesses that are not ready to adapt to appeal to their youngest employees risk a hollowing out of management and leadership in the future, and will fail to engage with short-term employees for it to be a win-win in the moment. Driven by expertise, personal growth, creativity, autonomy, balance, collaboration, and purpose, they need something more - something different - more congruent to their values. Equally, the youngest employees can choose to ‘opt out’ or ‘opt in’ and be part of shaping the solution; to reimagine what leadership can look like. Dawn challenges leaders and younger generations to think beyond short-term metrics of success, personal ambition, and preferences, and consider the enduring cultures, values, and systems they create - igniting a passion for leadership from younger working generations, and trust and sponsorship from those passing the baton on.
The Founder’s Challenge - Passing the Baton On
Founder's Syndrome, the phenomenon where a founder's disproportionate power and influence in a company hinders its growth and leads to operational problems. Left unnoticed and unchecked, it repels talent and loyalty, creates bottlenecks, hinders decision-making, and prevents the development of robust governance and succession plans. Exits are made all the harder if this is play. Founders and Entrepreneurs are praised for involvement and control, until they become the very thing that caps the organisation’s growth. Dawn has advised countless founders and business owners on the brink of expansion or exit, or grappling with why their business is ‘so hard to run and grow’. She sees the emotional gravity of ownership and responsibility pull against the logic of change, empowerment and succession. This is the toughest and the most vital of work for both the leader owner and their team. Dawn argues that enduring companies emerge when founders and owners evolve from architects to stewards and get their ‘fix’ through sponsorship and collaboration, and seeing others flourish. Drawing on her M&A and negotiation work, she shows how collaboration, trust and transparency are the true measure of legacy and implementation of strategy. The question isn’t whether you can scale your company, but whether you can scale yourself.
Empathy in Professionalism – is it in focus?
Professionals are set apart from those they serve and advise. They are subject to standards and rigour beyond the client’s business ethics policy or company values – governing bodies and regulators enforce minimum professional conduct expectations. Alongside this is the need to respond on a deeply human level to clients. Empathy matters. Emotional Intelligence is expected. At the end of every deal, project or transaction is a person, a family, including the professional themselves. How we approach our work should matter beyond the deliverables and the profit margin. Dawn hears the frustrations and plaudits from clients about their experience of other professionals and the fear of young professionals facing an uncertain future. There is much we can learn and respond to. In the age of professional tech, it is the implementation of the Beautiful Leadership framework and a recommitment to what it means to be a contemporary ‘in-touch’ professional that will distinguish and protect professional service firms from being replaced by AI and automation. This is the new space for trusted advisors, ‘the Empath Professional’. Dawn shares a quarter of a century of lessons and insights - empathy and integrity are not soft skills but the hard currency of influence and impact. When professionals drop the mask, they don’t lose authority - they gain it and lead with authenticity.
View all topics →
Latest episodes
Key topics
Conscious Unbossing
Dawn has worked in hierarchical and collaborative leadership structures for close to 30 years, where long-term tenure and elevation through the ranks was a measure of loyalty and success, and served as a risk management tool for business. The future of work is trending differently – management and leadership is not the expectation. Financial security, agility, personal fulfilment, and balance are key considerations. Businesses that are not ready to adapt to appeal to their youngest employees risk a hollowing out of management and leadership in the future, and will fail to engage with short-term employees for it to be a win-win in the moment. Driven by expertise, personal growth, creativity, autonomy, balance, collaboration, and purpose, they need something more - something different - more congruent to their values. Equally, the youngest employees can choose to ‘opt out’ or ‘opt in’ and be part of shaping the solution; to reimagine what leadership can look like. Dawn challenges leaders and younger generations to think beyond short-term metrics of success, personal ambition, and preferences, and consider the enduring cultures, values, and systems they create - igniting a passion for leadership from younger working generations, and trust and sponsorship from those passing the baton on.
The Founder’s Challenge - Passing the Baton On
Founder's Syndrome, the phenomenon where a founder's disproportionate power and influence in a company hinders its growth and leads to operational problems. Left unnoticed and unchecked, it repels talent and loyalty, creates bottlenecks, hinders decision-making, and prevents the development of robust governance and succession plans. Exits are made all the harder if this is play. Founders and Entrepreneurs are praised for involvement and control, until they become the very thing that caps the organisation’s growth. Dawn has advised countless founders and business owners on the brink of expansion or exit, or grappling with why their business is ‘so hard to run and grow’. She sees the emotional gravity of ownership and responsibility pull against the logic of change, empowerment and succession. This is the toughest and the most vital of work for both the leader owner and their team. Dawn argues that enduring companies emerge when founders and owners evolve from architects to stewards and get their ‘fix’ through sponsorship and collaboration, and seeing others flourish. Drawing on her M&A and negotiation work, she shows how collaboration, trust and transparency are the true measure of legacy and implementation of strategy. The question isn’t whether you can scale your company, but whether you can scale yourself.
Empathy in Professionalism – is it in focus?
Professionals are set apart from those they serve and advise. They are subject to standards and rigour beyond the client’s business ethics policy or company values – governing bodies and regulators enforce minimum professional conduct expectations. Alongside this is the need to respond on a deeply human level to clients. Empathy matters. Emotional Intelligence is expected. At the end of every deal, project or transaction is a person, a family, including the professional themselves. How we approach our work should matter beyond the deliverables and the profit margin. Dawn hears the frustrations and plaudits from clients about their experience of other professionals and the fear of young professionals facing an uncertain future. There is much we can learn and respond to. In the age of professional tech, it is the implementation of the Beautiful Leadership framework and a recommitment to what it means to be a contemporary ‘in-touch’ professional that will distinguish and protect professional service firms from being replaced by AI and automation. This is the new space for trusted advisors, ‘the Empath Professional’. Dawn shares a quarter of a century of lessons and insights - empathy and integrity are not soft skills but the hard currency of influence and impact. When professionals drop the mask, they don’t lose authority - they gain it and lead with authenticity.
View all topics →