Episode 23 From Coffee Shop Idea to Leadership Impact with George Valletti
In this episode of Rise Up and Lead: Real Lessons, Real Stories, Real Talk, Dr. Kim sits down with George Valletti to explore what happens when leadership finds you before you feel ready.
George shares how his leadership journey didn’t begin with a title—it began with a tap on the shoulder. When a superintendent saw something in him he hadn’t fully recognized in himself, he was “enlisted to lead” through a district-wide innovation project that started with nothing more than a conversation over coffee.
What followed was not just the development of a successful program, but the formation of a leadership identity grounded in people, trust, and purpose.
Together, Dr. Kim and George unpack what it means to lead in a people-centered profession, where influence matters more than position and where success depends on relationships, not transactions. George reflects on the difference between transformational and transactional leadership, the power of listening to understand rather than respond, and the responsibility that comes with being seen as a leader.
This conversation is especially powerful for new and emerging leaders who are stepping into roles without feeling fully prepared—and for anyone who has ever been “voluntold” into leadership.
At the heart of this episode is a simple but profound leadership truth:
people matter—and leadership begins by giving value before expecting results.
Listeners will walk away reflecting on:
- Who saw leadership potential in them before they saw it in themselves
- How to build trust through listening and relationships
- What it means to lead with value in both supportive and challenging leadership environments
Because leadership isn’t just a role you step into—it’s a responsibility you grow into.
View Transcript
From Coffee Shop Idea to Leadership Impact with George Valletti
Rise Up and Lead: Real Lessons, Real Stories, Real Talk
Dr. Kim:
Welcome back, everyone, to Rise Up and Lead: Real Lessons, Real Stories, Real Talk. I’m Dr. Kim, and today’s episode is huge because the Dr. Kim “Keep Rising” fan club member number one is who we are spending time with today—none other than George Valletti.
I’m so excited that he agreed to be on the podcast. I run into him whenever we’re at different conferences, and it’s no time lost. He’s such a good friend and statewide colleague.
So listeners, I’m introducing you to George—say hello to everybody!
George Valletti:
Well, good day, everyone. It is such a pleasure to be here. Dr. Kim, it’s always a joy to talk with you and work with you. You continue to rise up and lead and move those mountains, that’s for sure.
Dr. Kim:
I appreciate it so much. And if you are just tuning in, let me tell you where we’ve been.
We started Season 1 by diving into who we are—what’s our “why” and our identity in leadership—because it matters. We explored how our professional identity shapes how we show up as leaders, and we also learned that we learn by leading on the job.
Sometimes we don’t have the preparedness—not the readiness—but the preparedness to step into the role, and you’re enlisted to lead whether you were asked or not.
We know we need strong emotional intelligence—self and social awareness and management—and that grows with practice. Leadership is about influence, not roles or positions, and it is developed through experience.
We’ve had a journey of interviews with amazing people—from Jesse, who taught us to pick up our responsibility backpack, to John Hodge, Natalie Street, Kathleen Pietrozonta, Leon Edwards, and so many more.
But today, it’s about George.
So George, tell everyone what work you do and how your role connects to leadership.
George Valletti:
Well, first and foremost, what’s unique about my role is that our division has really looked at the ITRT position and the leverage it can provide overall.
So now I’m in an instructional technology coaching role with the division. It has multiple layers—we have a division role and a building role.
Over time, the instructional umbrella has fallen into this role because you can’t move technology forward and innovate without a strong instructional foundation.
This role has guided me in many directions toward leadership. But even prior to that, I think the key moment for me was when I was in the classroom.
You don’t always realize your potential until somebody else comes along and says, “Hey, Valletti, you should really think about X, Y, and Z.”
For me, that was my previous superintendent, Dr. Bruce McDay…
Dr. Kim:
And George, I’m sorry—where are you? Because some people are listening from everywhere. What division are you in? And for those not in education, what is ITRT?
George Valletti:
Great question. ITRT stands for Instructional Technology Resource Teacher. It was originally designed to support technology integration in the classroom.
I’m currently in Manassas Park City Schools. Our division has evolved that role into instructional technology coaching, which emphasizes leadership—helping teachers and students lead themselves in technology integration.
But before this role, what really pushed me into leadership was when our division explored a balanced calendar model.
We developed a program called Intercession, where we took two weeks out of the school year for students to explore career clusters—medical, arts, music—outside of the traditional academic environment.
With my colleague, Dr. Kristen Marbury, we created what we called “camp creation.” Students participated in project-based, enriched five-day programs with field trips, guest speakers—it was incredible.
That was my first major leadership opportunity. It started with a simple question: “Are you interested in taking this on?”
And we had nothing to go off of—just a conversation over coffee at Starbucks. But we built it.
And what I realized then—and still believe now—is how important people are.
People truly matter in leadership. And how we communicate with them is even more critical.
It wasn’t the students we had to convince—they loved it. It was the staff.
How do we get staff to buy in and bring this to life?
That’s where leading by example and modeling what you want to see became essential for me.
Dr. Kim:
You have a unique story. Your leadership didn’t begin with a role—it began with a project.
When the superintendent asked you, what was going through your mind? Was it an immediate yes?
George Valletti:
It was interesting. Manassas Park is a small division—we function like a family. When something needs to happen, we come together and make it happen.
When someone in leadership comes to you and says, “We want you to think about this,” it’s humbling.
It’s also that moment where you wonder—am I being voluntold, or do I have a choice?
But what stood out to me was that they chose me. That meant something.
And that’s what enlisted me. I didn’t want to let them down.
Dr. Kim:
Wow.
George Valletti:
And what’s kept me going is seeing others grow. It’s not about me—it’s about people’s journeys.
Seeing teachers innovate, think outside the box, and grow—that’s where I get my energy.
Dr. Kim:
That’s why we get along so well—people-centered leadership.
Would you describe leadership as energizing in that way?
George Valletti:
100%. I structure my day to connect with people—even for two or five minutes.
That’s my energy source.
If teachers are happy, students are engaged. Learning improves. Everything flows from that.
Dr. Kim:
And for our listeners—some people gain energy from people, others from solitude. Both can still be people-centered leaders.
But let me ask you this—what happens when leadership is not people-focused?
George Valletti:
I’m actually experiencing some of that now.
That’s more of a transactional leadership style—very “if you do this, then this happens.”
But education isn’t that simple. We’re in the people business.
We’re evaluated based on the performance of others, which makes our work unique.
With transactional leadership, the vision and mission aren’t always clear. But with transformational leadership, that vision drives purpose.
People need to feel valued.
When my superintendent tapped me, I felt valued—and that drove everything.
Dr. Kim:
Did you ever find out why they chose you?
George Valletti:
Yes—later on. I was seen as a visionary.
They needed someone who could think outside the box and carry the initiative forward.
And that taught me—you have to know your people.
Now in coaching, I tailor my approach based on what energizes each teacher.
George Valletti (continued):
Another major lesson—listening.
Most people listen to respond. But real leadership requires listening to understand.
I spend a lot of time unpacking what people are saying, paraphrasing, and using strategies like SBI.
That builds trust. And without trust, you can’t lead or coach effectively.
Dr. Kim:
I’m smiling ear to ear right now.
You’re also highlighting something powerful—leaders must adapt to different leadership styles above them. That flexibility requires emotional intelligence.
So let me ask you this: for a new leader stepping into a role, what advice would you give?
George Valletti:
People matter.
Spend time understanding the people and the system before trying to fix anything.
Learn how things function. Build from that foundation.
And most importantly—relationships first.
Give value, give value, give value… then business.
Dr. Kim:
Woo! Say that again!
George Valletti:
Give value, give value, give value… then business.
Dr. Kim:
George, I’m so grateful for you—your partnership, your leadership, and your willingness to share your story.
George Valletti:
Thank you for having me. It’s been a pleasure.
Dr. Kim:
Everyone, you’ve heard it—people matter.
I’ll echo George’s words: give value, then do business.
Share your reflections, submit your leadership story, and keep rising into who you are becoming.
Thank you for tuning in to Rise Up and Lead: Real Lessons, Real Stories, Real Talk.
I’m Dr. Kim—until next time, keep rising, keep leading, and above all, stay true to who you are becoming.
Adios!
Rise Up and Lead
Real Lessons. Real Stories. Real Talk.
