The Cost of Leading Out of Alignment | Ep. 97

Episode Summary

High-performing leaders rarely lose effectiveness overnight.

More often, they slowly disconnect from themselves.

In this episode, Coach Mo sits down with leadership consultant Rachael Edmondson-Clarke to explore how leaders rebuild self-trust, reconnect with their values, and lead with greater clarity under pressure. Together, they unpack the hidden impact of burnout, emotional dysregulation, and operating on autopilot.

You'll learn why self-awareness is the foundation of effective leadership, how values influence decision-making confidence, and why the pause between reaction and response may be one of the most important leadership skills you can develop.

If you've been questioning your decisions, feeling disconnected from your purpose, or struggling to lead with confidence, this conversation offers a practical path back to alignment.

Key Takeaways

Self-Trust Starts with Self-Awareness

You can't rebuild confidence if you don't first recognize what's pulling you out of alignment.

Restore Before You Solve

Leaders often try to fix problems while mentally exhausted, emotionally overloaded, or physically depleted.

Values Create Decision Clarity

When leaders reconnect with what matters most, decision-making becomes simpler and more intentional.

The Pause Changes Everything

The space between reaction and response is where leadership growth happens.

Trust Is Built Through Daily Votes

Every decision either strengthens or weakens the relationship you have with yourself.

Transcript

Welcome And Meet Rachel

SPEAKER_02 0:13

Welcome to the Let's Play of Alex PlaceCast, where high achievers start performing and start transforming. I'm Coach Mo, Son of my core energy leadership coach, founder of the inner arena, and creator of the Swan X framework. And when I'm here, train your mindset, challenge your limits, and transfer into purpose. Subscribe now and join me on YouTube at Swan X Coaching. So let's get your reps in. Welcome to another episode of the Let's Think About It podcast. I'm your host, Coach Mo, and I'm here with another amazing guest. And her name is Rachel Edmondson Clark. Rachel, how are you?

SPEAKER_00 1:09

Oh, I'm so excited to be here with you. I absolutely love chatting with you, and I love the show. So I'm excited for our conversation.

SPEAKER_02 1:19

I'm excited for you to be here. I hear an accent though. What part of the world are you checking in from?

SPEAKER_00 1:26

Oh, yeah, we should address that straight up, right? So I'm from Nottingham in England, and yes, that is Robin Hood Country. For those of you who can remember, was it the 90s when Kevin Costland did it Prince of Thieves?

SPEAKER_02 1:39

I love it. Globally, the Let's Think About It podcast reaches global. Yes. And I appreciate that. What's one thing that you could tell us that you admire the most about where would you say Nottingham? Yeah. What's one thing that we you would want us to know about?

SPEAKER_00 1:59

So it's most famous for its connection with Robin Hood. And I what I love about it as a city is that it's got so much to offer, and yet it's not a big city. So you can walk from one side of it to another very easily. And we still we do still have a castle, a Nottingham castle of sorts, and Sherwood Forest. And as you would imagine, that beautiful countryside and the trees, the major oak trees, and things like that is not far away either. So I just I love Nottingham because it's a great city, and then you've also got fabulous, gorgeous countryside to be able to get out in and explore on mountain bikes or walking or yeah, trails, whatever you want to do. It's yeah, it's a great part of the world. And we're right in the middle of England as well. So to be able to get around to other places from here makes it really central and a cool place to be.

SPEAKER_02 3:07

Man, that's great. I'm great. I love that. I love Robin Hood, by the way. So let's jump right

From Corporate Success To Collapse

SPEAKER_02 3:13

in. Tell us who you are, what you do, and the type of value that you bring.

SPEAKER_00 3:18

So who am I? That's always a really interesting question. And I always think it's interesting that the kind of the hats that people lead go to when they're asked that question. So who am I? I am, yes, of course, I am. I'm a wife, I'm a mother with two boys, I live my life's mission and my soul's contract in the work that I do, which I I thoroughly enjoy, and is deeply meaningful to me. But who am I? I am someone who cares deeply about growth, about being ever-evolving, about being true to my spirit and my values and what's important to me. And I care deeply about the world that we live in and making a positive difference and a lasting impact in that.

SPEAKER_02 4:14

That's great. And what do you do to support that mission?

SPEAKER_00 4:19

Yeah. So what I help leaders to lead brilliantly without losing themselves. And I think the honest reason that I do this work is because I have been in that corporate space myself many years ago now, probably 13, 14 years ago. And I found myself collapsed on my office floor before going into a board meeting. And I'd spent a long time pushing through, doing the high achiever thing, and being really disconnected with myself and what really mattered, and coming back to living in alignment with who I most wanted to become, and that never stops, as we know. I know you know this never stops, has been just one of the most fulfilling and rewarding journeys of my life, and helping others to be able to tap into their potential and help leaders in the world today be able to operate with greater clarity and operate at a consistently high level. It's something that I just feel the world needs so desperately right now, with the amount of change and uncertainty that's going on, and the ripple effects that those leaders can have in their organizations and in the world means something really important to me.

SPEAKER_02 6:05

Yeah. I think listening to what you said, the first thing that really popped into my mind was you did the high achiever thing, right? And what was the pivot for you? Why did you make that move to shift over to to do consulting work and what you do now from just being in corporate and being that high performer? Because I would imagine you were producing really well in that environment. But what caused the pivot for you?

SPEAKER_00 6:36

And it was a real change in the definition of success as well. So I think I was caught in all of the trappings of what I was led to believe was success, whether that was the glass-fronted office, the company car, the team, the influence within the organization, and that sort of climbing that corporate ladder. And for me now, success is very different. Success is about that freedom that I have, that connection that I have, much better connection with myself and with others. Yes, it's still about being able to enjoy the things that I want to enjoy and have the financial freedom to do those things. But it's yeah, it's it really comes down to that free. Just a slight and aside, I woke up yesterday morning and it's one of those pinch me moments. I'm I've had my own business for 11 years now, and it was one of those pinch me moments because I was like, oh my god, this is just I'm so excited for today. I spent the majority of the day with a room of absolutely brilliant senior women, and it was just I get to do this, I get to go and have lunch and work with and connect with this incredible group of women. And what was the pivot point? Was the other part of your question. The pivot point was that moment that I collapsed on the office floor. That was the moment that kind of woke me up to the realization that what I had been pursuing was not as fulfilling or aligned to what I really wanted. And something that I think is really important to state with that is that it wasn't then a quick flip and oh, so I should be doing this, or this is what I want to do. For me, it took me three years to follow my heart, to see what was lighting me up, and to really, really explore deeply what was important to me, and then to make that transition, because just jump jumping out of a corporate career and into running your own business is not necessarily a straight or an easy line or thing to do. And so, yeah, that that transition happened over quite a period of time for me anyway.

SPEAKER_02 9:23

Thank you for sharing that, because I think a lot of the audience who listen to the show are high achievers, are leaders, are people that are doing extremely well in the work that they do. And they may be carrying a lot of internal baggage and not realizing that they're carrying a lot of internal baggage, and it creates certain around how they approach the people in their organization, the people that they report to, the people that report to them, their peers, and all of that. Let's start with this question.

Self-Trust Starts With Your Foundations

SPEAKER_02 9:58

How do you help those type of leaders, those high performer leaders in these organizations regain self-trust within themselves so that they can lead effectively moving forward?

SPEAKER_00 10:11

I think this is a question that holds an awful lot of depth, actually, to it. And interestingly, I was working with one of my clients just earlier this morning around this very thing, and there's a number of things. I think where I absolutely want to start is our biology and emotional state, because building and reconnecting to our own trust in self will require some kind of foundations. So this is very fundamental, but it's really important. It'd be so easy for me to skip over this. And so one of the first things that I would always do with my clients is check in, first of all, in terms of their own personal ecosystem. And what I mean by that is the stuff that's going on inside of them, like inside of their skin, whether it's sleep or daylight or nature or movement, or whether there's illness there or pain or kind of anything like that could be impacting how they are feeling from uh that sort of inside my own skin kind of situation. And then also from an emotional point of view, because we don't operate in these vacuums of just inside of our skin, there's also people and things around us that impact us and impact how we feel. And so, is there any emotional dysregulation occurring there? Because if there is being able to support both mood and emotion and help people to feel and be in a better resource place with greater capacity then to do the work around self-trust is such an important foundation. So I would always start there, what's going on, and then it would really come to for me, I find understanding what people want, and sometimes they don't know what they want, helping them to express that in such a way that is in the positive, because so often clients will go into what they don't want rather than what they do. So helping them focus on the positive and getting really clear, I often think of it like an archery target. Like, how are you gonna hit that thing that you want if you're not really clear on it? So getting clear on that. The other thing that I find comes up a lot with clients to watch out for is that what they want, they're not necessarily in control of. I want my team to be more engaged, I want to be better recognized by my bosses or my peers, or so again, putting them into that powerful driving seat of well, no, this is something we're setting you up for success for. So this has got to be an outcome that you have control over, and and then looking at values, why, and this leads into your framework. One, being aware, as I've been talking about, of what's inside my skin and what's affecting me. And then two, why? Like why and why is this so important? And it comes back, doesn't it? And I know you've had lots of conversations with lots of other guests around values, and and so values are just generalizations of experiences that are important to us. But what are those? Why do you want that outcome? What is it that outcome allows you to experience that's so important to you? And let's get clear on that your hierarchy of those values, the criteria with which you're you know you're going to meet those values, because we all have different criteria. You and I might share a value of connection, but how you experience and and get that value different to mine, my criteria for it. So being really clear on those those on those things, and and helping people then. Oh, this is another client that I finished a coaching season with last week. This was so beautiful because you're talking about that self-trust, and it this is how it happened for him, and that was that connected to those values and then understanding the qualities and characteristics that he could bring within his control to each and every moment, whether that was as a leader, as a husband, as a father, and choosing intentionally moment to bring those characteristics, there was then a there was a quiet evolution of who he became in that time. And as he chose moment to moment to vote for the person that he said he wanted to be, as a father, as a leader, as a husband, he built that inner trust and that congruence and that alignment with his values, and so emerges a different version of that individual.

SPEAKER_02 15:39

Absolutely. In a short way, and how Mo Coach Mo describes that, you helped that client get his swag. He reclaimed his swag, self-awareness, why power, aligned action, and grit. That's amazing, and I really do appreciate you highlighting the values because when we look at these organizations, they do have structured mission statements, vision, core values, strategic planning. But for the leaders within that structure, how aligned are they with it? And people like you or myself, coaches, advisors, consultants, counselors, mentors, how do we help these leaders get into alignment, right? And one of the things that you mentioned, which I love, is values, and we often get distracted by the frustrations of what we're dealing with in key moments within organizations, whether it's change, whether it's bureaucracy, whether it's budget cuts, all of that becomes a distraction away from what your purpose is in those key moments, and you forget about it. And so you move into this lane of worry, fear, doubt, uncertainty, and that generates these natural limiting beliefs, these assumptions, these interpretations, and more importantly, that inner critic that's showing up to try to guard your ego, right? And you create this narrative that might not necessarily be true about self. And so you're distracted away from those values, and you're stagnant, and you're wondering why I can't make any type of movement, why do I feel this overwhelm, this overwhelming sense of being? Why am I hesitant to make certain key decisions? It's because, in my opinion, misalignment from our values in that moment, and listening to you, you help these leaders naturally reconnect to that by starting with the biological standpoint of it all, which is great, and I admire that, and that's what this is all about. And lastly, it's like I really believe that we all need some sort of operating system. What I mean like by that is that's what swag is. That's a framework that reminds me really quick, I'm off. I'm off. That's the word swag, I'm off. When my swag is off, how do I get back on? Right? Maybe it is the values, maybe it is a particular action that I need to take right now. Maybe it's reminding myself, the self-awareness piece, that I am off in this moment. But whatever it is, we need some sort of operating system, leadership operating system, because when we come up through the ranks of leadership, we're not really taught how to regulate self in key moments. And we are naturally on autopilot just reacting because we're never taught on how to regulate self to that level. And what are your thoughts about

The Four R Model For Regulation

SPEAKER_02 19:22

that? Having an operating system, a leader, a leadership operating system for self to self-regulate in key moments in your leadership while leading others.

SPEAKER_00 19:36

There's one framework that in my 20 years of being healthily obsessed with personal development, that I come back to time and time again for this, because for me, it incorporates the biology piece that we're talking around as well as the positive psychology piece, which is also so important and that reframing and that regulating that you're talking about. And it's a model that I've learned from working with Professor Chris Beattie. He is professor of evolutionary anthropology, cognition, and neuroscience at both Oxford and Kent universities here in the UK. And his model is called the four R model. And so it is in at its simplest four Rs. And those four R's are recognize. Hey, what, guess what, mate? Self-aware. So the first R is to recognize. The second one is if it recognize how you're feeling, if it's mood related, how do you restore mood? So that's all the biology side of things that we were talking about, whether that's food, whether that's hydration, daylight, nature, movement, all of that kind of good stuff. Restore. Are you well restored? Most of us take a pay a lot of attention to making sure our devices are fully charged. But are we fully charged? And is it anything in our biology that's affecting that? So second one is third one is it's not necessarily in this order, but third one is right, okay. If I've recognized I'm off, checking in, do I need to restore mood, or is this emotionally led? Something has happened that has impacted me, there's an issue, or I didn't like the way that person spoke to me, or I've got a challenge here. And how can I third hour resolve that? And if I can't restore or resolve immediately, then how do I regulate? And I might be tired because the kids had kept me up, so I regulate with a cup of coffee in the morning, or I've got an incredibly challenging, stressful time from a work perspective. And actually, I reframe that in my head by asking better questions or by just shifting my physiology and my focus, and ultimately back to Victor Frankel man's search for meaning. That what does this situation mean? And recognizing that. I get to choose that. This is what you were talking about. That we do operate on autopilot. But the reality is that if we choose to as leaders, moment to moment, every single moment, we get the opportunity to choose and decide how we want to show up and who we want to be. And that does take huge executive brain power, which is why I talk about making sure we're fully restored, because trying to do that on an under-restored battery of yourself is very challenging. You're trying to put water up in. But for me, that four-arm model is incredibly useful. And the idea is that you only go to regulate ideally, not too often, only when you have to, and you get back to restoring and resolving as much as you can so that you're then operating within the parameters within which you can operate at your best as a leader. So I come back to that model time and time again. I think it's incredibly helpful.

SPEAKER_02 23:03

When you're able to do that, you naturally show up more effectively in the way that you model the way. Right? Because what you say, restore and resolve, when you can effectively do that, you're modeling a way for your team to follow naturally, naturally, because with that, there has to be alignment with values, purpose, because you're having those conversations within self naturally through your thought processes, right? Because it all happens in the pause, it happens in the pause, and that's what we have to do. Effectively pause. Remember to pause. And when the pause is present, there's self-reflection involved in that. And within self-reflection, there's identification of our values indirectly. You may not be thinking, what is my value in this moment? But there's a connectivity that we feel through our instincts, through our spirits that's regulating us to feel that to make decisions and do that.

The Pause That Changes Everything

SPEAKER_00 24:25

Yeah, that power to change. You're sharing this, and what comes to mind is a really everyday kind of story. So this happened to me not that long ago. So I've got two fairly young boys, and I'd finished, I'd been working late, and I was finishing up, and I was looking forward to getting myself tucked up in bed, reading a bit of my favorite book, and just relaxing, winding down for the evening and going to sleep. And my husband gets up very early for work, and so he was already in bed and tucked up and asleep. And I walked into our bedroom, and our youngest son was curled up in bed next to him. And in that moment, my instinct was, and the immediate emotion, the immediate thought process and thought chatter was, oh gosh, can't believe he's here. I just wanted to have that moment to myself, and now I can't even get into bed. And then I caught myself because, as you say, it's in the pause. I caught myself, I recognized, or I was self-aware back to the swag model. I was recognizing that thought process. And in that moment, and in that pause and that recognition, I was able to ask myself, what do I want my son to remember from this moment? And so I climbed into bed next to him and I wrapped my arms around him. And I just had this beautiful moment of love and connection because they are my top values.

SPEAKER_02 26:17

Absolutely. How do we teach more leaders to do that in real time? That's the million-dollar question. And we have the answers. It's just, in my opinion, getting in front of them more often to share this awareness with them, to help them rediscover this for themselves. And I think that's the art of what we do as coaches and consultants. We we help people more so rediscover or self-discover that they have that piece of them within self. It exists. We're connecting them, helping them connect the dots within self. I think it's amazing the work that you do. I think it's amazing. And I encourage you to keep pressing forward. I know you are, because you're passionate about the work you do anyway. But I just wanted to throw that out there.

SPEAKER_00 27:19

Oh no, thank you. And likewise for you, this sort of feels a bit like Kinder Spirits, our conversation, because I know we're so aligned on a lot of this stuff. And to your question about how do we teach this, you're saying it's the million-dollar question. And I'd love to get your perspective on this as well, as we almost like share coaching notes with one another today. But one of the ways I find really helpful is one, I get um, if I can make it relevant to a specific example that individual has experienced, perhaps it was something where they weren't happy with something, the ex the story that I just told. And how did they want to feel instead? And then almost like putting a slow motion camera on it to help them realize and recognize what might have been some of your other choices there, other choices that you could have made around how you spoke with yourself, around the focus that you that you put, around the questions that you asked yourself, and ultimately what that situation meant. Is this mean that, did this situation mean that, oh gosh, I'm gonna go to bed even more tired and I can't get to do what I want? Or is this an opportunity for me to learn to grow and to step into the woman and the mother that I most want to be and to experience more of my my highest values? And I think when somebody gets the opportunity to take something that they are specifically experiencing or had experienced and dissect it almost in that way. And then one of the things I love for my clients to do, and I wish more of them did this with me more often, is when something comes up, don't wait for our next session to tell me about the thing. Get in touch and let's deal with it now as much as we can in the moment. And I just find that that sort of repetitive pulling the client back to do you see what's happening here? What choices are you making, even when they're in the calls with us as well? That for me is then that's what builds that self-awareness and enables them to be more aware when they're on their own of those decisions and to make different choices in the pause, as you so beautifully put it. But no, I'd love to know for you what does yeah, what happens with your clients. Yeah.

Powerful Questions In One On Ones

SPEAKER_02 29:49

I think the most powerful thing that I can do, clients memory from what I do with them, that they do with their staff and their teams, is to meet them where they are, just starting there, right? Meeting them where they are and asking just powerful questions, right? Because they experience me being present where they are, and it's a great experience. They feel heard, they feel valued, they feel listened to, right? They feel connected. Okay, if you feel that way, how do you model it for your team through the coaching process, the self-discovery process, and how they're receiving and how they are regaining their confidence and how they're self-discovering certain elements of their leadership that they have forgotten because they were misaligned, right? They show up to do the same for their team. Oh go ahead. I want to capture that thought you I want to capture that thought.

SPEAKER_00 31:00

So you you just said there about powerful questions. And naturally, as coaches, uh we we we can we perfect that, and perfection is not the right word at all, but we build our skill and mastery in being able to position, frame, and ask questions with people in such a way. But there is a real skill attached to that. And I wonder, I wonder if any of the leaders listening may be questioning how do I get better at asking those powerful questions that help unlock the insights, the perspectives, and help my teams to maybe see things differently or from another way or empower them more. And yeah, I guess I was just I was just curious about that when you brought up that idea of how questions questions they hijack our minds, right? And they can hijack our minds in a good way and in a not so good way.

SPEAKER_02 32:01

So absolutely, absolutely, I agree 100%. But then you're talking about leaders, right? There, and when in particular high performing leaders, they're going. The piece about the coaching and modeling the way, there's a pause. You have to pause. And when they're in the coaching session with me, that's the pause. That's the pause, right? So, how do they mirror that with their team? Maybe it's a one-on-one meeting, that's the pause. Okay, so then within the one-on-one meeting, they've always been conditioned to check the boxes. We got to move, what's this, what's due? We gotta let's reframe that one-on-one to make it a pause for the employee. And how does that pause work for the employee? Be intentional about the questions that you're gonna ask going into the one-on-one, and maybe start with questions more so on how you're doing. Tell me more about your kids, your family, just those types of questions to build trust. And then putting it back on them. What support do you need? Tell me more of how I can help leverage certain frustrations that you might be carrying to help you propel through what you may be feeling in this moment. It's those types of questions. But it also, like you said, asking questions, it is a skill. And how do you develop skills? You practice, you have to practice, and anyone can practice asking questions. You can ask your spouse questions, right? And one of the other things that I do is I provide a tool, a list of questions, just open in the questions, about 50 of them. And I'm like, when you go home, practice. Take, don't try to memorize all the questions, just pick three. Be intentional. You're your spouse, your kid, somebody's gonna come home complaining about something. Those questions, and then see what type of response you get. Don't try to solve it for them, but just ask the question. And then they come back. And it was like, you know what, Mo, I love that. It actually started solving their own problem. I was like, absolutely. Now, how can you do more of that with your team? So let's pause.

SPEAKER_00 34:27

Particularly on car journeys, and that they're great people to practice with because they won't let you filter things or overthink things, or they're just they're straight in the face. Absolutely.

SPEAKER_02 34:37

Absolutely.

SPEAKER_00 34:39

One thing that came to my mind was I was thinking, gosh, I'm going back decades now, but when I first started to learn about coaching, I and many leaders may be familiar with this, which is the goal framework for coaching.

Simple Coaching Frameworks That Work

SPEAKER_00 34:58

Very I say goal, no, that's not it's grow, is what I actually meant to say. Gosh, that long since I've used it, but I use it, but just in it's just part of me, grow, which stands for a goal, reality, options, and then will or way forward. There you go. It's that long since I've used it in that format. That and I had a whole bunch of questions, again, those like headings, that was exceptionally helpful for me as I was earning my stripes and getting. And then the other framework, because I know you were talking to me about operating systems earlier, and the other framework that I also found really useful was the idea of, I don't know if you've ever heard of this, it's a little bit silly, but this idea of five bottoms on a rugby post. I know I'm gonna have to explain that. Have you ever heard of that mo?

SPEAKER_02 35:51

No, no, not at all.

SPEAKER_00 35:52

Okay, so okay, so what we've got to do is we've got to imagine a rugby post. So you know a rugby post is like an H, yeah. Yeah, and then we're gonna imagine five bottoms or five W's on that rugby post. And essentially it's standing for the who, what, when, where, why, and then the rugby post is the how. So starting your questions from that open frame, who, what, when, where, why, and how. And that's the five bottoms on a rugby post. Uh, operating system. I'm not sure if we can call it that, but anyway, there was one that I love that.

SPEAKER_02 36:29

You just be a visual. I can see how that can be so powerful for a person, particularly a person that's into sports, right? It can help them pause to remember in the convert in the conversation in real time. Okay, let me dig it up. The rugby post. No, that's great. I really do appreciate this conversation that we had today. Before we check out, how can my audience find you?

SPEAKER_00 36:59

Oh, that's very generous of you to ask. So the best way to connect, and I love if this is any of this has resonated, I love it when people reach out to me. The best way is through my website, which is elevar.co.uk, and that's spelt e-l-l-ev. But all the links and resources, and there's a whole bunch of stuff there. But yeah, you can email me or connect with me directly on social from there.

SPEAKER_02 37:23

We had such a great conversation today. Any lasting thoughts you would like to leave us with?

SPEAKER_00 37:30

Oh gosh, haven't

Aligning Personal Values With Company Values

SPEAKER_00 37:31

we? We've covered an awful lot. I think the one thing that we didn't get to talk about, and if I may quickly come back to this, and that is where you were talking about how organizations have their own set of values and how we as leaders are aligned to those, or not, maybe, and how we help leaders come into alignment with that. And a very quick story, but I was working with a senior leadership team last year, and we looked at their own individual leadership values, and because values are generalizations of things that are important to us, experiences that are important to us, once they were clear on their own values as leaders, we then looked at the company values, and I got them to interpret those company values in a way that was deeply meaningful for them. And when they started to call out how they were interpreting the company values in a way that felt deeply aligned for them, I literally, the hairs on my arms just stood up, and it was a real goose pimple kind of moment. And that's there is always a risk with that, that you do find that some leaders, their values may not be aligned to their organization. But this particular company was brave enough and courageous enough to be able to say, if that's the case, we deal, we deal with that, and maybe there's not a good fit here. But I really valued that organization for being courageous enough to lean into that work, and as a result, actually, what we ended up creating was a deep connection for that leadership team with the organization and the values and what they were doing, and I think that becomes so, so powerful. So I think there's absolutely a way for our individual values to align with company values and just to remember that it's not the words that are on a wall, but actually values really are generalizations of experiences that are important to us. And if you can relate to your company values and that's meaningful for you, then that's and in coming back to the swag model, that's an incredibly powerful reason why.

SPEAKER_02 40:01

Mic drop. Boom, there it is. I appreciate you, Rachel. Thank you so much. What a powerful conversation today.

SPEAKER_00 40:10

Mo, thank you for having me on the show. I've loved it.

How To Connect With Rachel And Close

SPEAKER_02 40:13

That's another rep in the inner arena. You didn't just listen, you leveled up your swag. Self-awareness, why power, aligned action, and grip. If this hit home, share it, subscribe to the Let's Think About It podcast, and lock in with me on YouTube at Swag Coaching. Until next time, stay aware, lead with your why, act in alignment, and keep your grips going.