May 25, 2025 • 30 mins
Episode Summary
What’s really holding high-achieving leaders back from reaching their next level? In this powerful conversation, Coach Mo sits down with executive coach and strategist Daphne Valcin to unpack the real barriers—like fear, limiting beliefs, and the inner critic—that derail even the most driven professionals. From her own vulnerable story of launching a coaching business to guiding clients toward six-figure promotions, Daphne shares how intention, emotional intelligence, and aligned action create lasting influence. Whether you're a leader battling doubt or building your internal brand, this episode offers a blueprint to lead with clarity and confidence.
🔑 Key Takeaways
- Problem-Solve Your Fear: Daphne shares how she overcame early business fears by taking action and shifting her mindset—not just waiting to feel “ready.”
- Build Influence from the Inside Out: Leaders must first align with their values and intentions before they can build credibility and relationships that fuel promotions.
- EQ Drives ROI: Emotional intelligence isn’t optional—it’s a core driver of engagement, retention, and leadership growth.
- Conflict Often Masks System Gaps: What looks like team tension is often rooted in unmet expectations or unclear roles—fix the system, reduce the friction.
- The PACT Method: Daphne’s agency uses a 4-part framework—Program development, Assessments, Coaching, and Training—to develop high-impact, emotionally aware leaders.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:10):
Welcome to the let's Think About it podcast, where we
embark on a journey ofthoughtfulness and personal
growth.
I'm your host, Coach Mo, andI'm here to guide you through
thought-promoting discussionsthat will inspire you to unlock
your full potential.
In each episode, we'll explorea wide range of topics, from
self-discovery and mindfulnessto goal-setting and achieving
(00:33):
success.
Together, we'll challengeconventional thinking and dive
deep into the realms ofpossibility.
Whether you're looking to findclarity in your personal or
professional life, or seekingstrategies to overcome obstacles
, this podcast is your go-tosource for insightful
conversations and practicaladvice.
So find a comfortable spot,chill and let's embark on this
(00:57):
journey of self-improvementtogether.
Remember, the power oftransformation lies within you,
and together we'll uncover thetools and insights you need to
make it happen.
So let's dive in.
Welcome to another episode ofthe let's Speak About it podcast
(01:21):
.
I'm your host, Coach Mo, andI'm here with another amazing
guest, and her name is DaphneValson.
Daphne, my sister.
Speaker 2 (01:33):
How are you?
Speaker 1 (01:34):
Man, I'm awesome.
I'm here in Sacramento.
We got sunshine.
It's projected to be 86 degrees, so I'm really happy that we
got this nice sunshine going on.
What part of the country areyou in?
Speaker 2 (01:50):
I'm in Austell, Georgia, right outside of
Atlanta, Georgia.
Speaker 1 (01:54):
The ATL, born and raised.
Speaker 2 (01:57):
No, I'm actually from Miami, florida, where it's
usually warm or hot.
Now in Atlanta, georgia, since2021, where we see the seasons
now.
Speaker 1 (02:08):
OK, OK.
I have not touched foot in theATL yet.
What's one thing that I shouldknow about ATL?
What would you say is the bestthing about being in Atlanta?
What would you say is the best?
Speaker 2 (02:25):
thing about being in Atlanta I feel like, for those
who like hiking and nature andmountains and things like that,
I feel this area.
What I've discovered is that itis about two to three hours
from a number of differentamazing places to hike in
Georgia and to explore, andthere's actually a number of
(02:46):
places even in the city that arelike some beautiful parks to
explore.
So that's something that youmay not be able to find out
easily or not hear about verymuch, but is one of the perks of
living in this area.
Speaker 1 (02:58):
Okay, so tell my audience who you are, what you
do and the type of value thatyou bring.
Speaker 2 (03:05):
Sure.
So I am Daphne Valson.
I'm CEO of Valson StrategicSolutions.
I've had my own business forabout 11 years now and I support
high potential leaders inincreasing their influence up
down and across theirorganizations, especially as it
relates to communication,collaboration, conflict,
connection, confidence all theseeds when it comes to the kinds
(03:28):
of leaders that we support.
This might be an organizationthat has a team that maybe isn't
meeting their quarterly goalsor not as productive as possible
, or is experiencing somecommunication challenges or
opportunities for the team toreally get to know one another
better and to be able to moveforward.
Or it could be an executiveleader who knows that they're
(03:51):
not operating at their fullestpotential and who maybe needs
some thought, partnership aroundproductivity or communication
or effective collaboration orconfidence, or even how they are
planning their next steps oreven how they are planning their
next steps.
So those are some of the thingsthat we do, and within our
organization, we've been able tohelp a number of teams over 400
individual clients in additionto over 200 teams in all these
(04:14):
years.
Speaker 1 (04:16):
That's amazing, that's great, and you talk so
confidently and I can hear allthe success that you're having.
So congratulations on thatfront.
But I want to go here.
Take me through the journey.
How did you arrive atleadership, coaching, consulting
, how did this happen?
Speaker 2 (04:35):
Sure, my undergraduate degree is in
public relations and my master'sdegree is actually in education
.
Much of my experience has beenaround project management,
around managing programs andcreating programs in community
mobilization.
Much of my experience has to dowith the idea of being able to
tap into the potential of peopleand their ideas.
(04:56):
The education side allows me todeliver in ways that are
engaging.
Engaging, understand how peoplelearn when it comes to training
or coaching, like how to makesure that I'm checking for
understanding with whatever itis that I'm delivering or
holding people accountable to do.
And then the public relationsside is understanding that
(05:16):
people need to have a vision.
They need to have values thatare moving forward.
Those values need to beapparent in their online brand,
in their in-person brand and howthey're communicating with one
another.
And knowing the psychology ofhow people work and what helps
them to all feel valued andvalidated and interested in
(05:37):
whatever is happening.
So, basically, when I was doingmy thing, I was a single woman
and, on my way to get my MBA,took my GMAT three times until I
got the score I wanted.
And I did get my thing.
I was a single woman and, on myway to get my MBA, took my GMAT
three times until I got thescore I wanted.
And I did get that score.
I was so happy and at the sametime, fell in love during those
months of working through allthe things you need to do when
you want to get an MBA, so thenetworking, the taking a capital
(06:00):
in class, all kinds of things Iwas doing.
So I realized, in falling inlove with my husband, that I
didn't think it was going to bea good idea to get an MBA my
first year of marriage.
I actually got accepted into.
I always forget this part of thestory.
I still applied to an MBAprogram.
I applied to a local program towhere my husband was in Florida
, got accepted and decided notto go.
(06:21):
But I wanted to initially getmy MBA.
Work for Deloitte Consulting asa consultant, working in human
capital, was my dream, and soinstead I decided to become an
entrepreneur.
It is actually what sparked mestarting my business.
And then I had to realize whatthe through line was, that
tapping into the potential ofpeople and their ideas for how I
(06:42):
was going to put together thethings that I had done in the
past in a way that could growwith my family.
So entrepreneurship actuallycame out of my falling in love
with my husband and realizingthat I wanted to do something
that was more flexible, just incase we someday started a family
.
Now we have two children asix-year-old and actually a
seven-year-old she turned sevenyesterday and a nine year old,
(07:03):
and this business has grown andevolved with my family too.
Speaker 1 (07:07):
Okay, so take me back to that point.
When you made that decisionright To explore
entrepreneurship.
What was the inner critic?
Were there limiting beliefsthat were coming up for you
during that time of steppinginto this new world of
entrepreneurship, and how didyou address it?
How did you approach it?
(07:28):
Take me through that framework.
Speaker 2 (07:31):
So what is interesting is I think that when
I initially started, I feltlike the way my mind was set up
back then was I could doanything that I could create.
But there was some critics.
I'll tell you where they camein.
I could do anything if I canfigure out a plan and make it,
(07:52):
and then I could make it happen.
What I did was I talked to awhole bunch of coaches before I
definitely made the decision andasked them about their
businesses.
Were they successful?
Some said they were really notsuccessful at all.
Some said they were reallysuccessful.
A man that I talked to who wassupposed to be giving me
business advice said this is ahorrible idea.
(08:14):
You shouldn't do it.
You're not going to make anymoney.
I understand you want to do it,but it's not going to be.
You're not going to besuccessful, so don't do it.
Which I understood where he wascoming from and when I started.
So I realized throughassessments later in life I'm a
high follow through on a COBEassessment, which means you can
(08:34):
tell me something general and Iwill create a plan and implement
it.
So I'm not the kind of personwho, as an employee, would have
been like you need to give meall the steps.
Just tell me what you need meto do.
Just tell me like the bigpicture, and I'm going to create
a whole thing to make it happen.
I'm also, on theCliftonStrengths, an activator.
I didn't even realize that awoman who I was talking to was
like you must be an activator.
I was like I don't remember myCliftonStrengths and I was like,
(08:56):
yes, I am.
Speaker 1 (08:58):
CliftonStrengths finders.
Speaker 2 (08:59):
I'm going to make something happen is my is the
style of the spirit of who I am.
But in the beginning, where Istarted to feel some critics or
some limiting beliefs was thatfirst week.
So I left my job Friday June20th and had my website up EIN
bank account Within like a fewdays, got all that stuff
(09:22):
together and pitched for clients, basically wrote a social media
post about how I was becoming acoach, just opened my business
that day.
That got me a little nervous.
So then, three days later, Idid another post.
This post was different.
I asked for help.
I'm like, hey, I am starting mybusiness, need some hours.
I need as many hours as I canget towards certification, which
(09:44):
is true.
I actually have the highestcertification now of coaches, a
master's certified, and youcan't apply until you get to a
certain place.
So I got from that post abouthelping me get my hours.
Book a consultation, tellfamily and friends.
I think it was somewherebetween 20 and 30 consultations
that day.
People booked.
So that made me feel muchbetter.
(10:04):
That was an idea of me likeproblem solving what went wrong?
What do I need to shift?
How do I do this differently?
Let me post again.
And then it worked.
But then it was really nervous.
I was nervous about I'm gonnaask people for money and I don't
want to ask people for money.
Even though I'm entrepreneur, Idon't want to take their money
from them.
I don't want to charge peopleany more than like 40 dollars
(10:29):
for an accession.
I charge less than that when Ifirst started out, cause I'm
like that is a lot of money forone session with the coach, so I
don't want to charge all thatmoney.
And then there was other things, like what happens if somebody
doesn't book a session when theysaid they were going to book it
, or they don't show up.
I don't want to bother them.
In my discovery sessions, mydiscovery sessions I didn't
(10:50):
realize it, but I didn't reallywant to close the sale.
I just wanted to be a blessingto people.
So people were getting blessedin those sessions and over half
of them said they wanted to workwith me, but only one of them
signed up with me.
So this is, let's say, over 12people or something said.
They said, yes, I didn't sendthem their information for two
weeks because they were likesend me the information and I'm
like, ok, and it took me a longtime.
(11:13):
I don't know if it was fear offailure, fear of success.
I think it was fear of making amistake in the wrong thing,
because I sent stuff so late,people don't respond.
So I had some fears and somehesitations, probably right
after I got started, because Ithought it was going to be super
easy.
Probably right after I gotstarted because I thought it was
going to be super easy.
I think, to be honest with you,how hard can it be?
(11:34):
I want to coach, put myself outthere, and I think part of what
coaching training does at best,I think, is it helps you to
feel like you have unlimitedpossibilities when you become a
coach in our training.
So I'm like, of course, I'mjust going to put myself out
there.
Everybody's like I got you, Iwant to be your client.
So I had to push past thosethings and problem solve around
all of those differentchallenges in order to be able
(11:56):
to move forward.
Speaker 1 (11:57):
That's awesome.
That's an amazing story, and Iwanted you to tap into that
because we all deal with it in acertain area of our lives, our
businesses.
Whatever a limiting belief,fear doubts all of that.
What I also heard about yourexperience is you're a planner
too, so you leveraged theexperience and how you can move
(12:20):
forward through the fear andthrough the limiting beliefs
because that's what like reallyhelps us get that confidence is
the action.
Just how quick can I be inaction?
And once you're in action, younotice or at least I notice my
clients notice that the fearstarts to be tamed.
(12:40):
The inner critic gets tamed.
It's often when we are alonetrying to think this stuff
through in our heads is when theinner critic really gets the
best of us, and a lot of timeswhen we're starting businesses,
people are operating in theirhead.
They're not being asresourceful to get as much
(13:02):
information so that they caneffectively plan and make those
next steps.
But that's something that youdid.
Although you did have a littlebit of the inner critic
appearing, it was very limitedin how it appeared because of
what you created by gettinginformation and then planning
through from that information,and I think that's amazing.
Now take me through the processwhen you're working with a
(13:26):
client and they're coming to youwith these types of inner
critic fears, difficultconversations.
What's your approach in helpingyour clients in that regard?
Speaker 2 (13:36):
Sure, I'll use one client who was trying to figure
out how to have a promotion atwork and how to, as a sub point
to that, understand how tocreate more relationships at
work that were really great whenin terms of the her colleagues
and mentors and sponsors toenhance her brand internally
(13:59):
within her organization.
So when she first came to me,this person is already ambitious
and she was hesitant around howshe was being perceived by her
colleagues at work and also shewasn't sure.
She wasn't sure if they wereperceiving her good or well or
not.
She also knew she wanted apromotion but wasn't sure
exactly how to do it, eventhough she was ambitious and was
(14:24):
doing some great things at work.
So what we did was assess whatwas happening currently with her
(14:44):
relationships at work and howshe could transition from being
in mentorship and sponsorship.
Came and how do you have thecourage and confidence to be
able to speak to someone two orthree levels above you in order
to create those kinds ofrelationships?
And her question was like whatdo I say to them?
And we know that the thingsthat you do should be based on
(15:04):
your intention.
What is your intention in thisrelationship Based on that
intention?
What are some things that thisperson should know about you?
What are the natural ways thatare aligned with who you are and
your values to be able to sharethat with this person?
So we went over those things aswell, and then we also found
other opportunities for her toreally showcase who she was, as
well as her capabilities for theorganization as a whole.
(15:27):
What opportunities existedwhere she could do that and even
cross-departmentally be able tocreate more influence.
So what ended up happening wasshe created a relationship with
a number of people to the pointwhere she was able to get a I
think it was a hundred percentsalary increase by moving up
multiple bands above where shewas as a result of that
(15:50):
relationship, one of thoserelationships that she formed
and what she shared in thoserelationships.
Part of that is not everybodyknows what we're doing and what
we're up to.
And then, coach Mo, I'm lookingat your background and seeing
all these different certificatesand I'm like Coach Mo, of
course, is a superstar.
Okay, we know that, we knowthat, and sometimes we know that
(16:10):
our team knows that we're asuperstar, but the colleagues
across the building they don'tknow.
Or three levels up they mightnot know it.
I think one of the best thingswe did was help her figure out
how do you get that stardom thatyour inner circle knows about.
How do you get that to expandto others who also have a lot of
(16:31):
influence?
Speaker 1 (16:32):
Yeah, and I think that's powerful, because what
stood out to me in that storythat you just shared is
intentions, intentions.
We get in our way so much andforget about the value of our
intentions and what we bring tothe table, because we're often
distracted by those fears, thosedoubts, those judgments and all
(16:53):
of that and it just outweighsour purpose and our intentions
in that moment for what we'retrying to achieve.
And I think the value that webring as coaches is to help
people regenerate that awarenessaround their intentions,
because as they got to the pointof where they are, they were
(17:14):
busting their ass, they hadcertain values that they were
implementing.
But then you get to this level,you peak, and then all of a
sudden you start getting in yourown way and you lose sight.
We lose sight because I do ittoo.
We lose sight of our values inthat moment, our intentions in
that moment.
And us coaches, having theseconversations like really helps
(17:39):
empower people to get out oftheir own way, because now we
help remind them about theirtrue value and their intentions,
of why they are even here, andthen that's where they start to
take those steps again and theystart regaining their confidence
, moment by moment, and thenthey are able to see those
possibilities.
(17:59):
I love that story of what youshared.
You work with a lot of leadersright, and what do you see as
the common theme of barriersthat they face?
How do you help them moveforward in that regard?
Speaker 2 (18:15):
So some leaders, some leaders that I've worked with,
in terms of barriers that theyface, I think that some of those
barriers are operationalchallenges that come across as
conflict conflict.
What I mean by that is, let'ssay, that the way that projects
are managed, the teams are noteffectively tracking deadlines
(18:36):
and not effectively tracking whois responsible for what.
So then people are gettingannoyed or irritated with each
other or passive aggressive,because maybe I felt like you
should have done that.
You should have finished thatlast week.
Why is it taking so long?
And the person I'm thinkingabout maybe they don't even
realize that they wereresponsible for that thing.
(18:56):
They feel resentful that theyhave so much on their plate and
they're like why do you needthat right now?
Can that wait until next week?
That can be resolved with a, inmy opinion, just a simple
making sure that, when you arehaving your leadership agendas,
that there is a there's time foraction at the end of the
(19:16):
meeting where people are talkingthrough deadlines who is
responsible for what?
Reinforcing expectations.
So that is an operationalchallenge that has now
transitioned into conflict.
I think that happens.
I think that something elsethat is happening a lot
especially since 2020, arecapacity issues.
(19:36):
So a leader who is trying tomanage a team that feels
overwhelmed, and maybe people onthe team even feel like they
shouldn't even be doing thatrole.
They should have been promoted,but there's not opportunity for
promotion or the manager thinksthey're not ready.
So then you have capacitychallenges, along with other
things that are happening, andso for me that means the team
(19:58):
has to be able to managepriorities better, whether it's
the leader managing down to thedirect reports or even direct
reports managing up to theleader, helping the leader to
understand how they can bestproduce high quality work given
all the needs of theorganization in terms of those
priorities.
I think those are two, and thenI think the last would be
communication, in terms ofdifferent styles of
(20:20):
communicating.
So I feel, especially now withthere being more of an emphasis
on people being able to bringtheir authentic selves to work
and also wanting to be respectedand advocating for that respect
.
If you think about disc styles,for example, they're leaders
that are more driving actionforward, but not necessarily
(20:44):
naturally validating to thepeople who they work with.
They're more in the camp of whywould I say thank you for you
doing what you're supposed to doand you have other people who
they work with.
They're more in the camp of whywould I say thank you for you
doing what you're supposed to do?
And you have other people whoare working with those leaders
who maybe want to be validatedor want more collaboration.
Or I hear a lot from clients atevery level of leadership who
say why are my leaders justtelling me what to do instead of
(21:06):
bringing me into the process?
Different personality styles atwork, some who maybe are less
collaborative, some who are more, some who like validation, some
who don't mind not having it,some who like incentives, others
who feel like incentives areunnecessary right, some who like
to talk through what'shappening and others who are
like we don't need to talk aboutit, just get it done.
(21:27):
So I think understanding thatthere's different personality
styles and approaches to workand then addressing that,
learning it and everybodyfinding ways to work with
everyone else is a key to beingable to work effectively.
Speaker 1 (21:40):
Yeah, I agree.
And what are your thoughtsaround emotional intelligence or
psychological safety?
We're in leadership at thispoint because we have leaders
who came up the ranks andthey've been influenced a
certain way by their previousleaders, leaders or previous
(22:02):
boss supervisors.
Whoever had that influence,they wasn't a high EQ person or
they wasn't.
Let's stay on that track.
They wasn't a high EQ person,right?
So now you're the leader,you're running a team, right?
So you typically may not carrythose same traits because you're
following suit through yourmentor and now they're having
(22:23):
engagement issues, capacityissues because of that
communication gap that exists,because they're not taking the
time to get to know their team,engage, ask powerful questions
all of those different things.
The question that I'm trying toget to is how important is EQ
for authentic leadership?
(22:43):
Through your experience inworking and coaching C-suite
executives across the board?
Speaker 2 (22:50):
I think EQ is extremely important and I think
that part of the education thatis helpful to happen with all
leaders is not just helping themto understand, like, what EQ is
and how to do it, but what youjust said is why is it important
?
How does it impact the bottomline?
How does it influence myability to be seen a certain way
(23:14):
where I can be promoted right,even if that promotion is to CEO
from another C-suite role orfrom a director role to another
C-suite role?
I think that leaders need tounderstand the ROI for EQ if
they don't already understand it, because if they're not bought
into it, even if they'reattending trainings or reading
books about it, they won't applyit practically.
(23:36):
And I think that part of thatthe challenge of being able to
apply it usually in myexperience comes from not only
the influence of the leadersthat they've had before them,
which I think is a big deal andI've seen, as a leader, the
influence of how people want meto lead, who are my managers but
the other piece of it is evengoing back to that person's
(23:57):
upbringing.
Like what were their parents?
Like what was their perspectiveof authority when they were
growing up?
Was it that an authority is anauthority.
A boss is a boss.
If your boss tell you something, that's what you need to do.
Or was it that an authorityfigure is someone who you should
be able to push back to anytime?
Or, as an authority figure,it's my job to be a safe space
(24:19):
for the people who are workingfor me, or I find joy in having
a safe space, a psychologicallysafe, connected space, or maybe
not.
So I think that that requiressome rewiring for someone who's
absolutely like 0% bought intoEQ, or maybe 50% bought in to be
fully bought into the idea ofthe ROI.
(24:42):
And I think one of the waysthat we could do that with
leaders is to help them to seeexamples of leaders who have
bought into EQ and who areextremely successful, because
then there's data points rightAre these the fastest growing
organizations, best places towork?
How's their retention?
What is their annual revenue?
(25:02):
What are their stakeholderssaying?
What are their investors saying?
How's their stock doing?
But I think, if we can pointeven to that, I think that can
be one way to help people to bemore buy-in.
Speaker 1 (25:13):
That's great.
Tell us a little bit more aboutthe services that you provide
through your agency.
Speaker 2 (25:19):
Sure.
So I like to say we have apacked suite of services, get it
Packed all together A lot,uh-huh.
So I like to say we have apacked suite of services, get it
Packed all together A lot.
But the acronym is P-A-C-T,right.
We have program developmentthat we do.
That's the P.
So right now, for example, oneof my contracts is with an
organization where I'vedeveloped a program for their
leaders that focuses oncommunication, collaboration,
(25:41):
resilience, being a leader whocan manage conflict very well.
So all those things.
That is the program developmentpiece of it.
The A is assessments.
I'm certified in a number ofassessments, including EQI 2.0,
energy leadership, disc, cornFerry, leadership architect, et
cetera, and so I use thoseassessments with clients.
(26:03):
But I could also facilitate anumber of people within a
department taking thoseassessments with clients.
But I could also facilitate anumber of people within a
department taking thoseassessments in order for teams
to be able to understandpersonality styles as well.
And then the C is for coaching.
We have executive coachingthat's provided to clients In
one of my contracts.
It's coaching provided for aleadership team, a number of
(26:24):
different people who haveleadership roles.
I have six coaches who alsowork with me on different
contracts who are all providingcoaching, so that people can
have coaches that are morealigned with whatever it is that
they prefer from coaching.
And then T is for training.
Training is so fun for me,delivering training associated
with some of those concepts thatI talked about.
(26:44):
So communication, collaborationcould be resilience.
I've done a lot of difficultconversations, trainings and a
lot of trainings lately onemployee engagement.
So how to help a team reallymeet their quarterly goals?
By reinvigorating them andhelping them to get back to
their why and get back to whatare priorities within their
organization and for themindividually.
(27:06):
So again, that's programdevelopment assessments.
Coaching and training are thedifferent things that we provide
to our clients.
Speaker 1 (27:13):
What does your ideal client look like?
Speaker 2 (27:15):
Our ideal clients.
When it comes to theprofessional development, the
training side would be anorganization.
Would be an organization,usually small to mid-sized
organizations that are lookingfor training or looking to solve
any problems associated withcommunication, collaboration,
conflict or even desire teambuilding for their team members
(27:36):
or leaders.
And then, on the other end,when it comes to the individuals
who are coming to us for theexecutive coaching development,
those are usually leaders couldbe managers, senior manager,
director, c-suite who arelooking to enhance their skill
sets or enhance.
There's a case framework that Ihave enhanced.
(27:57):
The C is for clarity, the A isfor alignment.
So maybe you know what you needto do, but you're not.
You don't feel like you'realigned with it.
You don't feel like you'redoing the right things you need
to do, but you're not.
You don't feel like you'realigned with it.
You don't feel like you'redoing the right things you need
to do.
The S is for strategy, soaction planning, and the E is
for executive routines.
So what are you doing on adaily basis that align with who
you are as a leader?
So usually it's senior leaderswho are looking for one of those
pieces of that case framework.
Speaker 1 (28:19):
When it comes to the individuals, and how can my
audience find you?
Speaker 2 (28:24):
You can find me on LinkedIn through my name, daphne
Valson.
You can find me on Instagram ifyou'd also like to see pictures
of my family, or you can findme at my website, which is
wwwvalsonsstrategicsolutionscom.
But you can also.
If you look up daphnevalsoncom,it'll take you to my website as
well.
Speaker 1 (28:42):
And, lastly, final thoughts you would like to leave
us with.
Speaker 2 (28:46):
Every organization has the ability to change into
more of what it is that theywant to be.
That's even if yourorganization is doing well, but
you know that it could begreater if you're having
conflicts, if you have a numberof people you don't feel are
operating at their best.
People always have thepotential to change, evolve and
grow.
People always have thepotential to change, evolve and
grow.
(29:06):
Organizations have the abilityto change, evolve and grow, and
I think that people need to knowthat, they need to believe that
, they need to feel that,especially in times of
uncertainty within organizations, that there's always the
opportunity to shift, change andgrow, and that also applies to
individuals.
You have the ability to shift,change and grow in a way that
you desire, and I know Coach Mobelieves the same.
(29:28):
I think that's a coach thing.
We believe in the potential ofpeople.
We have hope.
But those are some things thatI wanted to share, just as some
final thoughts.
Speaker 1 (29:37):
There it is.
I am so privileged to have youtoday dropping the wisdom,
dropping the nuggets and gettingto know you and my audience
getting to know you.
So thank you, Thank you forsharing today.
I appreciate you.
Speaker 2 (29:51):
Thank you so much.
Speaker 1 (29:52):
Take care.
Speaker 2 (29:53):
Take care.
Speaker 1 (29:55):
Thank you for joining me in this episode of let's
Think About it.
Your time and attention aregreatly appreciated.
If you found value in today'sdiscussion, I encourage you to
subscribe on your favoritepodcast platform.
Remember, the journey ofself-improvement is ongoing and
I'm here to support you everystep of the way.
(30:16):
Connect with me on social mediafor updates and insights.
You can find me on Instagramand Facebook, at Coach Mo
Coaching or LinkedIn, at MauriceMabry, or visit my website at
Maurice Mabry dot com forexclusive content.
Until next time, keepreflecting, keep growing and,
(30:39):
most importantly, keep believingin yourself.
Remember, the most effectiveway to do it is to do it
Together.
We're making incredible stridestoward a better and more
empowered you, so thank you, andI'll see you in our next
episode.
Welcome to the let's Think About it podcast, where we
embark on a journey ofthoughtfulness and personal
growth.
I'm your host, Coach Mo, andI'm here to guide you through
thought-promoting discussionsthat will inspire you to unlock
your full potential.
In each episode, we'll explorea wide range of topics, from
self-discovery and mindfulnessto goal-setting and achieving
(00:33):
success.
Together, we'll challengeconventional thinking and dive
deep into the realms ofpossibility.
Whether you're looking to findclarity in your personal or
professional life, or seekingstrategies to overcome obstacles
, this podcast is your go-tosource for insightful
conversations and practicaladvice.
So find a comfortable spot,chill and let's embark on this
(00:57):
journey of self-improvementtogether.
Remember, the power oftransformation lies within you,
and together we'll uncover thetools and insights you need to
make it happen.
So let's dive in.
Welcome to another episode ofthe let's Speak About it podcast
(01:21):
.
I'm your host, Coach Mo, andI'm here with another amazing
guest, and her name is DaphneValson.
Daphne, my sister.
Speaker 2 (01:33):
How are you?
Speaker 1 (01:34):
Man, I'm awesome.
I'm here in Sacramento.
We got sunshine.
It's projected to be 86 degrees, so I'm really happy that we
got this nice sunshine going on.
What part of the country areyou in?
Speaker 2 (01:50):
I'm in Austell, Georgia, right outside of
Atlanta, Georgia.
Speaker 1 (01:54):
The ATL, born and raised.
Speaker 2 (01:57):
No, I'm actually from Miami, florida, where it's
usually warm or hot.
Now in Atlanta, georgia, since2021, where we see the seasons
now.
Speaker 1 (02:08):
OK, OK.
I have not touched foot in theATL yet.
What's one thing that I shouldknow about ATL?
What would you say is the bestthing about being in Atlanta?
What would you say is the best?
Speaker 2 (02:25):
thing about being in Atlanta I feel like, for those
who like hiking and nature andmountains and things like that,
I feel this area.
What I've discovered is that itis about two to three hours
from a number of differentamazing places to hike in
Georgia and to explore, andthere's actually a number of
(02:46):
places even in the city that arelike some beautiful parks to
explore.
So that's something that youmay not be able to find out
easily or not hear about verymuch, but is one of the perks of
living in this area.
Speaker 1 (02:58):
Okay, so tell my audience who you are, what you
do and the type of value thatyou bring.
Speaker 2 (03:05):
Sure.
So I am Daphne Valson.
I'm CEO of Valson StrategicSolutions.
I've had my own business forabout 11 years now and I support
high potential leaders inincreasing their influence up
down and across theirorganizations, especially as it
relates to communication,collaboration, conflict,
connection, confidence all theseeds when it comes to the kinds
(03:28):
of leaders that we support.
This might be an organizationthat has a team that maybe isn't
meeting their quarterly goalsor not as productive as possible
, or is experiencing somecommunication challenges or
opportunities for the team toreally get to know one another
better and to be able to moveforward.
Or it could be an executiveleader who knows that they're
(03:51):
not operating at their fullestpotential and who maybe needs
some thought, partnership aroundproductivity or communication
or effective collaboration orconfidence, or even how they are
planning their next steps oreven how they are planning their
next steps.
So those are some of the thingsthat we do, and within our
organization, we've been able tohelp a number of teams over 400
individual clients in additionto over 200 teams in all these
(04:14):
years.
Speaker 1 (04:16):
That's amazing, that's great, and you talk so
confidently and I can hear allthe success that you're having.
So congratulations on thatfront.
But I want to go here.
Take me through the journey.
How did you arrive atleadership, coaching, consulting
, how did this happen?
Speaker 2 (04:35):
Sure, my undergraduate degree is in
public relations and my master'sdegree is actually in education
.
Much of my experience has beenaround project management,
around managing programs andcreating programs in community
mobilization.
Much of my experience has to dowith the idea of being able to
tap into the potential of peopleand their ideas.
(04:56):
The education side allows me todeliver in ways that are
engaging.
Engaging, understand how peoplelearn when it comes to training
or coaching, like how to makesure that I'm checking for
understanding with whatever itis that I'm delivering or
holding people accountable to do.
And then the public relationsside is understanding that
(05:16):
people need to have a vision.
They need to have values thatare moving forward.
Those values need to beapparent in their online brand,
in their in-person brand and howthey're communicating with one
another.
And knowing the psychology ofhow people work and what helps
them to all feel valued andvalidated and interested in
(05:37):
whatever is happening.
So, basically, when I was doingmy thing, I was a single woman
and, on my way to get my MBA,took my GMAT three times until I
got the score I wanted.
And I did get my thing.
I was a single woman and, on myway to get my MBA, took my GMAT
three times until I got thescore I wanted.
And I did get that score.
I was so happy and at the sametime, fell in love during those
months of working through allthe things you need to do when
you want to get an MBA, so thenetworking, the taking a capital
(06:00):
in class, all kinds of things Iwas doing.
So I realized, in falling inlove with my husband, that I
didn't think it was going to bea good idea to get an MBA my
first year of marriage.
I actually got accepted into.
I always forget this part of thestory.
I still applied to an MBAprogram.
I applied to a local program towhere my husband was in Florida
, got accepted and decided notto go.
(06:21):
But I wanted to initially getmy MBA.
Work for Deloitte Consulting asa consultant, working in human
capital, was my dream, and soinstead I decided to become an
entrepreneur.
It is actually what sparked mestarting my business.
And then I had to realize whatthe through line was, that
tapping into the potential ofpeople and their ideas for how I
(06:42):
was going to put together thethings that I had done in the
past in a way that could growwith my family.
So entrepreneurship actuallycame out of my falling in love
with my husband and realizingthat I wanted to do something
that was more flexible, just incase we someday started a family
.
Now we have two children asix-year-old and actually a
seven-year-old she turned sevenyesterday and a nine year old,
(07:03):
and this business has grown andevolved with my family too.
Speaker 1 (07:07):
Okay, so take me back to that point.
When you made that decisionright To explore
entrepreneurship.
What was the inner critic?
Were there limiting beliefsthat were coming up for you
during that time of steppinginto this new world of
entrepreneurship, and how didyou address it?
How did you approach it?
(07:28):
Take me through that framework.
Speaker 2 (07:31):
So what is interesting is I think that when
I initially started, I feltlike the way my mind was set up
back then was I could doanything that I could create.
But there was some critics.
I'll tell you where they camein.
I could do anything if I canfigure out a plan and make it,
(07:52):
and then I could make it happen.
What I did was I talked to awhole bunch of coaches before I
definitely made the decision andasked them about their
businesses.
Were they successful?
Some said they were really notsuccessful at all.
Some said they were reallysuccessful.
A man that I talked to who wassupposed to be giving me
business advice said this is ahorrible idea.
(08:14):
You shouldn't do it.
You're not going to make anymoney.
I understand you want to do it,but it's not going to be.
You're not going to besuccessful, so don't do it.
Which I understood where he wascoming from and when I started.
So I realized throughassessments later in life I'm a
high follow through on a COBEassessment, which means you can
(08:34):
tell me something general and Iwill create a plan and implement
it.
So I'm not the kind of personwho, as an employee, would have
been like you need to give meall the steps.
Just tell me what you need meto do.
Just tell me like the bigpicture, and I'm going to create
a whole thing to make it happen.
I'm also, on theCliftonStrengths, an activator.
I didn't even realize that awoman who I was talking to was
like you must be an activator.
I was like I don't remember myCliftonStrengths and I was like,
(08:56):
yes, I am.
Speaker 1 (08:58):
CliftonStrengths finders.
Speaker 2 (08:59):
I'm going to make something happen is my is the
style of the spirit of who I am.
But in the beginning, where Istarted to feel some critics or
some limiting beliefs was thatfirst week.
So I left my job Friday June20th and had my website up EIN
bank account Within like a fewdays, got all that stuff
(09:22):
together and pitched for clients, basically wrote a social media
post about how I was becoming acoach, just opened my business
that day.
That got me a little nervous.
So then, three days later, Idid another post.
This post was different.
I asked for help.
I'm like, hey, I am starting mybusiness, need some hours.
I need as many hours as I canget towards certification, which
(09:44):
is true.
I actually have the highestcertification now of coaches, a
master's certified, and youcan't apply until you get to a
certain place.
So I got from that post abouthelping me get my hours.
Book a consultation, tellfamily and friends.
I think it was somewherebetween 20 and 30 consultations
that day.
People booked.
So that made me feel muchbetter.
(10:04):
That was an idea of me likeproblem solving what went wrong?
What do I need to shift?
How do I do this differently?
Let me post again.
And then it worked.
But then it was really nervous.
I was nervous about I'm gonnaask people for money and I don't
want to ask people for money.
Even though I'm entrepreneur, Idon't want to take their money
from them.
I don't want to charge peopleany more than like 40 dollars
(10:29):
for an accession.
I charge less than that when Ifirst started out, cause I'm
like that is a lot of money forone session with the coach, so I
don't want to charge all thatmoney.
And then there was other things, like what happens if somebody
doesn't book a session when theysaid they were going to book it
, or they don't show up.
I don't want to bother them.
In my discovery sessions, mydiscovery sessions I didn't
(10:50):
realize it, but I didn't reallywant to close the sale.
I just wanted to be a blessingto people.
So people were getting blessedin those sessions and over half
of them said they wanted to workwith me, but only one of them
signed up with me.
So this is, let's say, over 12people or something said.
They said, yes, I didn't sendthem their information for two
weeks because they were likesend me the information and I'm
like, ok, and it took me a longtime.
(11:13):
I don't know if it was fear offailure, fear of success.
I think it was fear of making amistake in the wrong thing,
because I sent stuff so late,people don't respond.
So I had some fears and somehesitations, probably right
after I got started, because Ithought it was going to be super
easy.
Probably right after I gotstarted because I thought it was
going to be super easy.
I think, to be honest with you,how hard can it be?
(11:34):
I want to coach, put myself outthere, and I think part of what
coaching training does at best,I think, is it helps you to
feel like you have unlimitedpossibilities when you become a
coach in our training.
So I'm like, of course, I'mjust going to put myself out
there.
Everybody's like I got you, Iwant to be your client.
So I had to push past thosethings and problem solve around
all of those differentchallenges in order to be able
(11:56):
to move forward.
Speaker 1 (11:57):
That's awesome.
That's an amazing story, and Iwanted you to tap into that
because we all deal with it in acertain area of our lives, our
businesses.
Whatever a limiting belief,fear doubts all of that.
What I also heard about yourexperience is you're a planner
too, so you leveraged theexperience and how you can move
(12:20):
forward through the fear andthrough the limiting beliefs
because that's what like reallyhelps us get that confidence is
the action.
Just how quick can I be inaction?
And once you're in action, younotice or at least I notice my
clients notice that the fearstarts to be tamed.
(12:40):
The inner critic gets tamed.
It's often when we are alonetrying to think this stuff
through in our heads is when theinner critic really gets the
best of us, and a lot of timeswhen we're starting businesses,
people are operating in theirhead.
They're not being asresourceful to get as much
(13:02):
information so that they caneffectively plan and make those
next steps.
But that's something that youdid.
Although you did have a littlebit of the inner critic
appearing, it was very limitedin how it appeared because of
what you created by gettinginformation and then planning
through from that information,and I think that's amazing.
Now take me through the processwhen you're working with a
(13:26):
client and they're coming to youwith these types of inner
critic fears, difficultconversations.
What's your approach in helpingyour clients in that regard?
Speaker 2 (13:36):
Sure, I'll use one client who was trying to figure
out how to have a promotion atwork and how to, as a sub point
to that, understand how tocreate more relationships at
work that were really great whenin terms of the her colleagues
and mentors and sponsors toenhance her brand internally
(13:59):
within her organization.
So when she first came to me,this person is already ambitious
and she was hesitant around howshe was being perceived by her
colleagues at work and also shewasn't sure.
She wasn't sure if they wereperceiving her good or well or
not.
She also knew she wanted apromotion but wasn't sure
exactly how to do it, eventhough she was ambitious and was
(14:24):
doing some great things at work.
So what we did was assess whatwas happening currently with her
(14:44):
relationships at work and howshe could transition from being
in mentorship and sponsorship.
Came and how do you have thecourage and confidence to be
able to speak to someone two orthree levels above you in order
to create those kinds ofrelationships?
And her question was like whatdo I say to them?
And we know that the thingsthat you do should be based on
(15:04):
your intention.
What is your intention in thisrelationship Based on that
intention?
What are some things that thisperson should know about you?
What are the natural ways thatare aligned with who you are and
your values to be able to sharethat with this person?
So we went over those things aswell, and then we also found
other opportunities for her toreally showcase who she was, as
well as her capabilities for theorganization as a whole.
(15:27):
What opportunities existedwhere she could do that and even
cross-departmentally be able tocreate more influence.
So what ended up happening wasshe created a relationship with
a number of people to the pointwhere she was able to get a I
think it was a hundred percentsalary increase by moving up
multiple bands above where shewas as a result of that
(15:50):
relationship, one of thoserelationships that she formed
and what she shared in thoserelationships.
Part of that is not everybodyknows what we're doing and what
we're up to.
And then, coach Mo, I'm lookingat your background and seeing
all these different certificatesand I'm like Coach Mo, of
course, is a superstar.
Okay, we know that, we knowthat, and sometimes we know that
(16:10):
our team knows that we're asuperstar, but the colleagues
across the building they don'tknow.
Or three levels up they mightnot know it.
I think one of the best thingswe did was help her figure out
how do you get that stardom thatyour inner circle knows about.
How do you get that to expandto others who also have a lot of
(16:31):
influence?
Speaker 1 (16:32):
Yeah, and I think that's powerful, because what
stood out to me in that storythat you just shared is
intentions, intentions.
We get in our way so much andforget about the value of our
intentions and what we bring tothe table, because we're often
distracted by those fears, thosedoubts, those judgments and all
(16:53):
of that and it just outweighsour purpose and our intentions
in that moment for what we'retrying to achieve.
And I think the value that webring as coaches is to help
people regenerate that awarenessaround their intentions,
because as they got to the pointof where they are, they were
(17:14):
busting their ass, they hadcertain values that they were
implementing.
But then you get to this level,you peak, and then all of a
sudden you start getting in yourown way and you lose sight.
We lose sight because I do ittoo.
We lose sight of our values inthat moment, our intentions in
that moment.
And us coaches, having theseconversations like really helps
(17:39):
empower people to get out oftheir own way, because now we
help remind them about theirtrue value and their intentions,
of why they are even here, andthen that's where they start to
take those steps again and theystart regaining their confidence
, moment by moment, and thenthey are able to see those
possibilities.
(17:59):
I love that story of what youshared.
You work with a lot of leadersright, and what do you see as
the common theme of barriersthat they face?
How do you help them moveforward in that regard?
Speaker 2 (18:15):
So some leaders, some leaders that I've worked with,
in terms of barriers that theyface, I think that some of those
barriers are operationalchallenges that come across as
conflict conflict.
What I mean by that is, let'ssay, that the way that projects
are managed, the teams are noteffectively tracking deadlines
(18:36):
and not effectively tracking whois responsible for what.
So then people are gettingannoyed or irritated with each
other or passive aggressive,because maybe I felt like you
should have done that.
You should have finished thatlast week.
Why is it taking so long?
And the person I'm thinkingabout maybe they don't even
realize that they wereresponsible for that thing.
(18:56):
They feel resentful that theyhave so much on their plate and
they're like why do you needthat right now?
Can that wait until next week?
That can be resolved with a, inmy opinion, just a simple
making sure that, when you arehaving your leadership agendas,
that there is a there's time foraction at the end of the
(19:16):
meeting where people are talkingthrough deadlines who is
responsible for what?
Reinforcing expectations.
So that is an operationalchallenge that has now
transitioned into conflict.
I think that happens.
I think that something elsethat is happening a lot
especially since 2020, arecapacity issues.
(19:36):
So a leader who is trying tomanage a team that feels
overwhelmed, and maybe people onthe team even feel like they
shouldn't even be doing thatrole.
They should have been promoted,but there's not opportunity for
promotion or the manager thinksthey're not ready.
So then you have capacitychallenges, along with other
things that are happening, andso for me that means the team
(19:58):
has to be able to managepriorities better, whether it's
the leader managing down to thedirect reports or even direct
reports managing up to theleader, helping the leader to
understand how they can bestproduce high quality work given
all the needs of theorganization in terms of those
priorities.
I think those are two, and thenI think the last would be
communication, in terms ofdifferent styles of
(20:20):
communicating.
So I feel, especially now withthere being more of an emphasis
on people being able to bringtheir authentic selves to work
and also wanting to be respectedand advocating for that respect
.
If you think about disc styles,for example, they're leaders
that are more driving actionforward, but not necessarily
(20:44):
naturally validating to thepeople who they work with.
They're more in the camp of whywould I say thank you for you
doing what you're supposed to doand you have other people who
they work with.
They're more in the camp of whywould I say thank you for you
doing what you're supposed to do?
And you have other people whoare working with those leaders
who maybe want to be validatedor want more collaboration.
Or I hear a lot from clients atevery level of leadership who
say why are my leaders justtelling me what to do instead of
(21:06):
bringing me into the process?
Different personality styles atwork, some who maybe are less
collaborative, some who are more, some who like validation, some
who don't mind not having it,some who like incentives, others
who feel like incentives areunnecessary right, some who like
to talk through what'shappening and others who are
like we don't need to talk aboutit, just get it done.
(21:27):
So I think understanding thatthere's different personality
styles and approaches to workand then addressing that,
learning it and everybodyfinding ways to work with
everyone else is a key to beingable to work effectively.
Speaker 1 (21:40):
Yeah, I agree.
And what are your thoughtsaround emotional intelligence or
psychological safety?
We're in leadership at thispoint because we have leaders
who came up the ranks andthey've been influenced a
certain way by their previousleaders, leaders or previous
(22:02):
boss supervisors.
Whoever had that influence,they wasn't a high EQ person or
they wasn't.
Let's stay on that track.
They wasn't a high EQ person,right?
So now you're the leader,you're running a team, right?
So you typically may not carrythose same traits because you're
following suit through yourmentor and now they're having
(22:23):
engagement issues, capacityissues because of that
communication gap that exists,because they're not taking the
time to get to know their team,engage, ask powerful questions
all of those different things.
The question that I'm trying toget to is how important is EQ
for authentic leadership?
(22:43):
Through your experience inworking and coaching C-suite
executives across the board?
Speaker 2 (22:50):
I think EQ is extremely important and I think
that part of the education thatis helpful to happen with all
leaders is not just helping themto understand, like, what EQ is
and how to do it, but what youjust said is why is it important
?
How does it impact the bottomline?
How does it influence myability to be seen a certain way
(23:14):
where I can be promoted right,even if that promotion is to CEO
from another C-suite role orfrom a director role to another
C-suite role?
I think that leaders need tounderstand the ROI for EQ if
they don't already understand it, because if they're not bought
into it, even if they'reattending trainings or reading
books about it, they won't applyit practically.
(23:36):
And I think that part of thatthe challenge of being able to
apply it usually in myexperience comes from not only
the influence of the leadersthat they've had before them,
which I think is a big deal andI've seen, as a leader, the
influence of how people want meto lead, who are my managers but
the other piece of it is evengoing back to that person's
(23:57):
upbringing.
Like what were their parents?
Like what was their perspectiveof authority when they were
growing up?
Was it that an authority is anauthority.
A boss is a boss.
If your boss tell you something, that's what you need to do.
Or was it that an authorityfigure is someone who you should
be able to push back to anytime?
Or, as an authority figure,it's my job to be a safe space
(24:19):
for the people who are workingfor me, or I find joy in having
a safe space, a psychologicallysafe, connected space, or maybe
not.
So I think that that requiressome rewiring for someone who's
absolutely like 0% bought intoEQ, or maybe 50% bought in to be
fully bought into the idea ofthe ROI.
(24:42):
And I think one of the waysthat we could do that with
leaders is to help them to seeexamples of leaders who have
bought into EQ and who areextremely successful, because
then there's data points rightAre these the fastest growing
organizations, best places towork?
How's their retention?
What is their annual revenue?
(25:02):
What are their stakeholderssaying?
What are their investors saying?
How's their stock doing?
But I think, if we can pointeven to that, I think that can
be one way to help people to bemore buy-in.
Speaker 1 (25:13):
That's great.
Tell us a little bit more aboutthe services that you provide
through your agency.
Speaker 2 (25:19):
Sure.
So I like to say we have apacked suite of services, get it
Packed all together A lot,uh-huh.
So I like to say we have apacked suite of services, get it
Packed all together A lot.
But the acronym is P-A-C-T,right.
We have program developmentthat we do.
That's the P.
So right now, for example, oneof my contracts is with an
organization where I'vedeveloped a program for their
leaders that focuses oncommunication, collaboration,
(25:41):
resilience, being a leader whocan manage conflict very well.
So all those things.
That is the program developmentpiece of it.
The A is assessments.
I'm certified in a number ofassessments, including EQI 2.0,
energy leadership, disc, cornFerry, leadership architect, et
cetera, and so I use thoseassessments with clients.
(26:03):
But I could also facilitate anumber of people within a
department taking thoseassessments with clients.
But I could also facilitate anumber of people within a
department taking thoseassessments in order for teams
to be able to understandpersonality styles as well.
And then the C is for coaching.
We have executive coachingthat's provided to clients In
one of my contracts.
It's coaching provided for aleadership team, a number of
(26:24):
different people who haveleadership roles.
I have six coaches who alsowork with me on different
contracts who are all providingcoaching, so that people can
have coaches that are morealigned with whatever it is that
they prefer from coaching.
And then T is for training.
Training is so fun for me,delivering training associated
with some of those concepts thatI talked about.
(26:44):
So communication, collaborationcould be resilience.
I've done a lot of difficultconversations, trainings and a
lot of trainings lately onemployee engagement.
So how to help a team reallymeet their quarterly goals?
By reinvigorating them andhelping them to get back to
their why and get back to whatare priorities within their
organization and for themindividually.
(27:06):
So again, that's programdevelopment assessments.
Coaching and training are thedifferent things that we provide
to our clients.
Speaker 1 (27:13):
What does your ideal client look like?
Speaker 2 (27:15):
Our ideal clients.
When it comes to theprofessional development, the
training side would be anorganization.
Would be an organization,usually small to mid-sized
organizations that are lookingfor training or looking to solve
any problems associated withcommunication, collaboration,
conflict or even desire teambuilding for their team members
(27:36):
or leaders.
And then, on the other end,when it comes to the individuals
who are coming to us for theexecutive coaching development,
those are usually leaders couldbe managers, senior manager,
director, c-suite who arelooking to enhance their skill
sets or enhance.
There's a case framework that Ihave enhanced.
(27:57):
The C is for clarity, the A isfor alignment.
So maybe you know what you needto do, but you're not.
You don't feel like you'realigned with it.
You don't feel like you'redoing the right things you need
to do, but you're not.
You don't feel like you'realigned with it.
You don't feel like you'redoing the right things you need
to do.
The S is for strategy, soaction planning, and the E is
for executive routines.
So what are you doing on adaily basis that align with who
you are as a leader?
So usually it's senior leaderswho are looking for one of those
pieces of that case framework.
Speaker 1 (28:19):
When it comes to the individuals, and how can my
audience find you?
Speaker 2 (28:24):
You can find me on LinkedIn through my name, daphne
Valson.
You can find me on Instagram ifyou'd also like to see pictures
of my family, or you can findme at my website, which is
wwwvalsonsstrategicsolutionscom.
But you can also.
If you look up daphnevalsoncom,it'll take you to my website as
well.
Speaker 1 (28:42):
And, lastly, final thoughts you would like to leave
us with.
Speaker 2 (28:46):
Every organization has the ability to change into
more of what it is that theywant to be.
That's even if yourorganization is doing well, but
you know that it could begreater if you're having
conflicts, if you have a numberof people you don't feel are
operating at their best.
People always have thepotential to change, evolve and
grow.
People always have thepotential to change, evolve and
grow.
(29:06):
Organizations have the abilityto change, evolve and grow, and
I think that people need to knowthat, they need to believe that
, they need to feel that,especially in times of
uncertainty within organizations, that there's always the
opportunity to shift, change andgrow, and that also applies to
individuals.
You have the ability to shift,change and grow in a way that
you desire, and I know Coach Mobelieves the same.
(29:28):
I think that's a coach thing.
We believe in the potential ofpeople.
We have hope.
But those are some things thatI wanted to share, just as some
final thoughts.
Speaker 1 (29:37):
There it is.
I am so privileged to have youtoday dropping the wisdom,
dropping the nuggets and gettingto know you and my audience
getting to know you.
So thank you, Thank you forsharing today.
I appreciate you.
Speaker 2 (29:51):
Thank you so much.
Speaker 1 (29:52):
Take care.
Speaker 2 (29:53):
Take care.
Speaker 1 (29:55):
Thank you for joining me in this episode of let's
Think About it.
Your time and attention aregreatly appreciated.
If you found value in today'sdiscussion, I encourage you to
subscribe on your favoritepodcast platform.
Remember, the journey ofself-improvement is ongoing and
I'm here to support you everystep of the way.
(30:16):
Connect with me on social mediafor updates and insights.
You can find me on Instagramand Facebook, at Coach Mo
Coaching or LinkedIn, at MauriceMabry, or visit my website at
Maurice Mabry dot com forexclusive content.
Until next time, keepreflecting, keep growing and,
(30:39):
most importantly, keep believingin yourself.
Remember, the most effectiveway to do it is to do it
Together.
We're making incredible stridestoward a better and more
empowered you, so thank you, andI'll see you in our next
episode.
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