Name: Paula Shepherd

Title: Founder/CEO of The Courage Blueprint

Organisation: The Courage Blueprint

Paula Shepherd is a dynamic facilitator, keynote speaker, executive coach, and host of the podcast Voices on the Verge. With nearly 20 years of experience in male-dominated industries, Paula empowers high-achieving women to lead with confidence and challenge the status quo. She has worked with Fortune 500 companies, non-profits, and tech giants, helping organizations embrace bold thinking, focus, and risk-taking.

Paula holds certifications in Everything DiSCⓇ, The Five BehaviorsⓇ, ITIL, Project Management, eSpeakers Virtual Presenter, and Asana, and has been featured in VoyageAustin and Canvas Rebel Magazine. She is also a former TV talk show host and currently serves as President-Elect of the National Speakers Association, Austin Chapter, and Mentoring Program Chair for Austin Women in Technology. Passionate about family, red lipstick, and supporting neurodivergent leaders, Paula is committed to creating inclusive opportunities for all.

Thank you to the 2,000 leaders who’ve generously done the 7 Questions on Leadership!

I hope Paula's answers will encourage you in your leadership journey. Enjoy!

Cheers,

Jonno White

1. What have you found most challenging as a leader?

The most challenging part of being a leader has been learning to lead myself first—because if I can’t do that, I have no business leading others. Leadership isn’t about people following what I do or what I say; it’s about modeling the kind of courage, self-awareness, and accountability that gives others permission to do the same. It’s about being willing to question my own biases and evolve, even when it’s uncomfortable.

But here’s where it gets tricky: Traditional hierarchies don’t always create space for that kind of leadership. In systems where power is top-down, people often hesitate to challenge authority or speak their minds because they’re afraid of the consequences. That’s one of the biggest barriers I’ve faced—breaking through those outdated structures and creating an environment where people feel safe to push back, challenge me, and challenge themselves.

It’s not always easy to dismantle those unspoken rules. People have been conditioned to believe that leadership is about power, not partnership. They’re waiting for permission to act instead of owning their voice. As a leader, it’s my responsibility to show that I’m not above feedback, that I don’t have all the answers, and that their input matters.

The challenge for me has been shifting my focus away from convincing people to believe in themselves or follow my lead and instead creating spaces where they feel empowered to think critically, take risks, and lead themselves. It’s about showing that real leadership isn’t about control—it’s about collaboration, curiosity, and the courage to disrupt what isn’t working.

At the end of the day, leading myself with integrity is the foundation. It’s what makes it possible to build trust and inspire others to challenge the status quo, even when the system says otherwise. And honestly? That’s the kind of leadership the world needs more of.

2. How did you become a leader? Can you please briefly tell the story?

For a long time, I thought I became a leader the moment I got a title and started managing a team. That’s the narrative we’re sold, right? Leadership is tied to hierarchy, authority, and having people “under” you. But the truth? I didn’t actually step into leadership until I left my corporate job and started looking at myself from the inside out.

When I was in the corporate world, I was checking all the boxes—leading teams, hitting goals, and climbing the ladder. On paper, I was a leader. But it wasn’t until I walked away from the security of that job and asked myself, Who am I when there’s no title, no corporate safety net, and no one to manage? that I realized leadership isn’t about a role or a title. It’s about self-awareness, alignment, and living in a way that reflects your values.

The shift happened when I stopped trying to meet external expectations and started leading my own life. I had to learn how to trust myself, speak up for what I believed in, and take responsibility for creating the impact I wanted to have. That’s when I really became a leader—not because I was managing a team but because I was showing up authentically, setting boundaries, and making decisions based on who I was, not who I thought I should be.

Leadership isn’t something someone hands you when you climb the ladder. It’s something you claim when you decide to show up for yourself and lead your life with intention. For me, that started the day I stepped away from what I was “supposed” to do and started asking myself what I wanted to do—and then had the courage to follow through.

3. How do you structure your work days from waking up to going to sleep?

My workdays are intentionally structured to maintain a balance between productivity, self-care, and staying connected to my vision and values. As an entrepreneur, it's easy to get caught in the hustle and bustle, but I've learned that the key to sustainable success is making sure my days are purpose-driven and aligned with what matters most to me—both in my business and my life.

Each Day looks different for me. I have specific days during the week to disconnect and be with my family. I have other days that I dedicate to being in my creative space, masterminding and developing my skills. I have some days set aside for taking client phone calls. Generally speaking, I take my mornings for self-care and family, morning blocks for work, and focus my evenings on family and family activities.

Keeping these days separate helps me stay in my creative flow to ensure my life feels balanced and purposeful while still being structured and productive.

4. What's a recent leadership lesson you've learned for the first time or been reminded of?

A recent leadership lesson that hit me hard is this: just because you can do something doesn’t mean you should. As leaders, especially if you're someone who’s used to stepping up and making things happen, it’s easy to fall into the trap of overextending yourself. I’ve been reminded that leadership isn’t about doing everything—it’s about doing what matters most and empowering others to step into their roles.

Recently, I found myself slipping into old habits—trying to take on too much, thinking, It’s just easier if I handle it. But here’s the problem with that: it robs others of the chance to grow and sends the message that I don’t trust them to take ownership. That’s not leadership—that’s control.

The reminder for me was to pause, delegate with intention, and trust the people around me to rise to the occasion. Leadership is about creating space for others to lead. It’s about knowing when to step back, even when you’re fully capable of stepping in.

This lesson has also reminded me to check in with myself. Am I taking on things out of obligation or because they align with my values and goals? Am I modeling boundaries and balance, or am I showing people that burnout is the cost of success? Leadership is as much about what you don’t do as it is about what you do. And honestly? Learning to let go isn’t easy, but it’s necessary if you want to lead effectively and sustainably.

5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?

One book that had a profound impact on my leadership is Dare to Lead by Brené Brown. When I first read it, I was in the midst of transitioning from a corporate career to entrepreneurship, and I was grappling with the feeling of imposter syndrome. I knew I had the skills and knowledge to lead, but I didn’t always feel confident enough to step into my full potential. Brené’s approach to leadership—rooted in vulnerability, courage, and authenticity—struck a chord with me.

What really resonated with me was her concept of “wholehearted leadership,” which emphasizes the importance of showing up as your authentic self and embracing vulnerability. As a leader, I had always thought I needed to have all the answers and project confidence at all times. But reading Dare to Lead made me realize that true leadership isn’t about perfection; it’s about being real, being open, and creating an environment where others feel safe to do the same.

One of the biggest takeaways for me was how important it is to cultivate trust within a team. Brené talks about how trust is built through small, everyday actions—being reliable and honest and showing up for others, even when things are tough. This idea helped shift my perspective on leadership. Instead of trying to control every outcome or appear “perfect,” I started focusing on building stronger, more authentic relationships with my clients and my team. I became more open about my own struggles and failures, and that vulnerability helped foster deeper trust and connection.

As a result, I began to lead more from a place of empathy and understanding, which ultimately made me a better coach and mentor for the entrepreneurs I work with. I realized that leadership is about helping others feel seen, heard, and empowered to take risks and grow, not just about giving them the answers.

Dare to Lead taught me that leadership isn’t a solo journey—it’s a shared experience, one that thrives on connection, vulnerability, and mutual trust. That mindset shift has had a lasting impact on how I approach both my business and the people I lead.

6. If you could only give one piece of advice to a young leader, what would you say to them?

My one piece of advice to a young leader would be this: Trust yourself and embrace the power of your unique voice.

When I was starting out, I struggled with self-doubt and felt like I needed to fit a certain mold to be taken seriously or to be a “good” leader. I thought I had to have all the answers, follow the established rules, and prove myself over and over again. What I’ve learned is that the most effective leaders aren’t those who have it all figured out—they’re the ones who are willing to trust their instincts, speak up authentically, and lead with courage, even when they don’t have all the answers.

It’s easy to get caught up in comparison—looking at other leaders who seem to have it all together or thinking you need to follow a prescribed path to succeed. But the truth is, your unique perspective, experience, and way of thinking are exactly what will set you apart and make you a great leader. Don’t be afraid to step into your own power, take risks, and make mistakes along the way. Every misstep is an opportunity to learn and grow, and often, those “failures” are the building blocks for your greatest leadership breakthroughs.

So, my advice is to stop waiting for permission to lead the way that feels right for you. Trust that you already have the qualities and instincts to inspire others, and use your voice to create the impact you want to see in the world. Lead with authenticity, vulnerability, and a belief in your own potential. You don’t have to be perfect to be a great leader—you just have to be real.

7. What is one meaningful story that comes to mind from your time as a leader, so far?

One meaningful story that stands out to me happened early in my entrepreneurial journey when I was working with a small business owner who was struggling to gain confidence in their ability to lead their team. They had a great business idea, but they were unsure how to communicate their vision, make decisions, and truly step into their role as a leader.

During our first meeting, they shared how overwhelmed they felt trying to manage everything alone and how they were often second-guessing their decisions, afraid of making mistakes. It was clear that they had immense potential, but the fear of not being good enough was holding them back from taking the bold actions needed to grow their business.

I remember telling them, “You don’t have to have everything figured out from day one. Leadership is about taking action and learning as you go. Your team is looking to you not for perfection but for clarity, guidance, and confidence. And that confidence will grow as you trust yourself more.”

Over the next few months, we worked together to shift their mindset and focus on building their leadership skills, especially in communication and decision-making. I encouraged them to be transparent with their team, to share their challenges and wins openly, and to ask for feedback, knowing that leadership isn’t about knowing everything but about learning and evolving alongside your team.