Podcasts about hey paul

This week on Watch Time join 9to5Mac's Zac Hall and Tempo developer Rahul Matta discuss their long-term goals for their health in 2021, what they are doing to achieve those goals in the short term, and share more Apple Watch and workout tips. Sponsored by Pillow: Pillow is an all-in-one sleep tracking solution to help you get a better night’s sleep. Download it from the App Store today. 9to5Mac Watch Time is a podcast series hosted by Zac Hall. In this series, we talk to real people about how Apple Watch is affecting their lives. Subscribe now to catch up with each episode and automatically hear new episodes as soon as they’re released every two weeks: 

Show Notes  Hey Paul. I am especially interested in our show today, as we will discuss, at least in part, how each of us contains a Zone of Genius hungering to make an impact. This show if filled with insight and tangible steps to becoming the kind of person you really want to be. Kamin Samuel is one of my most respected people. Her intelligence and wisdom are worthy of paying heed. Her official bio reads: Kamin Samuel is an International Rapid Transformation Business Coach, author and speaker. She has the distinction of being the U.S. Navy's first female African-American helicopter pilot. She has a background in information technology, web development and online merchandising and served as the Vice President of Global Website Operations at a billion-dollar company. Kamin specializes in transforming stuck beliefs and behaviors to accelerate growth and high performance. I'm so impressed with Kamin that I have set a date for personal coaching regarding my future at 71 years old—yes 71, by birthday was yesterday. So without further introduction, let's bring author, speaker, Business and Persona coach Kamin Samuel on the show.   For coaching with Kamin Samuel you can contact her at www.KaminSamuel.com For more with Charlie Hedges please visit www.thenextchapter.life

“Hey Paul, I’m thinking about writing a book. Can we talk? I’d love to get some advice.” I can’t tell you how many times I’ve gotten that email since my first book came out eight years ago. I usually end up spending an hour explaining everything I’ve learned about the subject. And I’m always happy to do so. The post The 10-hour Plan to Publish a Bestseller appeared first on Paul Smith | Business Storytelling Coach.

Question and Answer on Bridges of Meaning Discord Server 10am PDT Fridays. https://discord.gg/jdVk8XU 0:00 Housekeeping 2:20 Lived experience vs data and philosophy 13:35 1 JOhn 4:18 "love drives out fear" and Ephesians 6:12 "we battle not against flesh and blood" 24:00 Pacifism? turning the cheeks? 32:00 the homeless and mental illness 43:30 I asked a Fundamental Baptist friend if he would deny that the walls of Jericho fell down if a man held a gun to his head. He responded that he wouldn’t and would rather be shot, because any attack on the Bible is an attack on one's own faith. What would you infer about this person's relationship with the Bible, and how is it different than your relationship with it? Thank you for your time 49:45 Vervaeke Relevance Realization and God 54:00 "son of man" controversy. 1:03:00 anxiety 1:07:00 JBP interview. 1:10:00 Prayer for Jordan 1:13:45 If someone has latched on to an ideology with fanatic fervor (parasitic possession?) how do you suggest promoting self-awareness within that individual (and ourselves) without assuming a role of threatening superiority or falling into similar blindness? 1:17:00 Occasionally Paul, you will as an aside or a pre-amble to an answer or a commentary twitch the curtain aside to provide a glimpse into the behind façade view of the world from the Pulpit. An example of this from a couple weeks ago was your emphasizing the Pastor's role as a gardener trying to nurture multi generation community health. Would you care to allow yourself to meander around in relating what kinds of experiences, lessons and perspectives you are uniquely rewarded by your role? Would you agree with 'emotional custodian' or 'psychic janitor' as atleast partial description of your duties? 1:22:30 Hey Paul, I wanted to follow up on my previous question. Thank you for your rebuke of my conduct with my fundamentalist friend. It’s such a stumbling block for me to not feel superior, which is so stupid of me to think that my intellect would put me in such a position. How would you recommend I combat this? Does this relate to Romans 14 and not putting stumbling blocks in my brother's way? 1:30:00 Reading Judges. Gideon's strange choice of weapon. Pitchers, torches and trumpets. Click here to meetup with other channel viewers for conversation https://discord.gg/jdVk8XU If you want to schedule a one-on-one conversation check here. https://paulvanderklay.me/2019/08/06/converzations-with-pvk/ There is a video version of this podcast on YouTube at http://www.youtube.com/paulvanderklay To listen to this on ITunes https://itunes.apple.com/us/podcast/paul-vanderklays-podcast/id1394314333 If you need the RSS feed for your podcast player https://paulvanderklay.podbean.com/feed/ All Amazon links here are part of the Amazon Affiliate Program. Amazon pays me a small commission at no additional cost to you if you buy through one of the product links here. This is is one (free to you) way to support my videos. To support this channel/podcast on Paypal: https://paypal.me/paulvanderklay To support this channel/podcast with Bitcoin (BTC): 37TSN79RXewX8Js7CDMDRzvgMrFftutbPo To support this channel/podcast with Bitcoin Cash (BCH) qr3amdmj3n2u83eqefsdft9vatnj9na0dqlzhnx80h To support this channel/podcast with Ethereum (ETH): 0xd3F649C3403a4789466c246F32430036DADf6c62 Blockchain backup on Lbry https://lbry.tv/@paulvanderklay https://www.patreon.com/paulvanderklay Join the Sacramento JBP Meetup https://www.meetup.com/Sacramento-Jordan-Peterson-Meetup/ Paul's Church Content at Living Stones Channel https://www.youtube.com/channel/UCh7bdktIALZ9Nq41oVCvW-A  

Zwei Männer, viele Vorsätze und die kleinen Leiden im Alter. Gut zu wissen, dass Joko und Paul auch nur Menschen sind. 00:00:00 Willkommen zu AWFNR, dem Erfolgsformat ausgezeichnet mit einer „Coq d'Or“ und präsentiert von o2, für mehr O in deinem Leben. 00:02:20 Schon zu Beginn wird es zärtlich und nah. 00:03:08 Ein Vielleicht reicht völlig aus. 00:03:20 Er lebt ein Leben, das keinen Wecker fordert. 00:05:10 KonSTANTin, warum hast du das getan? 00:06:05 Die Erklärung eines Fanboys. 00:08:10 Wie süß, er denkt wirklich wir zahlen selbst. 00:09:00 Breaking News: AWFNR-Gericht verdonnert Trinkspiel-Verlierer zu Brunnen-Promo und Bier. 00:12:40 Ihr seid wirklich geile, genderneutrale Typen! 00:13:20 WERBUNG: PayPal ist deine Lösung für kontaktloses Zahlen in Deutschland. Ob für den gemeinsamen Einkauf oder eine Geldsammelaktion, mit PayPal wird jede Überweisung zu einem Kinderspiel. 00:14:50 Was macht das Knie, alter Mann? 00:15:45 Trinkspiel für zwischendurch: 1 Shot, immer wenn Paul "grundlegend" sagt. 00:18:20 Hey Paul, erzähl doch mal wie war deine Woche. Klar Paul, nett, dass du fragst. 00:19:20 Wie man taffe Muttis zum Zittern bringt. 00:20:20 Die California-Theorie. 00:23:15 Wenn ihr brav trinkt hört besser zu: Die wahre Lösung gegen einen Kater. 00:24:30 Gnadenloser Optimismus - Wie der Podcast der Selbstreflektion zu Dankbarkeit verhilft. 00:26:10 Die Geschichte ist alt, der Van immer noch silber. 00:28:50 Hoffentlich kommen am Ende auch alle. 00:31:30 Auf einmal sah Toto richtig LIT aus. 00:32:15 Fit ab 40 - Targeting at it's best. 00:33:20 Was jetzt kommt ist schwierig. 00:35:00 HDGDL Wert ist ganz hoch, der Rest absoluter Schrott. 00:35:30 Es muss sich was ändern. 00:37:10 Ganz oder gar nicht: Wann der Rausch am schönsten ist. 00:38:15 22/2: Regenreifen-Fasten for the healthiness. 00:39:05 Bellinis und Wein müssen bei schlechtem Wetter auch mal sein. 00:40:00 Alkohol, oh Alkohol. Warum fühl ich mich mit dir so wohl? 00:44:31 Hätte, hätte Fahrradkette. 00:46:35 WERBUNG & O-MOMENT: Besucht doch mal wieder einen der circa 900 o2-Shops in Deutschland und entdeckt die Vielfalt von o2. Ob neue Hardware, Verträge, Innovationen oder Services – alles steht bereit und wartet nur auf euch. 00:50:10 Mein Leben ist halt so geil, was soll ich machen? 00:52:45 Die schwitzenden Popos sind gut gepolstert. 00:53:35 Besser wird's nicht mehr. 00:54:10 Instagram, die große Versuchung. - Single Ladies aufgepasst! 00:54:50 Beach Body incoming. 00:55:30 CONTENT DER WOCHE: Falls der alte Mann den Account finden sollte. 00:59:00 GEWINNER DER WOCHE 01:01:00 Der Trottel auf dem heißen Stein. 01:03:00 Nackt find ich klasse und hat auch immer Spaß gemacht. 01:04:30 Shady, naked, weird. 01:05:55 What would Joko do? 01:06:33 Sexy Kurven mit gutem Gewissen. 01:12:00 Blanker Horror eines Influencers. 01:14:14 Der Anfang vom Ende, wenn nur Bots mit dir flirten. 01:15:00 "Grundlegend" wollten wir nur fragen, trinkt ihr noch brav? 01:15:55 Die Suche nach dem langen Harten. 01:16:50 Kloppi bist du's? 01:18:00 "Eines Tages werd ich mich rächen und die Herzen aller Mädchen brechen." - Joko W., 41, denkt er ist fame genug, dass Jürgen Klopp ihn anruft. 01:20:00 Schöne Woche, see you then - Auf der Zielgeraden zur Sommerpause. 01:21:00 Schwetzinger Spargel is all I want. 01:21:45 Bussi und Baba, ihr Lieben. AWFNR wurde euch präsentiert von o2, für mehr O in deinem Leben.

Cynthia Marquez: "Sometimes to begin a new story, you have to let the old one go." Author unknown. I am Cynthia Marquez and I am a Tri-City influencer. Paul Casey: But really this is the core philosophy of what I teach in time management, and that is manage your time around your values and vision. This is your foundation for everything else in time management. Speaker 3: Raising the water level of leadership in the Tri-Cities of Eastern Washington, it's The Tri-Cities Influencer Podcast. Welcome to the TCI Podcast, where local leadership and self leadership expert Paul Casey interviews local CEOs, entrepreneurs and nonprofit executives, to hear how they lead themselves and their teams so we can all benefit from their wisdom and experience. Here's your host, Paul Casey of Growing Forward Services, coaching and equipping individuals and teams to spark breakthrough success. Paul Casey: Hey, thanks for joining me for today's episode. It's going to be a bonus episode. I'm going to do a little teaching today on work-life balance and hopefully it'll be beneficial to you if you struggle with having a hard time drawing that healthy line between your work and personal life. So we'll dive in after checking in with our Tri-City Influencer sponsors. Speaker 4: The C12 Group is a national organization focused on spiritual and professional development of Christian CEOs and business owners. Members participate in professionally facilitated monthly meetings during which 12 experienced Christian CEOs exchange ideas to solve business issues biblically. Additionally, members receive a 90-minute personal coaching session each month. Information is available from Tom Walther at 715-459-9611 or online at c12easternwa.com. Paul Casey: Thank you for your support of leadership development in the Tri-Cities. Nathan Margalit is a rabbi and Jewish scholar. In a recent blog he said, "Humans are unique. We can choose to ignore rhythm. We can and do keep our factories running day and night. We try to fool hens into laying more eggs by keeping the lights on 24 hours at a time. With every new pad, pod and phone, we push ourselves into 24/7 connectedness. We have created a culture that is built on the metaphor of a machine impervious to any rhythm other than the drone of production. In the name of progress, convenience and even freedom, but most of all profits, we have lost the music of life." Paul Casey: It's sort of a sad reflection that oftentimes we just keep pushing, pushing, pushing and we don't take the time to rest. We don't take the time for those other priorities in our life that we really need. So, instead of achieving balance in your life, which I sort of believe doesn't really exist. I mean, work-life balance is sort of this thing that if you really went after it, you probably would achieve it for five minutes and then you'd be out of balance again. I like the phrase work-life rhythm a lot better, or now one that's more in vogue is work-life integration. Paul Casey: So you can think to yourself, when do you feel like you are ever in a good rhythm? Can you just reflect on that for a moment? When do you feel like you're in a good rhythm? What's going on in your life? Maybe what's not going on in your life during that time? That would be a good place to connect with as we go into this podcast episode. Paul Casey: I went to a seminar years ago by a guy named Wayne Cordeiro and he was discussing a terrible time in his life where he was completely burned out. If you've ever been burned out before, you know it's a rotten time where you just barely can get out of bed, you have trouble with even remembering what your favorite color is. I mean, it's just sort of a dead time. He actually checked himself into a monastery and had to put away all of his technology, he couldn't check his cell phone or his laptop and it almost drove him insane. He said he only snuck out one night from the monastery, but it was a real healing time for him after this burnout time. And he said work-life balance is not a thing. That's where I've sort of gotten this from. Paul Casey: And so I have actually developed a tool for time management, my framework for time management as a result of this seminar by Wayne Cordeiro, because he drew a picture of a teeter totter, if you remember that playground implement, which now is probably considered illegal. It seems like all the things we grew up with on the playground are now considered unsafe, but the teeter totter, the classic thing where you put one person and one on the other side and you go up and down. Paul Casey: If you put work on one side and you put balance on the other side of that teeter totter and you're really working for that balance, you're probably not going to get to it or just for a little bit, you might get to it. But he said instead of thinking work and life and trying to balance those two instead, think of just the fulcrum part. Fulcrum is like that triangle that separates the two sides of the teeter totter. If you decide to shift the fulcrum left or right towards work or towards life, instead of thinking about balancing it, it's going to be a lot more fluid in your life. So sometimes based on the urgency or importance of what's going on in the arena, on your life, you have to move that fulcrum fluidly to direct your energy appropriately. Sometimes when you have to spend more time in your life area because you've had a parent who might have to go into assisted living or maybe your child has the flu and because of that you've got to spend more time at home dealing with the personal issues. Paul Casey: Other times you have to spend more time in the work area of your life. You've got a deadline for a key client or that your ramped up season of the year and you've got to work some overtime. Now, you just push that fulcrum left or right and that's going to help you more with that work-life rhythm, that work-life integration instead of balance. Now, if you spend too much time of course on that one area of your life for too long, then of course you know what's going to happen. It's going to dry up the other area of your life. That's going to get empty and decay would set in. If your spouse is forgotten for too long and a rift becomes evident, you're not putting enough time there, or maybe you're not putting enough time in at work, you're not following up with your customers and they start to slip away as a consequence. Paul Casey: Basically, you can't stay in overdrive mode for too long or you will burn out. So what is one of the main practical solutions to achieve work-life balance or work-life rhythm? I think one where I'd like to talk about today is the word boundaries. Boundaries allow you to move the fulcrum where you determine what needs to be moved right now, to have a hard stop at the end of a quality and a productive workday so that you can be fully present at home. So that you can give 100% at work knowing that your tank and your family's tank, your energy tank has been filled up at home. To be able to embrace this time block or this season of life that you're in without longing for the other time block or the other season of life. I want to give you some tips today on how to set up boundaries so you can move the fulcrum intentionally. Paul Casey: The first one is to figure out what's most important to you. Figure out what's most important to you. So you've got to reconnect with who you are and who you're not of course. What you have to offer and what you really want. That's the key coaching question, is, what do you want? So that you're crystal clear and you can live that out day after day. I recommend you do a personal retreat to get to solitude and reflection in order to really wrestle with this. You're like, "Well, I know who I am." Yeah, but really do you? Have you lost touch with that over time? Have you changed over time and it's like, "Now I've got to get back to grounded-ness. Who am I really? What do I really stand for?" What you could do is this time of solitude, whether it's a couple hours or a half day, or maybe go off to the mountains or the beach so you've got a whole day or two to think about this, is you can try to come up with a personal mission statement. Paul Casey: I have a personal mission statement and it's to add value to people through equipping, encouraging words, servant leader actions and a contagious passion to honor God with my life. So I've said that enough times that it's memorized and I use it as a filter for my life and how I came up with that mission statement. It's sort of a combination of some exercises that I went through. Can't remember if they were with a coach or just, I did these on my own, sort of self-life coaching here. It's a combination of the values and by the way, I can send a sheet of values to you if you'd like to go through some of these exercises, just email me at growingforward@paulcasey.org and I'd be happy to send you that value sheet. Paul Casey: What you do is you go through this whole activity where you narrow it down to the things that are totally you and then you get down to the top 10 and then you get down to the top five that you'd practically die for those. I mean, they are so important to you and everybody around you would know it from watching your life that those five things, it could be family, it could be your faith, it could be growth, it could be happiness or trust. Some people have written in other words on the chart like accountability, love and affection. These are your DNA and you must live in congruence with those values in order to be successful in life. So that's a worthwhile exercise even if you're not doing a personal mission statement. A second exercise you could do is some type of strengths assessment. Paul Casey: I recommend StrengthsFinder, which I think is now called CliftonStrengths and you can either buy the book StrengthsFinder 2.0 and there's a link in the book, a code that you put in online to take the online assessment or you can just go to the CliftonStrengths website and you can take the 20 minute strengths assessment. I think it costs about 20 bucks and it's worth doing that because it's going to spit out your top five strengths and you're just going to go, "Whoa, that's like someone's reading my mail." I mean they're usually totally you because there's 34 of them and it's not just like four. There's 34 and when they narrow it down to your top five, it usually hits right on. You don't have to spend the money on that. You could just simply think about as you go through your day. Paul Casey: Marcus Buckingham, who's sort of the father of the strengths' movement, he uses the acronym sign SIGN. S is success, what do you feel effective at most of the time? And other people around you validate that they're saying, "You're so good at that." You've probably been told that for many, many years and that would meet the first criteria of a strength. The I stands for instinct. There's just something inside of you that naturally leans toward it and you look forward to it. So, I might be good at math, so I might say I'm pretty good at math, but I don't like math. So that's not something I actually look forward to. So in this criterion it would be ruled out. So, success, then instinct is the I, G is growth. Growth means time speeds by while you're doing it. Like you're doing it for a while and you start getting engrossed in and you get in that state called flow and you look up two hours later and like, Oh my goodness, the day just slipped away from me cause I like it so much. Paul Casey: And then the N in sign is needs. That means you're tired when you're done with it but you're not drained. For instance, when I do speaking or coaching, I'm tired at the end of the day because I've given it all that I have, but I'm not drained because I love doing this. I feel like I'm put on this planet to fulfill that role. And hopefully you do too with your job. So really be mindful of what you love doing and since Buckingham, as a Brit, he says what you loathe doing. So, the things that make you feel strong throughout the day, the things that make you feel weak or drained or bored, you can just track these things. Just have a piece of paper by your desk and then you'll have a list after a couple of weeks of writing these specific things down and I encourage you to tell that, debrief that with somebody else. Paul Casey: The third thing that would go into your personal mission statement would be your vision for your life and it can be the ultimate vision for your life or it could be just like the one year vision out, like how do you want to be different than one year from now? It could be your big dream that you've always had and it just, you try to shake it off but it still sticks to you and it's like you find yourself talking about it when you're out for coffee with friends or when somebody says, "What do you want to be when you grow up?" You just keep uttering the same dream. It's something you're really passionate about and a passion actually as part of the root word of passion is you would suffer for it. So, maybe there's a degree that you would suffer for that cause if you were to pursue it. Paul Casey: So you've got, in order to put a mission statement together, you've got values, your strengths and your vision for your life. Another thing to think about when you're in solitude, maybe on a personal retreat, is the amount of margin you have to have to function optimally. We don't want you to burn out, right? That's what this whole work-life rhythm is about. And so we have to have enough margin or cushion of time in our life to keep our energy level up. So, margin is a concept that was developed by a guy named Richard Swenson. He was a doctor and he defines margin as your load minus your limits. So all the things that are on your plate versus the amount of energy and time that you have. And some of us have actually more load than limits. And so we can actually be a negative margin and that's when we really get irritated and we get close to burnout. We can have like zero sum margin where they're equal. But hopefully we have enough margin where there's some cushion time to absorb the unexpected in our life. Paul Casey: Part of boundaries is acknowledging that you have limited time, that you have limited energy and you have to determine how accessible you want to and how you actually can be. So we have to say yes, we have to say no on a daily basis to all the things that are clamoring for our time. Choose carefully who not if you will disappoint on an average day. I'll say that again. Choose carefully who, not if, you will disappoint on a given day because you're always going to disappoint someone when you're saying no, but oftentimes that no is worth it because of the other priorities you're going to be able to give time to. Paul Casey: One more thing you could do on that personal retreat is to really get clear with your priorities. Stephen Covey calls those your big rocks, those big things that you put in your schedule first. Not just what you are conditioned to do, not just what's urgent and yelling at you to do, but those things that are so core to you, so important to you and they're often not urgent, but you know that if you don't give them attention, it's going to bite you later. And you know if you do do those things, you're going to move the needle on those relationships or on those projects. So you're sort of setting what normal is for you because when you're on the verge of burnout, you've lost touch with what that is. Hey, before we head into more teaching on work-life balance, let's shout out to our sponsors. Speaker 4: If you could trade one day each month for targeted application of biblical business practices, purposeful accountability and godly pure counsel, would you consider it a wise investment? The C12 group is a national organization focused on spiritual and professional development of Christian CEOs and business owners. Members participate in professionally facilitated monthly meetings where 12 experienced Christian CEOs exchange ideas to solve business issues biblically. Information is available from Tom Walther at 715-459-9611 or online at c12easternwa.com. Paul Casey: A second tip for you in work-life balance is to watch your gauges. Watch your gauges, so, your dashboard of your car has gauges or an airplane has gauges. Gauges are really important to see if we are in trouble, if anything is running a little bit hot or needs attention. Henry Cloud and John Townsend said in their boundaries book, "God wants us to take care of ourselves so that we can help others without moving into crisis ourselves." One speaker says, "Take care of your body like you're on a space shuttle headed on a long journey." Paul Casey: So, a gauge is something that runs a little bit hot, that's not you. Like you think when you do this thing you say, "Boy, that's not even me. Why did I do that?" It's things that get triggered in your life. Like for me, a trigger for me if I'm on the edge of burnout is when I start losing creativity. I've got ideas all the time. As an entrepreneur, I just love creating, coming up with new ideas and if I slowly, slowly go dark in my brain, have no ideas, I'm thinking, Uh-oh, something's wrong. That's a gauge for me when I don't have any ideas. That means, wow, I must be fried. Or another one of my triggers is balls getting dropped. Like someone's in a coffee shop and they texted me and go like, "Hey, so Paul, are you coming? I thought we were meeting over there at Barracuda's." I'm like, "Oh no. I didn't even get that into my calendar cause I was running so fast." So that tells me that I'm on the edge of burnout. Paul Casey: Maybe for you, you have consistently high energy and all of a sudden you're in this consistently low energy weather pattern in your life. Maybe you typically are a peaceful person and now you seem to be freaking out and having panic attacks or just anxiety way more often than you used to. That could be a signal that your gauge is running hot. Maybe you're typically a peaceful person and you can roll with the punches, but you've gotten angry and irritable more often than usual. Like, how quick is your trigger versus how much grace that you give or how much laughs that you share with people? Stress is informational. So when you're experiencing these things, it's your body and your spirit telling you that, Whoa, you've got to check those gauges. Paul Casey: You've got to get back and move that fulcrum over into the life side and pour back into yourself. So think about what is your gauge. You want to be able to be response-able, sort of like that word responsible, but put a hyphen between a response and able. We need to be able to respond to things without freaking out or without just going into the tank and going dark. So if you're redlining, redlining's a term that my trainer taught me many years ago, that's when I can barely breathe. For the next exercise she said, "You're redlining, go get some air outside." So if you're red lining in life, get back into a self care program, move that fulcrum urgently over to the life side or you will burn out and then you'll be no good for anyone because then you're just going to bleed all over everybody. And that's not going to help, especially if you're in leadership because leaders, they just don't have that privilege to be able to come into work and wreck everybody else's day. Paul Casey: Prolonged stress can become chronic unless steps are taken to eliminate the source or effectively manage that stress. Let me give you two more points. The third one is to filter each request for your time and every interaction through the boundary lens. Filter each request for your time and interaction through the boundary lens. Paul Casey: In other words, if you're strong and you're feeling strong in your life, you can offer it, but if you're depleted, you don't because then it might put you over the edge and like I said, then you'll bleed all over everybody. So you think about like is this a strong place that I can say yes to it, but if I'm feeling like I haven't taken care of myself for a while, then I would say no. One way you can do that is to truly say that you will think about it. So somebody says, 'Hey, Hey Paul, can you do this for me?' And everything inside me wants to yell out "Yes!" because I'm an opportunity person and I like to say yes to things, but I have to teach myself to insert the pause. Paul Casey: So there's stimulus instead of response. You go stimulus, you insert the pause and then you respond with, "Hey, can I think about that for a while?" Or maybe you ask a little bit more about their commitment level before I say yes and if safe, you know somebody might go like, "Well why? Why do you have to think about that?" Then you're going to say, "Because I need to run that through my filter. I need to see if I have enough margin." Most decisions are not urgent so if that person won't allow me to think about, then it's definitely a no. And I've had people call like, "Oh, hey okay. Well then you just think about it for a while." Paul Casey: So separate yourself a bit. Buy yourself some space and during this break,  stop, look and listen. Here's the three parts of stop, look and listen. So stop and think, do I want to do this or am I trying to please somebody else? Because pleasers, we struggle with that. What will I receive from my participation in this? Am I going to get, is this going to build my confidence level if I do that? If I agree to do this, will it continue to be rewarding or do I think over time it's going to become oppressive and then I'm going to start getting resentful? So the stop part is to stop and think. Paul Casey: The look part is to look at your commitments, all the other things that are on your plate and count the cost for this commitment. This one that's staring you in the face right now. Ask for clarification, like what really is the time commitment to this? Ask for more information so you can answer these other questions. So you stop and think, look at your commitments and count the cost and the listen part is to listen to your feelings. So oftentimes we're running so fast that we skip this step and if you're not a big feelings person, you're like, yeah, you sort of laugh this one off. But do you find yourself hesitating or hedging when you're thinking about saying yes to this? That could be your body saying like, Nope, don't go there. Paul Casey: Do you feel cornered or trapped into making a decision? That's probably another thing that you need to say no to. Do I feel a tightness somewhere in my body because often stress, there's biofeedback in your body that you feel a tightness in your shoulders or that sick feeling in your stomach or do you feel at your temples? That's probably a sign to say no. Do you feel a nervous reaction? Like you start tapping your pencil or you got your legs crossed and it's just going a mile a minute? That could be a warning signal that's coming from inside you that says you might need to rethink this decision. Paul Casey: Remember that you must take full responsibility for the choice once you make it. So you can't play the blame game once you say yes, because as it's been said, blame is to be lame. Put a hyphen between the B and the L. so to blame is to b-lame and nobody wants to be lame and there's a shortage of people who own their own issues, you've probably noticed that. So the quote for you to remember on this one is "Don't let your mouth overload your back." In other words, by saying yes too much, don't let it overload your capacity that you have available to you. So once you've done that, then you can make the decision without regrets. See, you've run it through all these filters that you have and then you can say yes or no. Mahatma Gandhi says, "A no uttered from the deepest conviction is better than a yes merely uttered to please or what is worse just to avoid trouble." Paul Casey: One more step. The fourth step of achieving work-life balance or rhythm is to have accountability partners who keep you true to yourself and your stated work-life balance. Have accountability partners. We need to draw on a power higher than ourselves to maintain good boundaries because if we just try to have that willpower, it's usually going to become won't power after a while. So we really need accountability partners. Have them ask you specific questions, where are you are the weakest and sometimes we want to avoid those questions because it's like, Oh, I don't want to answer that, but usually that's a really great question for us to rebuild that resolve to have boundaries. Check in regularly with that person or those people, rejoice together when you succeed and fail forward when you screw up. In other words, we're going to fail but we're going to fail in the right direction by saying, 'All right, I screwed up this time but I am not going to say yes to that next time." Paul Casey: So, good points here. Remembering to figure out what's most important to you, to watch your gauges, to filter each request through the boundary lens, and to have accountability partners who keep you true to yourself. What do you get as a result of this? Hey, there's some really good work-life payoffs and benefits. One is you're going to live with joy and not anxiety and who doesn't want more joy? Second is being good stewards of your time and your money. Third is working with excellence, not sideways energy. Fourth is to experience true community with people you care about and you're not just giving them the leftovers. Paul Casey: And fifth is you get to model this work-life balance for your children, for your friends and for your followers. Whether that's on social media or people that are following you at work and I'd be happy to email you these slides or my speaker notes, if you want to reach out to me at growingforward@paulcasey.org. But, I really hope that you will, we'll wrestle this down because, work-life rhythm is huge. Don't try to achieve balance, really try to move that fulcrum back or forth into seasons where it makes the most sense. Paul Casey: Let me wrap up our podcast today with a resource I'd like to offer you. And it is a goal setting tool. It's a pad of paper that has got 25 sheets and on the front it has you setting one very important goal for yourself and really making that both smart goal and a hard goal, which it says what those mean on there. You could even sketch the goal out on that front page. On the back page of each sheet is a storyboard tool, which breaks that big goal into six small steps. And you can put a deadline by that. You could put the resources needed by each one and it's amazing how by doing that storyboard, you're not going to get stuck along the way because you're going to know what the next step is and it's going to be in a bite size for you to tackle it and get more goals done this year than you ever had before. Paul Casey: So that goal setting tool is on my website, paulcasey.org or again, you can reach out to me through email. Again, this is Paul Casey and I have been happy to share with you about work-life rhythm today and we want to thank our TCI sponsors and invite you to support them. We appreciate you making this possible so we can collaborate to help inspire leaders in our community. Finally, one more tidbit for the road to help you make a difference in your circle of influence and it is a quote by Dorothea Brande and she says, "Envisioning the end is enough to put the means in motion." Until next time, KGF, keep growing forward. Speaker 3: Thank you to our listeners for tuning in to today's show. Paul Casey is on a mission to add value to leaders by providing practical tools and strategies that reduce stress in their lives and on their teams so that they can enjoy life and leadership and experience their key desired results. If you'd like more help from Paul in your leadership development, connect with him at growingforward@paulcasey.org for consultation that can help you move past your current challenges and create a strategy for growing your life or your team forward. Paul would also like to help you restore sanity to your crazy schedule and get your priorities done every day by offering you his free control my calendar checklist. Go to www.takebackmycalendar.com for that productivity tool or open a text message to seven two zero zero zero and type the word growing. Speaker 4: The Tri-Cities influencer podcast was recorded at Fuse SPC by Bill Wagner of Safe Strategies.

Intro:                                     I've learned that people will forget what you said. People will forget what you did, but people will never forget how you made them feel, by Maya Angelou. I am Michelle Oates and I'm a Tri-Cities influencer. Paul Casey:                         Keep reinforcing that everyone must place the common good of the team above their own agenda. If one area wins, the whole team wins. Intro:                                     Raising the water level of leadership in the Tri-Cities of Eastern Washington, it's a Tri-Cities Influencer podcast. Welcome to the Tri-Cities Influencer podcast where Paul Casey interviews the local leaders like CEOs, entrepreneurs, and nonprofit executives to hear how they lead themselves and their teams so that we can all benefit from their experiences. Here's your host, Paul Casey of Growing Forward services, coaching and equipping individuals and teams to spark breakthrough success. Paul Casey:                         Thanks for joining me for today's episode with Mark Brault. Mark is the volunteer CEO of Grace Clinic, and a fun fact about Mark is he met his wife at Farrell's ice cream parlor. I heard he manipulated the schedule to make sure they were working together. But how many years later, Mark? Mark Brault:                       Well, it's got to be 45 years later. 43 we've been married but 45, 45 and a half. Paul Casey:                         Still eat ice cream together? Mark Brault:                       Yeah. Pretty regularly. Paul Casey:                         Well, before we begin our interview, let's check in with our Tri-City Influencer sponsors. Neal Taylor:                        Hello, my name is Neal Taylor. I am the managing attorney for Gravis Law's commercial transactions team. The CT team helps business owners, investors, and entrepreneurs accelerate and protect their business value. Today we're talking about employment law and alcohol and cannabis licensing. Josh Bam and Derek Johnson are both here with me now to describe those practice areas. Take it Derek. Derek Johnson:                 Thanks Neal. I'm Derek Johnson, partner at Gravis Law. We find that many employers in Washington state simply don't have handbooks, employee policies, or any other written materials to protect themselves and their employees. Without having these types of policies in place, an employer can run into trouble by firing employees even if the employee isn't properly performing or are causing issues at work. Even if an employer fires someone for performance issues, for example, but fails to take the proper steps, they may run into trouble by inadvertently exposing themselves to a wrongful termination suit. We build strong, predictable and protective employee policies to protect our client's business. Josh Bam:                            That's true. Thanks Derek. And having employment policies in place when you're dealing with cannabis or alcohol licensing is especially important. We know that clean employment policies, clean corporate structure, and having an attorney that can work with the Washington state liquor and cannabis board is critically important to protecting your business through licensing. The attorneys at Gravis Law have this experience. Visit us today, www.gravislaw.com Paul Casey:                         Thank you for your support of leadership development in the Tri-Cities. Well, welcome Mark. I was privileged to meet you probably around eight years ago maybe now. I was on staff at Central Church and we had a global impact celebration every year and we brought in many from many community organizations. Grace Clinic was one of those and I think you were their representative then and you still are now. Mark Brault:                       You can't get rid of me. Paul Casey:                         So tell us a little bit about your past positions, bring us forward to where you are now so our Tri-Cities influencers can get to know you. Mark Brault:                       Well, a long way from where I got started, by training I'm a CPA. Paul Casey:                         I didn't know that. Mark Brault:                       I practiced public accounting, yeah I was a partner in a CPA firm many, many years ago. I spent about 13 years in a medical equipment business. Most recently up till about three and a half years ago I ran a couple of heavy truck dealerships. I've been involved in some startup companies, it's a pretty wide range of things. Paul Casey:                         Wow. It is a wide range. And you've probably met a lot of influencers along the way. So who stands out in your mind as either bosses, supervisors, colleagues that have made an impact on you? Maybe they've been a mentor or an advisor in your life? Mark Brault:                       There are lots of people and many of them who maybe I didn't work with directly or for, I remember, I mean this is a long time ago a local banker here who really had a lot of influence in my life. I mean that was back in the days when I was in public accounting but probably as many almost casual relationships or business relationships that influenced me as people that I had significant working relationships with. Certainly in my early days of public accounting there was a partner in our firm that had a lot of influence in the development of my public accounting career. But you can learn something from virtually anybody. Paul Casey:                         Here, here. Mark Brault:                       That's just the case and if you're looking for what you can learn, you can learn something from anybody. Paul Casey:                         Would you agree that everybody probably needs a mentor, someone that's further down the road than them and a mentee, someone that they can pass the baton to? Mark Brault:                       Absolutely. Absolutely. We need to learn from other people's experience. There's an old saying it's impossible to know what you don't know. And so learning from people who have more experience, who've been down that path before is enormously valuable. And sharing your knowledge with other people is critical as well. If you stay in your cocoon, it might work for butterflies but it probably doesn't work outside of that. Paul Casey:                         I could picture a little image of a cocoon as the anti-influencer. We can put that on the website. So when you got into this position at Grace Clinic, what was your original vision? How has that morphed along the years that you've been on this leadership journey there? Mark Brault:                       My participation in the clinic has changed a fair amount. I joined the board in early 2006. I got involved there originally because of my wife. My wife is a nurse practitioner who specialized in diabetes. She had been volunteering in the clinic. I tell the story this way, it didn't happen exactly this way, but she was volunteering in the clinic one day, and was having a conversation with one of the founders who said they were looking for a CPA to the board. And she said, here, take mine. She didn't really say here, take mine but it makes a better story. But she did, she said, my husband might be interested and I ended up having some conversations and joined the board. And a few years later we didn't really have an executive director. And so a few years later, there were four of us who played that role collectively. And that worked for a period of time, but it came to a place where we needed somebody. And that became me on a volunteer basis. And so I started strictly as a board member and grew from there. But the thing that was always the case for me and what got me involved initially is that people in my family have had health needs and have always been able to take care of it. Had good insurance, been able to afford or part of the cost. Our youngest son had type two diabetes since before he was two years old. I've had a couple of joints replaced. I've had arthritis for a long time and having been in a position where I was leading or involved in the senior leadership of other company I had a lot of connection around purchasing health insurance for employees and understand what's happening there and then having my wife with a medical practice have a number of points of perspective. Mark Brault:                       And recognize that there are a whole lot of people that don't have the access that I had. And this is a way to give back and help meet those needs that are real significant. And there's probably a little bit that I've been around healthcare for a long time. As I said I spent some time in the medical equipment business when I was practicing public accounting, I had a substantial number of physicians as clients so I've been around elements of it for a long time. Paul Casey:                         Grace Clinic has a super mission, just a super mission and that's great that you've been able to be on that board for 13 years, probably hitting you over the face right now, thinking 13 years. That's a long time. And over time then getting a executive director that replaced you in that volunteer role by now a paid person there. Right? Mark Brault:                       Well we have a clinic director. Paul Casey:                         Clinic director? Mark Brault:                       My title is CEO, but effectively executive director. Paul Casey:                         Got you. Mark Brault:                       And yeah, the clinic director is a paid position and Avonte holds that position, is an outstanding resource for us and does a tremendous job. And to a very great extent that in the way things operate, her role is chief operating officer and she's focused on the... Paul Casey:                         Day to day. Mark Brault:                       ...day to day operations and I'm focused in great measure externally. Paul Casey:                         Okay. Mark Brault:                       But yeah my role probably isn't going to go away any time soon. Paul Casey:                         Supreme Court justice. Yes. Well, what are you most passionate about? I mean obviously you keep stoking your fire so that you stay in this, you have no immediate plans of resigning from your volunteer position. So what are you most passionate about at Grace Clinic now? Mark Brault:                       Two things. Well more than two things but the first is we do a really good job of taking care of people and we do that in a fashion that they really value. We have one of our patients who sometime back about a year ago spoke in one of our volunteer events. We have a video of her as well, who says very clearly that coming here was hard. And that's because she and her husband had always been self sufficient. Then he became disabled and they lost her insurance and said coming was hard, but the clinic made it really easy. Mark Brault:                       They treated us like human beings. They didn't make us feel like we were asking for handouts. And so, we do a really good job and we do it in a fashion that is consistent with what I expect when I go to my doctor's office. And so that's one piece. But the other is that in the last couple of years we've been able to expand what we do really significantly. If you look at our medical visits in the first six months of 2019 compared to the first six months of 2017 we're up more than 90%. Paul Casey:                         Wow. Mark Brault:                       I mean, it's huge. And part of that, a big part of our ability to do that is because beginning in July of 2017 we launched a relationship with the residency program at Trios and Kadlec. And so now all of the third year residents out of those programs rotate through the clinic. Paul Casey:                         Wow that's cool. Mark Brault:                       They gave us a boost in capacity and it's also important from the standpoint of working with a broader community game. Having those two programs from hospitals that historically haven't done a whole lot of things together but are really actively doing this together with us. The more of those things, we can do the better off the community is. Paul Casey:                         Here, here. So I heard the power of story keeps you going to see those lives that are being changed and the power of stats, seeing the increased numbers of the capacity expanding and then saying wow, look how many we'll be able to reach. Mark Brault:                       There's a part of me that will always be a CPA. Paul Casey:                         Love it. So in your all your leadership capacities over the years you have to build teams, you try to create a culture. What are you looking for when everything from hiring the clinic director years ago, Avonte, to the physicians that come in, they volunteer their time, other volunteers. How do you assess that everyone's on the right seat on the bus? Mark Brault:                       That can be tough. I mean it really can. And for us, certainly at the beginning is the question of why is somebody interested? Do they get the mission or are they interested in participating in that? And in our case, there are multiple facets to that. We're a faith based organization, not all of our volunteers come from a faith tradition. Okay? And so there's some balance in there but it's why does somebody want to be involved? Is it consistent with what we're trying to do? Is probably the key thing is, understanding what we're about and wanting to come alongside because this organization and we have more than 300 active volunteers. Okay? It's completely a community endeavor, a whole lot of people that come together to make it happen. Mark Brault:                       So first and foremost it's do they understand the mission and want to participate in that? And then the second is a question of people who have different skillsets. Now, in our case there's some very technical elements, you have a physician or a nurse well, they're principally going to function kind of in that arena. But we have a lot of volunteers who don't have some medical credential and so finding the right fit relative to their skillset. And there's another thing, one of the things that's not widely known about Peter Drucker is that he actually has a book on managing nonprofit organizations. Mark Brault:                       One of the things that he talks about that book, which is a really important principle, is that volunteers really need to be considered as unpaid staff. Paul Casey:                         I agree. Mark Brault:                       That the role is no less important because they aren't getting paid. Then with paid staff that those jobs are every bit as important and consequently we have paid and unpaid staff. I'm part of the unpaid staff. But there are a number of those things that come into play. Paul Casey:                         See yourself if you're volunteering right now, Tri-Cities influencers, see yourself as unpaid staff too. And maybe that even raises the water level of, Oh, I've got to stay connected on my board or I've got to show up and I've got to follow through because just like a paid person would, they're counting on you to get through that. And so alignment sounds really huge when you're trying to create a culture of both to the mission and also to the values. Let's stay on that personnel topic. So how do you keep those volunteers or those paid or unpaid staff inspired and affirmed? Mark Brault:                       In our organization, a big part of the inspired comes from doing the work. It comes from seeing the impact that we're having. It comes from seeing volunteers who have their eyes opened. We've had countless cases where a relatively new volunteer will comment, I had no idea. I had no idea about the magnitude of this need because I didn't encounter the need directly in the rest of my life. I've often said that for many of us, we encounter one of our patients because they happened to be the clerk in a store where we're buying something, okay? And we don't know their story, so a lot of that inspiration comes from seeing the impact in the patients and seeing the growth in the unpaid staff that is incredibly rewarding. Paul Casey:                         Yeah. I think it's important for all leaders, especially if you're in an organization with layers to connect your team through the constituents that you're actually helping. Even if you're making pizza or a widget, who are the people that you're actually benefiting from all the work that you're doing and that reconnects you to that mission over and over again. We also had a conference recently where they talked about your people, whether they're paid or unpaid staff need air and we were like, "yeah, of course we do to live." But AIR stands for affirmation, inspiration and recognition and I really like that AIR: affirmation, inspiration and recognition to keep going. Well, no one wants to get stale in leadership. You've been in the game awhile. How do you stay relevant? How do you stay on the cutting edge in your leadership position? Mark Brault:                       For me and in this particular arena at Grace Clinic, the principle thing that I do is I'm looking for what other people are doing. There's a statewide organization of free clinics and so we share a lot of information back and forth. We have a relatively new organization in the Tri-Cities, the Columbia Basin Nonprofit Association that I was one of about seven or eight people that put that together where we want to share information and knowledge. And the reality is it doesn't matter how well you're doing something, there are things that you can learn to do it better. Paul Casey:                         Absolutely. Mark Brault:                       And so for me it's always being on the lookout for those things and I'll give you a crystal clear illustration of this. A year and a half ago, I had been invited to an event, it was like middle of November and I agreed to go. I'm driving there in the morning and the title of this event was increasing community connections. And I'm driving there and I'm asking myself the question, why am I going to this thing this morning? It's all morning and I've got other things to do. And I went. Turned out it was a really lousy title. It really didn't identify what was going to happen there at all. And a pair of presenters who were making a presentation together talked about something that they had done in their organization, in another medical operation that directly got involved in their medical clinic, mental health professionals. Mark Brault:                       Now we have a substantial mental health program, but what these guys were doing is they had a mental health professional who was assigned to the medical clinic. And when one of their clinicians would encounter a need that the patient they were seeing had, they would often say, you know, excuse me man, there's another member of our team that I think could be helpful and they would bring that individual in. They don't identify him as a mental health professional. They just identify him as another member of the team and that person would take over the way that it was structured they just schedule a couple of followups in the medical clinic. Mark Brault:                       so part of what's happening here is you get this warm hand-off, but also you're avoiding the stigma. The reaction, I don't need to see a counselor. It was enormously effective. And so we decided we were going to try that and it's been enormously effective for us. If I hadn't gone to that thing, when might I have learned about that. And so you have to always be on the lookout for things that can advance what you're doing, something you can learn from other people. And that's particularly in an environment like healthcare where things are changing all the time. That's why it's a survival skill. Paul Casey:                         That's right. That's right. Again, the cocoon, the anti influencer principle. The associations are a big deal. So influencers, and you're listening to this podcast, your profession probably has an association in the nuclear society, the real estate association, the accountant's association. All of them here in the Tri-Cities have a branch, well maybe not all of them, but many of them do. Even this free clinic association you're referring to Mark, I got to speak at that a few years ago on strategic planning, big hearted people, and probably just being in the room with them was encouraging to all of them. So there's so many good things that can come out of being a part of your association. And I think innovation can spring from that. Well, before we head into our next question about what makes a good day for Mark, let us shout out to our sponsors. Paul Casey:                         Jason Hogue, American Family Insurance. Jason, what is the biggest pushback you'd get about life insurance? Jason Hogue:                     Hey Paul. Yeah. One of the biggest push backs I get on life insurance is from folks that are single. They usually ask me, why do I even need this? I don't have kids. I don't have any dependents or a spouse. Why do I need this? Ultimately whenever you pass on, there's going to be somebody there to pick up the pieces. There's going to be somebody to deal with your affairs. And I would say it's your responsibility to make sure that there is funds, that there's money there so that person can take the time needed to go through it properly and not make it their responsibility. Paul Casey:                         Awesome, Jason. So tell us how can our listeners get in touch with you? Jason Hogue:                     You can swing by our office on Road 68 in Pasco or give us a call at (509) 547-0540. Paul Casey:                         So Mark, what makes it a good day for you personally? When you put your head on the pillow at night and look back and go, today was a really good day. What kind of things are going on that day to make it a good day? Mark Brault:                       It's any one of a number of things. I mean certainly often it's we've been able to accomplish something we're working on. We've had some demonstration of why we do this. But for me also it could be something associated with my family. I mean, we're incredibly fortunate that all of our kids live here, which means all of our grandkids live here and for years we've done something where everybody comes to our place for dinner on Monday night. Paul Casey:                         Oh really? That's great. Mark Brault:                       That includes my parents and my wife's folks and if everybody's there we have, I think it's 30 Paul Casey:                         Whoa, a family reunion every Monday night? Mark Brault:                       It's a lot but we have so many friends whose grandkids live 2000 miles way and so often it can be related to just the interaction with our kids or grandkids, especially grandkids. We've got five who actually live six houses away from us and it doesn't get much better than that. Paul Casey:                         Well, you have a family of influencers. The Brault family here in town are movers and shakers for sure. But I love how you said it's living that way that makes it a good day. You look back in your day and did we live it out our way? And if you can say yes to that, it is a good day. Well, let's peel back one layer of the onion of your life here, Mark, what's your best habit and what's your worst habit? Mark Brault:                       Well, I don't know what my best habit is. My worst habit is procrastination. I'm as guilty of that as anybody. Paul Casey:                         We need a procrastination anonymous club here. Mark Brault:                       There was a time when I wore a little button that said Procrastinate Later. But that's undoubtedly my worst habit. I'm not sure what my best habit is. Paul Casey:                         Do you have more of like a routine that you're like, I've got to do this every day? Mark Brault:                       I am virtually always up early. And so, I have some time in the morning when I'm reading, I'm catching up on the news. I mean, it's a whole host of things and that really works for me. I've always been a morning person and it doesn't work for my wife. Paul Casey:                         Sure. Sure. Mark Brault:                       But I'll have that time to organize my day and that works pretty well. Paul Casey:                         Morning routine is huge. So much better than running to work or your first thing with your hair on fire. But to have that time to reflect, meditate. Some people pray, some people read, but to expand that morning a little bit more than just getting ready. Mark Brault:                       Right. Paul Casey:                         Well other than procrastinate later, do you have a favorite quote that or a mantra that you live by or like to repeat? Mark Brault:                       That for me moves around. It'll be something that works for a period of time and then doesn't and more recently, the one which I mentioned before we get started is something I heard recently in a sermon, which is "God will not push you deeper into your comfort zone." Paul Casey:                         I wrote that one down before we started because I love it. What does that mean to you? Mark Brault:                       Well, it means that there are a lot of things that are hard. I mean some things are just hard work. And require you to push to stretch. It doesn't happen because you kick back and take it easy. And so, if you're going to accomplish things that you want to accomplish, you have to get out there and get after it. And I think what really resonated there with me in that statement is it is the reality that you have to get out of your comfort zone. Mark Brault:                       And I mean, there are any number of things in my role in the clinic that take me out of my comfort zone. I spend a fair amount of time asking people for money. It's not the most comfortable thing I do. But I had a recognition and a number of years ago, and this was somebody I was listening to who made this comment, which is in the worst case, if you ask, the answer is going to be no. If you don't ask, the answer is always no. Paul Casey:                         Still, no. Mark Brault:                       Okay. So, if you don't give somebody the opportunity to say yes, the answer is no. Right? And so, you've got to be willing to get outside of your comfort zone if you're going to accomplish anything. And if you'll continue to do that, you can grow and develop. And if you don't, you're in that cocoon. Paul Casey:                         That's right. Growth is the enemy of comfort or comfort is the enemy of growth. I like that quote too. That's the same one I just turned to. I don't know if you've seen this guy. I think his name is JiaJiang. It's J-I-A and then J-I-A-N-G, the rejection therapy guy. So he went out to try to beat rejection. This feeling of hating rejection to get a hundred no's. So he came up with a hundred unique things like, can I play soccer in your backyard just knocking on a door, or can I get a burger refill? Just that we'd hear no, he'd be like, check, got another one. He was trying to get a hundred no's. You have to look it up on YouTube. But it is very funny. Some people actually said yes so for some, he was hoping for a no to walk away and they made it happen for him. But he overcame the no rejection, his fear of that because of it. So all that happened outside of his comfort zone. How about a book, Mark, that every leader should read in your opinion? Mark Brault:                       In the non-profit space, Peter Drucker's book is really excellent. He's generally not thought of in the non-profit arena. That's not where the bulk of his work was, but it's really well done and I think worth reading. I think the other thing, I recently shared a book in a clinic that was recommended to me that I think an awful lot of people ought to read. It's called Nickel and Dimed. And it's written by a woman who is a writer who decided that she was going to try and figure out what it's like to live on minimum wage. And so she went to three different communities each for a month and had to find a job and a place to live. Mark Brault:                       And she's very clear that her experience is not reflective of people who are at that place all the time. In one of the communities she went to, she worked for a maid service and she commented that she was in a better place at the end of the day than most of the women that she worked for or worked with. But she said that's because I haven't been doing this for 20 years. That I'm in good health. I went to the gym, I'm starting from a place of not having abused my body with this physical work for 20 years. But understanding those things is important. Paul Casey:                         Builds your empathy, builds your compassion. Yeah, for sure. Mark Brault:                       Builds your knowledge. Paul Casey:                         Yeah. Mark Brault:                       Okay. We often don't understand some of those challenges. Paul Casey:                         Yeah. Good old Peter Drucker, the father of modern management, I think he's called. He put out some really good stuff. How about an influencer in town that all Tri-Citians should meet? I know it's hard to narrow it down to one, but you got someone that everybody should meet? Mark Brault:                       And I'm going to stay in the non-profit arena. The group of people who were instrumental along with me in starting the Columbia Basin Non-profit Association are folks who are worth meeting. Brian Ace who leads the Boys and Girls Club, Grant Bain leads Senior Life Resources. Steve Holland, the YMCA. I mean there are a whole group of people who are really active in non-profit leadership that they're having a big impact in the community and are worth knowing. Paul Casey:                         Good people for sure. Well finally, Mark, what advice would you give to a new leader or anyone who wants to keep growing and gaining more influence? Mark Brault:                       I think that influence comes out of getting things done and doing it in a fashion that is open, that's not arrogant. And so, I think the way that people gain influence is by doing the work and both in their career, in their volunteer work, those are the things that they're necessary. And I've been fortunate, I've been involved in a lot of organizations over a long time and those things are both rewarding, but they also create relationships and connections that have value and can have a lasting impact. Paul Casey:                         Well, Tri-City influencers. You heard it here. Influence comes from getting things done. Thanks Mark. How can our listeners best connect with you? Mark Brault:                       I'm pretty easy to find at the clinic. I respond pretty faithfully to email at Markb@gracecliniconline.org. I get a lot of email and I'm usually not too far behind on it. Paul Casey:                         Way to go. Well thanks again for all you do to make the Tri-Cities a great place and keep leading well. Let me wrap up our podcast today with a leadership resource to recommend if you love quotes, found a great place to find them. It's called addicted2success.com. They have grouped quotes by famous leaders, both contemporary leaders and those that are no longer with us or by theme. So again, addicted2success.com and you'll find some other great resources there as well. Paul Casey:                         And don't forget to consider patronizing our sponsors of Tri-City Influencer : Gravis Law and Jason Hogue, American Family Insurance. Paul Casey:                         Finally, one more leadership tidbit for the road to help you make a difference in your circle of influence. Kahlil Gibran said, "zeal is a volcano, the peak of which the grass of indecisiveness does not grow." Keep growing forward. Intro:                                     If you enjoyed this podcast or piqued your interest in learning more about leadership and self-leadership, you can continue to glean from Paul and his Growing Forward Services. Check out Paul's blog and the products, tips and tools on his website at www.paulcasey.org and opt into his Target Practice inspirational email newsletter. You'll get his 33 top tips for becoming a time management rock star when you subscribe and consider buying one of his three books the most recent one being, Leading the Team You've Always Wanted. Paul Casey: This podcast has been produced by Bonsai Audio at Fuse coworking space.  

Tara Kenning:  "Teamwork makes the dream work," John C. Maxwell. I'm Tara Jaraysi Kenning and I'm a Tri-Cities Influencer. Paul:  Most people fail because of broken focus. Broken focus is one of those things that actually hurt us, so complete your tasks before you move on to another one. The ancient proverb is if you chase two rabbits, you'll catch neither Speaker 3: Raising the water level of leadership and the Tri-Cities at Eastern Washington. It's a Tri-Cities Influencer podcast. Welcome to the Tri-Cities Influencer podcast where Paul Casey interviews the local leaders like CEOs, entrepreneurs, and nonprofit executives to hear how they lead themselves and their teams so that we can all benefit from their experiences. Here's your host, Paul Casey of Growing Forward Services coaching and equipping individuals and teams to spark breakthrough success. Paul: Thanks for joining me for today's episode with Renee Adams. She is the executive director of the arts center task force, and she's the director of programs and outreach for the Mid-Columbia Ballet. And a fun fact about Renee is she said she has this coffee cup with a picture of a cactus on it that says, "Can't touch this." Tell me about that. Renee: Hey Paul. It's really great to be here. Okay, so the story of the coffee mug. On good mornings when I wake up and open the cupboard and pull out the coffee cup, it sometimes says, "Can't touch this," and I get out my little MC Hammer moves and I do my little dance in the kitchen before getting my coffee and you know that's going to be a good day. Paul: Before we begin, let's check in with our Tri-City Influencers sponsors. Neal Taylor:  Hello, my name is Neil Taylor. I am the managing attorney for Gravis Law's commercial transactions team. The CTT team helps business owners, investors, and entrepreneurs accelerate and protect their business value. Today we're talking about employment law and alcohol and cannabis licensing. Josh Bam and Derek Johnson are both here with me now to describe those practice areas. Take it Derrick. Derrick:   Thanks Neal. I'm Derek Johnson, partner at Gravis Law. We find that many employers in Washington state simply don't have handbooks, employee policies or any other written materials to protect themselves and their employees. Without having these types of policies in place, an employer can run into trouble by firing employees even if the employee isn't properly performing or causing issues at work. Even if an employer fires someone for performance issues, for example, but fails to take the proper steps, they may run into trouble by inadvertently exposing themselves to a wrongful termination suit. We build strong, predictable and protective employee policies to protect our client's business. Josh:   That's true. Thanks Derek. And having employment policies in place when you're dealing with cannabis or alcohol licensing is especially important. We know that clean employment policy, clean corporate structure, and having an attorney that can work with the Washington State Liquor and Cannabis Board is critically important to protecting your business through licensing. The attorneys at Gravis Law have this experience. Visit us today, www.gravislaw.com. Paul:  Thank you for your supportive leadership development in the Tri-Cities. Well, welcome Renee. I was privileged to meet you last year. Leadership Tri-Cities Class of '24 at the retreat. Renee:  I think I'm supposed to say the best class ever here, yeah best class ever. Paul: All right, you can get away with that here. And you came strutting in with a smile on your face. And I'm like, I like this gal already. And you ended up getting elected president of your class. Renee:  I did. Paul:  So way to go for that. Renee: Thank you, it was a great experience. Paul:  So our Tri-City Influencers can get to know you. Take us through your past positions that led up to what you're doing now. Renee:  Yeah, well I've had a lot of different experiences in my career. I grew up as a ballet dancer and so I spent the majority of my teen years training in pre-professional ballet and I got my first job as a dancer right out of high school in Seattle with a company called Spectrum Dance Theater. And I was one of their apprentice dancers. And so I spent 12 years as a professional dancer. Primarily, I performed with contemporary dance companies in Seattle, Portland, and Chicago. And some time while I was in Portland, I realized I had an interest not just in teaching, but also in the administrative component of building outreach programs that go out into schools, community centers, and bring dance to people, one-on-one. And so those were the types of programs that I did when I wasn't on stage or in the studio. Renee:   And by the time I left Chicago, which was in about 2013, I had amassed a good experience as education specialist, education director, outreach coordinator type positions for dance companies. I made the connection with the ballet company here in Tri-Cities, Mid-Columbia Ballet actually through a friend in Chicago. And they said, "We have this company in Washington that is looking for help, and so give them a call." So I did, I called up Deborah and Joel Rogo and they hired me as their assistant artistic director. Renee:  And there was some moving around, but I eventually landed here in that position of director of programs and outreach. And then through that position, I realized I really had an interest and skill in the administrative component of arts organizations. And not just dance, but looking at how the arts as a whole benefits our community and thinking about how as an administrator of the arts, I can have a really great impact on individuals in the community through the arts, Paul:  Which not everyone in the arts or in ballet has that same wiring like you do. Renee:  Right. No, actually it's true that it's a special ... I think it's a special thing to have that. Paul:  Who are some influencers along the way in that journey that maybe were mentors to you or you picked up leadership tidbits from? Renee:  Yeah, so I think that in the beginning of my artistic journey was my ballet teacher, as most dancers would tell you, and her name was Phyllis Sear. By the time I met Phyllis, she was in her mid-80s. She was still a young-hearted woman even as she aged. And she really taught me a lot about life skills and the value of humility, the value of having grit and tenacity and following through and being patient and compassionate. And those were things that we talked about a lot in the context of performing and teaching, but they turned out to be very relevant as an administrator and as a leader. Renee:  So I've really valued those lessons. And then, as I danced through my career, I was always enamored by the company managers that I worked with. And watching them run all of the behind the scenes thing and calling the production manager and getting the tech crew there and making sure that we had funding for all of the employees to get their paycheck in time and just really watching them and listening to the tidbits of gold that they dropped. Paul: Fantastic. So when you got into these two positions, what was your original vision and then how has that morphed along your leadership journey? Renee:  That's a great question. And it's a little bit complicated because they are two different organizations that each have their own type of vision. But I think if I could summarize in both positions, my vision was sort of small. It was, what can I do with the resources I have right now to make a difference today? And maybe that was by taking an outreach program out to a senior living facility or by attending a board meeting, but over time, and I've been with Art Center Task Force as their executive director for a year, and over the course of that year, I've realized the vision is much broader and it's actually in the arts, it's about how do we bring people into our shared vision? How do we get them on the boat and show them that their vision aligns with ours? And I think the vision is more of, how do we show our community the value of the arts in their everyday lives? Paul:   Love that. So inspire a shared vision, one of the five principles- Renee: That's right. Paul:  That we learned in leadership Tri-Cities. Renee:  I learned something, Paul. Paul: You did, you did. Why is it so important to share that vision? Because you could just keep that vision, it could bubble you up every day and it's fantastic to keep you motivated, but why does it have to be a shared vision? Renee:  Well, I think that especially in the arts, nothing happens without collaboration. I think that's probably true in many industries. But as artists, we are very, very passionate and we tend to believe that our way is usually the right way. And without that element of collaboration and being able to see how our way can align with those next to us, that we all have the same kind of goals, then we really just fall into fighting and chaos. And that's something that I noticed about the Tri-Cities arts community as soon as I got here. That is not the case. This is the Tri-Cities arts community is one that its core value is collaboration, and so it was really easy to slide into that. Paul:  Are you the only staff in those roles? Is it all volunteer-based? Tell us a little bit about how you evangelize arts? Renee: Yeah. At Mid-Columbia Ballet, there are a variety of staff members. There are three key staff members, the artistic director, the company manager and myself, director of programs and outreach. And so we coordinate a lot of the day-to-day activities, each in our own sort of departments I guess. And then there are some other staff members that come on and do project-type activities. So one staff member runs our include program, which serves people with special needs and so on and so forth. So there's a lot of staff support at Mid-Columbia Ballet. There's also a lot of volunteer support there for things like the Nutcracker, which most people in the community have probably been to. What they might not realize is the Nutcracker takes about 100 volunteers every night to run the backstage components. And so certainly we can't have a staff of 100 volunteers, that would break the budget and we would not be able to share the art at art. Renee: At Art Center Task Force, it's a much different situation with a lot different mission. And so I am the only staff member. I am the first staff member of the organization. And this is an organization that was incorporated in the mid-90s, and since then it has been run on the passion and tenacity of volunteers in the community. So it is so inspiring to go to work and see that there's all these volunteers who've put in all these hours before me and be able to follow in those footsteps. Paul:  Well, what are you most passionate about? You've used the word inspire a few times already, so what are you most passionate about in these organizations right now and why? Rene: I'm really excited and passionate about the idea of finding connections between people. And a friend of mine actually at the ballet the company administrator said when I first started working on coordinating events and thinking about these bigger visions that my job was kind of like putting together the pieces of a puzzle. You me throw the puzzle out and all the pieces are there. And to be able to find the connection between two or three or four puzzle pieces that makes the whole picture, that's really exciting. That's the thing that makes me do my MC Hammer dance a little more actively in the morning. I love to see those connections. And not just with people in the arts community, I love to see how people in the sports community, in our city government, in business leadership positions throughout the community have those connections to the arts, those personal emotional connections. Paul: So you must have some type of networking strategy to make those connections. How do you prioritize your time or these people and influencers in town? Renee:  I wish I could tell you I had a perfect template for my networking strategy, but I don't. But one of the things that I realized early on is how important it is to keep on my calendar time to do my work, whether that is administrative work or phone calls or networking opportunities. And so, I just try to look at my calendar each week as a balanced meal and then each month as a balanced meal to make sure that I'm talking to the right people, to go through my database or my email list and see who is it that I haven't touched base within a while? And try to spread it out that way. Paul: Awesome. So talk to me about building a team and creating a culture. So you've got some staff in the ballet, you also have lots of volunteers and whether our listeners are a nonprofit or for-profit organizations, what do you look for when you're trying to bring someone on board, make sure they're on the right seat on the bus, the values you're trying to instill, all that? Renee:  The single biggest quality that we look for in volunteers or staff members is are you a team player? Because we really appreciate people who offer opposite views or who offer different views. And so we're not necessarily looking for somebody who just agrees with all of our pragmatic choices, but we're looking for people who can sit around the table and also be that team. The other thing we're generally looking for is people who have follow-through. And so whether that's a staff or a volunteer member, especially for volunteers, it's hard to not over commit yourself. And so- Paul:  What? Renee:  What I've realized as a leader in this position that I am starting to get a sense of volunteers who really have so much passion, but maybe they're a little over-committed and how can I get them involved and how can I keep them in the family, so to speak, of the arts community and help them feel successful as well as get what we need from the project? Paul: I really liked that. I read a book last year called The New Breed of Volunteers, and it's talking about both the eldest generation and also the youngest generation that want to volunteer and how it's really a new breed nowadays that they want to do it on their time, they want to do it in nuggets, they don't want long-term commitments. And we have to, as leaders, maybe meld our volunteer opportunities to fit. So like you said, they can all be included. And I think that's a great way to do so. I love that team player is number one. And you mentioned about diversity of thought, so sometimes diversity of thought can be divisive, other times it can be a real asset. How do you see the difference when it becomes an asset? Renee:  Yeah, I think that the diversity of thought that's an asset is the one that can listen and not just hear what you're saying and respond, but really slow down and listen and absorb the other point of view. Because they still may have a dissenting view or a disagreeing view, but a lot of times we find that those individuals who maybe aren't ready to be a team player in our setting, they're just not quite ready to listen to whatever the opportunity is. Paul:  Yeah. They might have a little personal agenda that they are ... Or they're entrenched there and they're not doing the old Stephen Covey-ism, "Seek first to understand then be understood," which I still love that one. Let's stay on that topic of personnel, how do you keep them inspired and affirmed? Because volunteers could walk away tomorrow, so how do you keep them pumped up? Renee:  Paul, I have to say that I learned a lot from you in our leadership sessions during Leadership Tri-Cities. And one of the things that I really took from me in those sessions was this idea of small wins. And I've been trying it out in small doses throughout the year. And this is something that in our industry, in the arts, things rarely move quickly. Nonprofits rarely move quickly. And so there's a lot of waiting around, even when you're in the middle of the production and the show has to happen, there's still a lot of waiting around. Things just don't move quickly sometimes. And so, it's easy for people to get frustrated and to feel that pull of impatience. And I've been doing my best to find these moments of small wins and celebrate, whether it's send an email to the board and say, "We have this great connection. Please give me any feedback or let me know if you have a connection to this connection." Renee: And the other way we try to celebrate small wins is through a lot of gratitude. Thank you so much to this person for this activity, et cetera. And yeah, that small wins thing is really valuable for us. Paul: I was listening to another podcast the other day that says, "Make sure that it's clear what a win actually is in your organization because what you might as the leader think a win is and what your people think is win might be totally different things. So give them this view of what a win actually is or what done looks like when you delegate something to people so that they really get it." So let's turn to you a little bit. No one wants to get stale in leadership, so how do you stay relevant and on the cutting edge yourself? And then how does that build innovation for your organization? Renee: I thought a lot about this question and I realized the reason it was hard for me to process and answer was that it's changed a lot for me personally. As my career has changed from specific arts programming in the field of dance to a broader perspective of arts administration, that thing of not being stale has changed. And what I realize it is now is looking more globally and maybe that is for example here the state of Washington, at leaders who are doing similar things as us in this community and literally calling them up and saying, "Hi, my name is Renee and I'm from the Tri-Cities and we're working on this idea here," whether it's a joint fundraiser or an art center or a unique program, "I'd like to pick your brain a little bit." And that is very inspiring for me, because there are not a lot of other arts staff leaders in this community. The ones that there are, are amazing and we have a great network with each other, but it's so wonderful to be able to reach out to other people in other communities and find parallels. Paul:  Yeah, I just got back from the National Speakers Association conference and it's sort the same thing. If you don't have a lot of people doing exactly what you do around you, you've got to go find them and strike up those conversations and it just pumps you up because they really get what you do and they've got also some ideas, because they're a little further down the road than you in some ways and who knows? Maybe you've got some wisdom to share with them. Renee:  Right. Paul:  Well, before we get to our next question to ask Renee what makes a good day for her, let's give a shout out to our sponsors. Paul:  Jason Hoke, American Family Insurance. Jason, what is the biggest pushback you get about life insurance? Jason Hoke:  Hey Paul. One of the biggest push backs I get from life insurance is from folks that are single. They usually ask me, "Why do I even need this? I don't have kids, I don't have any dependents or a spouse, why do I need this?" Ultimately, whenever you pass on, there's going to be somebody there to pick up the pieces, there's going to be somebody to deal with your affairs and I would say it's your responsibility to make sure that there are funds, that there's money there so that person can take the time needed to go through it properly and not make it their responsibility. Paul:  Awesome, Jason, so tell us how can our listeners get in touch with you? Jason Hoke: You can swing by our office on Road 68 in Pasco, or give us a call at (509) 547-0540. Paul:  So Renee, what makes it a good day for you personally? You look back at the end of the day and you go, "Man, that was a really good day," both personally and as you just look at your workday? Renee:  I wish there was a simple way to answer this question because every day in my world looks absolutely different. I'm not sure if one day has ever looked the same. So I think I have to be a little more abstract here. For me, when I leave the 'office' which is rarely an actual office and it's rarely five o'clock, it's that feeling of yes, I communicated with all the people I needed to communicate with today. Yes, everyone feels like they got to speak their mind and share their perspective and they felt heard and I felt heard. And so it's those kind of more abstract communication-focused things that make it a good day because our journey is a long one and we have a lot of work to do to enrich our community with the arts. And so we look for that type of feeling. Paul:  So you probably use different communication methods. What are the most effective for you that you use? Renee:  Oddly enough, the most effective communication method for us is written. And we spend a lot of time writing down our ideas and writing down our thoughts, whether in emails or, for example, reports, the board that we can save in our Dropbox files. And the reason for that is because people change, board members change, volunteers change. And so to have that written communication in place of the work we've already done helps us create an archive of all of our progress. And that's really valuable. And the other thing is it's so valuable for us to be able to get in front of the community and actually talk about what we're doing, whether that's on a news clip or in podcasts or at the farmer's market or whatever it is, just getting out there and talking to people is so very important for us. And then of course the obvious one is the arts are very visual. Whether you're looking at them on a sculpture, a painting or on a stage, they are a visual thing. Paul:  So it sounds like if there are people looking for speakers for their organizations in town, you guys are game. Renee:  Absolutely. Paul: Listen for that contact information in just a few minutes. So take us behind the scenes of your life. What's your best habit, what's your worst habit? Renee:  Oh dear. Well, I have to say that my best habit is something that's a carryover from my dance career, which is just to really start every day with some physical activity. Whether that's going to the yoga studio around the corner from my house or walking my dog or maybe getting a quick jaunt weeding my garden in the morning. But what I find when I don't do those things, I get to the point where I can't focus on my day. One of my worst habits is that I tend to be a workhorse, and so sometimes that means I get stuck in the weeds. Sometimes that means even though I can see the big picture, I drill down on something too specific and I go down that windy path that's not helpful. And without a lot of other staff support around on a daily basis, sometimes it's easy to do that. And so that can be one of my worst habits, is not slowing down enough to look at the big picture consistently. Paul:  So if our listeners had that same malady and they got stuck down in the weeds and realize, we're in the bottom of a hole, what advice would you give them to pull out of that once they're self-aware enough to realize, wow, I'm way down deep? Renee:  Yeah, I'm at the bottom of the hole. My recommendation is to surround yourself with people who are not necessarily better than you, but have different skills and characteristics than you. And I really rely on the supportive committees in our organizations to bounce ideas off and, "Hey, don't let me get too far on this idea if it's a bad one." Paul:  A favorite quote that you have. Renee: Paul, I wrote this quote for you because it is my very favorite quote. It's actually a mission statement of a theater company in Chicago. It's called The Looking Glass Theater. And the quote says, "Fire the imagination with love. Celebrate the human capacity to taste and smell, weep and laugh, create and destroy. And wake up where we first fell, changed, charged and empowered". Paul:  Well it's pretty obvious why you would choose that, but what does that mean to you? Renee:  To me that means that each day is an opportunity to be creative and to welcome the day with this fiery energy that I find is really important in my work. It helps people connect to me, it helps me connect to them. And this quote reminds me that it's okay to cry and it's okay to destroy and it's okay to have these moments that aren't always beautiful, that it's about the journey. Paul: Let me follow up on that. So if someone says, "I'm not really creative," I mean you are naturally, and what would you say? How can they stoke their creativity? Is there a habit that people can do to do that better? Renee:  I love the idea of thinking about our daily lives as creativity, and how is it that we ... What are the things we find joy in that are sort of mundane, like cleaning the counter and putting away the dishes. And it's not necessarily that we do those things artistically, so to speak, but creativity is often something that's born out of routine. And so finding the joy in those routines I think often allows us to be creative. Paul: I love that. Finding the joy in the routine. How about your favorite book that you think all of our listeners should read? Renee: So I recently read a book by Brené Brown called Daring Greatly, and I'm sure many people have read that book. And I love the idea of thinking about vulnerability and thinking about ourselves as whole people, not just as people that go to work and then people who go home to our families and then people who go to the grocery store, but that all of our experiences summarize us at each moment in each day. Paul:  Daring Greatly, Brené Brown. And she wrote one recently, Dare to Lead as well that I read. How about an influencer in town that every Tri-Citian should meet? Renee:  Now, I may be biased from my arts perspective, but if you have not met Deborah and Joel Rogo who own the Tri-Cities Academy of Ballet, and Debra is the artistic director of Mid-Columbia Ballet, then you are missing out. These are really influential people, their history and their past is rich and they bring so much experience and professionalism to the community here in Tri-Cities. And we're just so grateful to have them here. Paul:  Sound like cool people. Renee:  They are very cool people. Paul: Now let's talk your legacy. If you left a letter on your desk for the leader who came after you, what would it say? Renee: So I think today that I've spent a lot of time talking about the connections and who are the people, as you said, on the bus or in the room. And for me, that letter or that legacy for future leaders is really think about who you have surrounding you. And for me, that's always about finding people to surround me that I want to look up to, that I want to emulate. They have qualities that are ... Have more experience than me, they have different experience than me. And so, to me, that's really important in any position in our life, but also as a leader, that we're looking for people who are better than us so that we can continue to grow. Paul:  Fantastic. I got to hear John Maxwell live at this conference I went to recently and he got the Influencer of the Year award from the National Speakers Association, and he has the law of the inner circle, which says, "Your success is determined by those you surround yourself with." So that really backs up what you just said. Renee:   Yes. Paul:  Finally, what advice would you give to new leaders or anyone who wants to keep growing and gaining more influence? Renee:  Yeah, I wrote down the word gems in my notes, as in sparkly stones. And I don't think that the path is always obvious as we go on in our career and our lives and search for leadership opportunities. I think that we walk a path and we have a choice, the right path or the left path, and neither is wrong and we just take one and then we look for the gems along the way. And when we look at it that way, we don't get stunted by fear. We don't stop because we can't be perfect, and it's more about the journey and the exploration and the experience than it is about the perfection. Paul:  Tri-City listeners, look for the gyms along the way. So Renee, how can our listeners best connect with you? Renee:  Probably the best way to connect with me is over email at artscentertaskforce@gmail.com or through a phone call at (509) 6019-98546. Paul:  Well, thanks again for all you do to make the Tri-Cities a great place and keep leading well. Renee:  Thanks for having me, Paul. Paul:  Let me wrap up our podcast today with a leadership resource to recommend. It is the emotional index quiz. You go over to lifecoach.com and you go into the free quizzes section and this emotional index quiz is 100 questions, takes about 20 to 30 minutes to do and it's to figure out the underlying needs that drive your behavior. This is essential for each of us to identify because there might be some changes that need to be made to get a little bit more emotionally healthy. Again, lifecoach.com, free quizzes. Paul:  And don't forget to consider patronizing our sponsors of Tri-City Influencer Gravis Law And Jason Hogue, American Family Insurance. Finally, one more leadership tidbit for the road to help you make a difference in your circle of influence, it's a quote by former Dallas Cowboys coach, Tom Landry, "A winner never stops trying." Keep growing forward. Speaker 3:  If you enjoy this podcast or it piqued your interest in learning more about leadership and self-leadership, you can continue to glean from Paul and his growing forward services. Check out Paul's blog and the products, tips and tools on his website at www.paulcasey.org and opt into his target practice inspirational E-newsletter. You'll get his 33 top tips for becoming a time management rock star when you subscribe and consider buying one of his three books. The most recent one being Leading the Team You've Always Wanted. Paul:  This podcast has been produced by Bonsai Audio at Fuse Coworking Space.  

Brian Anderson:               The function of leadership is to produce more leaders, not more followers. Ralph Nader. I am Brandon Anderson and I'm a Tri-Cities influencer. Paul Casey:                         And if we must assume the only thing I would say is to assume positive intent. So if there's a gap between why that person behaved as they did and you don't know the answer, fill in that gap with positive intent and check it out. Speaker 3:                           Raising the water level of leadership in the Tri-Cities in Eastern Washington, it's the Tri-Cities Influencer Podcast. Welcome to the Tri-Cities Influencer Podcast where Paul Casey interviews local leaders like CEOs, entrepreneurs, and nonprofit executives to hear how they lead themselves and their teams so that we can all benefit from their experiences. Here's your host, Paul Casey of Growing Forward Services, coaching and equipping individuals and teams to spark breakthrough success. Paul Casey:                         Thanks for joining me for today's episode with Jane Winslow. She is the creative director and brand strategist of WinSome, Inc. And a fun fact about Jane, she said, if we really get her laughing, we might get a snort. Well, before we begin, let's check in with our Tri-City Influencer sponsors. Neal Taylor:                        Hello. My name is Neil Taylor. I am the managing attorney for Gravis Law's commercial transactions team. The CT team helps business owners, investors, and entrepreneurs accelerate and protect their business value. Today we're talking about employment law and alcohol and cannabis licensing. Josh Bam and Derek Johnson are both here with me now to describe those practice areas. Take it Derek. Derek Johnson:                 Thanks Neil. I'm Derek Johnson, partner at Gravis Law. We find that many employers in Washington State simply don't have handbooks, employee policies, or any other written materials to protect themselves and their employees. Without having these types of policies in place, an employer can run into trouble by firing employees even if the employee isn't properly performing or causing issues at work. Even if an employer fires someone for performance issues, for example, but fails to take the proper steps, they may run into trouble by inadvertently exposing themselves to a wrongful termination suit. We build strong, predictable and protective employee policies to protect our client's business. Josh Bam:                            That's true. Thanks Derek. And having employment policies in place when you're dealing with cannabis or alcohol licensing is especially important. We know that clean employment policies, clean corporate structure, and having an attorney that can work with the Washington State Liquor and Cannabis Board is critically important to protecting your business through licensing. The attorneys at Gravis Law have this experience. Visit us today, www.gravislaw.com Paul Casey:                         Thank you for your supportive leadership development in the Tri-Cities. Well, welcome Jane. I was privileged to meet you... Boy, how many years ago has that been now? Maybe like eight, seven or eight years ago. Jane Winslow:                   I don't do dates well, so probably. Paul Casey:                         Yeah, I was doing these events called The Edge, where a guy named Preston House who was one of our very first podcast guests. He said, "Let's combine pizza and professional development." And I went, wow, I've never thought of that. But he goes, "I want to platform you and the good stuff you're doing." I thought, wow, I'm just so humbled that you'd be, that sacrificial about it. And we had Edge number one, I think there ended up being 15 of them and Edge number one, he introduced you to me and me to you. Jane Winslow:                   Yes he did. Paul Casey:                         We've been friends ever since. Jane Winslow:                   Yes absolutely. Paul Casey:                         Very cool. Well let's help our Tri-City influencers get to know you. So take us through your past positions that led up to where you are right now. Jane Winslow:                   All right. Well I think my very first job was I had a coloring job at home. I would color pictures for my dad and we would have meetings when he got home from work. My sister was my secretary. I used to file them under the cushions in the couch, but that was my first job. And then he would check in with me at the end of my day. How was your day? And I would, you know, I would ask my dad, how was your day Raymond, because I think I was three possibly at the time. So I have always worked with a lot of different entrepreneurs. Jane Winslow:                   So when I got started working, you know, my dad owned a small business. It was a small family owned insurance company. They've been in business over 110 years now. It's still in the family. I think we're on generation five. And so I'd hear my dad talk about working with small businesses and some of the challenges and things. And as I grew one of my first jobs kind of in my field because I've done a lot of things. I worked for a glass and ceramic decorator, I worked for a truck driving school in the textbook printing division. And when I moved to the Tri-Cities I worked for Eagle Printing. So I kind of came up through print and my degrees in graphic design, and at the time, before Al Gore invented the internet, print was the thing. Paul Casey:                         What did you learn from influencers along the way at some of those positions? Were you associated with some people who became like mentors to you or gave you good advice? Jane Winslow:                   I was really fortunate in my opinion, really fortunate to work with pretty much all small businesses. And when you work in a small business you have the opportunity to work directly with the owner and you get a real sense for what's happening in the business. They share things with you, and they make sure a lot of times, at least the ones that I worked with, they make sure that you understand why what they've asked you to do is important. You know, it may be go clean the conference room table and reset the chairs before this meeting. Why? Why can't somebody else do that? Well, because it makes a difference to make a great first impression. Jane Winslow:                   You know, why should I send this proof to them again? Because they said they needed this by a certain date and that they don't sign off on the artwork, we can't get it ready in time. That's why. So really great communication and all through the way. When I moved to the tri cities and I worked for Dude Bodie and Dave Henry who owned Eagle Printing, worked a lot with Dude Bodie and he said to me, "I want you to treat this division, this department," which was graphic design and fairly new for them, "I want you to run it like it's your own business. You make the decisions, you work with the customers, you send the invoices and you get to collect the money." That part I didn't like so much, but I learned how to do it and he said, "I trust you and when you run into a problem you come to me." Paul Casey:                         I love how you shared a leadership principle there of giving people the why, because if you just bark out orders, people are wondering in their head why anyways, so give them that upfront. That answer, which again creates more of the purpose. It's also like delegating vision where if you just delegate a task, well they might just bang that out, but they're going to be going, "Why am I doing this?" Jane Winslow:                   Exactly. Exactly. And you know, without telling me as you know, this minimum wage employee with absolutely no skill, not at Eagle, but in Indianapolis when I started working, you know, it gave me a bit of a sense of purpose. I felt that the job I was doing was important, that if I wasn't there, there was a noticeable difference. Paul Casey:                         Yeah. Connect tasks to the greater purpose. And that's why people stay engaged at work. And when they're disengaged at work, that's usually a disconnect there. Jane Winslow:                   It's pretty much always the boss' fault. Paul Casey:                         That's right. People keep leaving their bosses, not their companies. Jane Winslow:                   Yes. Paul Casey:                         Well, when you created this business, what was your original vision and then how has that sort of morphed along the journey? Jane Winslow:                   You know, it's been interesting. So I quit my job at Eagle Printing and I quit because I wanted to do more design work, the kind of design and the kind of printing that Eagle wasn't doing in house, but that the customers were asking for. So I saw a need that they couldn't actually fulfill. So I left and I thought, well, this will be great. Maybe I'll start a family, you know, I'll do all these things. Well, inside 10 months, I had a few clients that followed me, and inside 10 months we were so busy, I had hired five people. We were working in an eight by eight, I'm bad with measurements, could have been 10 by 10, bedroom in my house. Jane Winslow:                   When one person had to get up and leave the room, everybody had to get up and leave the room in single file. It was really that hilarious. But I thought start a family. So we finally had to move out. Eagle Printing actually came to me and offered me my old space to run my business because the person they hired to replace me was leaving and they knew I was looking for space. So they actually let me come back and run my business in my old office, which was kind of cool. Little did I know I was pregnant. Had no idea. Jane Winslow:                   So it's really morphed into something completely different. You know, we've been very fortunate that our clients have come to us over 22 years through other client referrals and things that they've seen people, people have seen us doing in the community. So we haven't had to do a lot to drive business. And a lot of times I really feel like I'm holding onto the tail of a wild animal that is dragging me. And sometimes it's really nice when it slows down enough that I can say, "Okay dog, we're going this way." You know, and kind of make a few more strategy plans where you say more, I want more of this kind of customer and less of this kind of customer and so you start navigating. But it has been quite the whirlwind, which is funny because it's been 22 years of whirlwind. Paul Casey:                         Yeah, that's a great way to describe the entrepreneur journey. Holding onto the tail of a wild animal. We're along for this ride. But that's what makes it fun too, right? Every day is different. Jane Winslow:                   Every day is different. Every day is a new challenge. Every day is a new adventure and I'm the kind of person that I love challenges. I'm not somebody that is afraid of change or challenges. I love challenges. Let's solve a problem. I love puzzles. Paul Casey:                         What are you most passionate about in your business right now and why? Jane Winslow:                   My team. I have the absolute best people surrounding me. They're multi talented, hardworking, they care about each other, they care about me, they care about the business, they care about the client, they care to be engaged with the client. Every one of my people treats the business as though it is their own. In fact, frequently I have been introduced by a client to someone else who introduces my staff member as the owner because they think that they're working with the owner when it's- Paul Casey:                         That's cool. Jane Winslow:                   One of my staff members and it just, and it's awesome. And I don't usually correct them, plus it's important and somebody had to sign a check. But you know, I think it's fantastic. I get such incredible reviews from my people. Different people lead different projects and I get so much great feedback from them. They love each other, they love the company, they love me, they love the clients. And that creates an incredible atmosphere to work in. Paul Casey:                         It does. And how did you get such great people? I mean what did you look for in the hiring process? And we're not going to say their names because then they're going to get poached away. No, no, just kidding. Just kidding. Just kidding. Jane Winslow:                   Stay off my website. Paul Casey:                         But what do you look for to create a culture that you have this wonderful team right now? Jane Winslow:                   Well, I can tell you I've done it wrong a lot of times. Frequently I have hired for resume experience or the look in their portfolio and those things. But what I have found is that if I hire for fit and I know they have the skills, everything else falls into play. You know, I need people that feel the way that I do about them, that feel the way that we all feel about each other and that feel good about coming to work and putting their skills to the best possible use for the client. Because we've got a culture and I don't know, a work environment of everybody is willing to pitch in at any time. Jane Winslow:                   If somebody finds themselves with kind of a lack of things to do in the afternoon because so many things are out with clients waiting bids, they visit every single person. "Do you have anything that I can help you with?" Every single day. It's awesome. It's really an awesome experience and I haven't always had that. You know, I've had people that are secretive, that are undermining, that allow their personal life to come in and dominate the workplace and it's just... It pulls everybody down. Paul Casey:                         So those people were not in the right seat on the bus as Jim Collins would say. Jane Winslow:                   True. Paul Casey:                         And so how did that come to your attention where you realize this is not a good fit? This does not fit the culture I'm trying to create here? Jane Winslow:                   Well, when I start seeing my staff struggle to tell me something because you know, I do have an office, it is an environment, I am the boss. And so sometimes they struggle with, do I really want to tell her she made a bad decision here, you know? And I have always encouraged them to be open and honest with me and I've told them sometimes I'm going to do what I want to do anyway. But just like I tell my clients when I advise them and they say, "I'm going to do the thing you told me not to do anyway." When it blows up, they come back to me and say, "You were right." Well, same thing in the office. So if I make a bad call, they find sudden... Well subtle ways to let me know that this isn't working. And if they're very concerned, they come out and tell me and we can either try to work with that person or that person needs to go. I've gotten a lot better about pulling the trigger on the person just needs go. Paul Casey:                         Mm-hmm (affirmative). Very difficult day to let somebody go. Jane Winslow:                   It is. It is. But I can tell you that most of the time when I have let someone go, they have come back and thanked me for it, which is a weird position to be in, but it's nice. Because I don't, not an angry fire person. I'm not. It's just not the right fit. It's not working for what we need at this time. And you know, we try to mitigate some of those things beforehand, but if it just isn't going to work, it isn't going to work. And ultimately people spend most of their life at work. You need to be doing the things that make you happy. You need to be doing the things that you're good at and you need to feel valuable and you need to feel part of a team. Jane Winslow:                   And if you don't feel that way, if you're not happy going to work, you don't really want to be there anyway. It's not about the paycheck. It's really about cultivating a life that you want to live. So you're dragging me down and we're dragging you down. This isn't working. You know, I know you need a job, we all need a job. I would be happy to give you a great recommendation and a great reference and I'll help you find something if I can. Paul Casey:                         Yeah, that probably means you did it well. If they come back and thank you after getting let go. Jane Winslow:                   Hopefully. We're all learning, we're always learning. Paul Casey:                         Well I'll take that rabbit trail. So then there's people on your team that do fit the culture. But they might be in the wrong seat on the bus. In other words, you've probably had to move people into different roles, responsibilities. Talk to me about maybe situations where that happens. Jane Winslow:                   So one of the tools that my coach gave me- Paul Casey:                         Who's that? Jane Winslow:                   Who may or may not be Paul Casey. So one of the tools that you recommended a long time ago was the StrengthsFinder test and a long time ago was probably a year ago. So you recommended that we do that. And so my whole team did it and we found it really, really cool. We're all nerds at heart, we love data, we love compare, contrast, those kinds of things. I mean we're designers so a little bit of friction is good, right? So we came up with our top five strengths, excuse me, we put them all out on a board. We looked at where people matched and where people were standing alone in a strength. Alysha, who's my office manager, printed out top five strengths for every single person with a picture and our name on it. And it sits on everybody's desk every single day and we've all learned what all those strengths mean and so it's been really, really nice to figure out and apply to our work what skills are needed for this type of project. Jane Winslow:                   Why when I say Lynette thinks differently than I do, how awesome that is because I don't want people that think exactly like me on a creative team. I want more ideas because more ideas is better options for the client and better results, right? So we've got more things to choose from. So it has really helped. And then conversely, if I've tried to ask an employee who seem to have more time or bandwidth to do something that I needed to delegate and then comes back to me and says, "I'm really not strong in this area, I want to help tell me which pieces I should do and then when to hand it off, because I think that Vanessa would be better than this, or Michael or Nathan." And it's been great. It's been really great. It's been a great communication tool and a great learning tool. Paul Casey:                         Let's stay on that staff topic. How do you keep your staff inspired and affirmed? Jane Winslow:                   So one thing is, two of the people on my team decided to make themselves into the sunshine committee, which is awesome because everybody needs a little joy or a lot. And so they plan monthly events for staff. Now, depending on where we are and how busy we are or what budget is, you know, sometimes they're office potlucks and they'll have a theme or sometimes we go out, we'll go to a movie, we're all nerds. So we all went and saw the Spider-Man movie together. We also saw the Men in Black movie together, you know, we also seen Avengers: Endgame. We had to see that in stages. But you know, we go out and we do things, we go to the Americans game and we go out to dinner and we do things together. Jane Winslow:                   We all really like each other, which we have been told, I've been told numerous times by clients and vendors both, it's really weird how much you all actually get along. I'm so used to going into offices where everybody's super happy and then they're dissing each other, you know, on the back. And that doesn't happen with these people. That doesn't happen with my team and that's reiterated with clients. The other thing is transparency. I am overly open and honest with my team about exactly what's going on in the business. Good, bad, ugly, all of it. They know. I personally believe because I have been on the receiving end of this as a staff person, when the boss is really upset, the boss is in a bad mood, the boss is constantly locking themselves in their office or storming in and out and it doesn't have time for anybody. You're short with people. I don't ever want to be that person. Jane Winslow:                   I've worked for horrible managers, none of whom I've talked about today, so don't go looking. I've worked for those people and I don't like it. I don't like the culture. I don't like going into work scared every day. I don't want to be afraid for my job. I want people to know. And what's great about this is that when my team knows, my team all pulls together to help every way they can. And when it's a great thing, they are all on board with celebrating. Everybody loves to party. But they get it and they get that work comes first and they get that this is how we have fun and we have lots of opportunities and we want to do something that everybody will enjoy. But we also want to push people to try new things. So, it's good. Paul Casey:                         A spirit of celebration. Jane Winslow:                   Yes. Paul Casey:                         Well no one wants to get stale in their leadership. So how do you stay relevant? How do you stay on the cutting edge yourself and how do you foster innovation in a creative company? Jane Winslow:                   So as I said, we're all nerds, so we all are looking and trying to develop new skills, looking into other uses for software. We all love to look at different marketing trends and we all kind of do that in our own way. Look at different creative tools, look at different drawing tools. You know, what are the trends and not that I care really what the trends are because I would rather be different. You know, but looking at what's going on and even different industries because we do a lot of work in healthcare, we do a lot of work in construction, we do a lot of work in arts and in education. So looking at what things are going on there, so in terms of research and just being aware. I'm in your mastermind group, the small business mastermind, which I absolutely love. I'm in a BNI chapter, I'm in the dream team right now, but I know and network with several of the other chapters as well. Jane Winslow:                   I'm in several different Facebook groups that are groups for entrepreneurial women or local business owners or graphic designers or restaurant groups because we've got a product that's specifically for restaurants and entertainment venues. I do some of the more laid back networking events like chamber and Link and just some different things. And then I've got a network with my clients. I talk to my clients. I love to learn what's going on in their industries and how it can apply to my industry or how I can put that client with another client and come up with something new. And then I've got a really great group of fellow business owners that I call brain trust and it's good to just really look, and I use the mastermind group that way as well, as these people that are leaders in their fields who are seeing different things that I'm seeing. We look at trends, we look at, you know, buying habits. We look at all kinds of different things, but they're just great resources. Paul Casey:                         People, people, people. I mean you just really- Jane Winslow:                   Yeah there's always people. Paul Casey:                         I mean you just mentioned dozens of people in your life that you surround yourself with to grow from. Jane Winslow:                   Yes. Yes. I am an active learner. I am a hands on, active learner. I love to read, but I don't make time for it anymore because I would rather be able to ask questions back because that's how I process information. I process it best that way. My brain is already engaged and I want to know why. And so instead of writing a thousand questions in the margins of a book as I go through it or talking to the air or my dog on a podcast, I am an active, engaged networker. Paul Casey:                         Extrovert, you. Jane Winslow:                   Yes, maybe a little. Paul Casey:                         Well, before we head to our next question on what makes a great day at work and at home for Jane, let's shout out to our sponsors. Paul Casey:                         Jason Hogue, American Family Insurance. Jason, what is the biggest pushback you get about life insurance? Jason Hogue:                     Hey Paul. Yeah. One of the biggest push backs I get from life insurance is from folks that are single. They usually ask me, "Why do I even need this? I don't have kids. I don't have, you know, any dependents or a spouse. Why do I need this?" Ultimately whenever you pass on, there's going to be somebody there to pick up the pieces. There's going to be somebody to deal with your affairs and I would say it's your responsibility to make sure that there is funds, that there's money there so that person can take the time needed to go through it properly and not make it their responsibility. Paul Casey:                         Awesome, Jason. So tell us how can our listeners get in touch with you? Jason Hogue:                     You can swing by our office on Road 68 and Pasco, or give us a call. (509) 547-0540. Paul Casey:                         So Jane, what makes it a good day? Just overall for you personally and on a good day at work, you look back at the end of the day and you go, "It was really a good day today." What happened in that day? Jane Winslow:                   I love new client meetings, absolutely love new client meetings. I love to learn about a business. I don't care if I have five clients or 10 clients that do the same thing. I love to learn about a business. I love to learn their story. I love to learn their why, because those are the things that truly make marketing a unique experience for them. You know, we work with a lot of real estate agents and I asked them what makes you different? And they all tell me exactly the same thing. Exactly. Well, excellent service and I'm very attentive to detail. And they are. They are. So I don't want to belittle that, but that's not what makes them different. Jane Winslow:                   What makes different is why they chose real estate. What is their passion? Give me some stories of your favorite customers because now we get back to the why. You know, in the mortgage industry and the banking industry and the insurance industry, in education, it doesn't matter what it is. We all believe the brochure copy that we're doing, all the script, not the copy I wrote, by the way, we all believe we're doing this great service. But at the end of the day, your passion for why you do what you do is what makes you unique. It is what makes you special. And it is the thing that people respond to. Paul Casey:                         It's not that I've been in business since 1985? Jane Winslow:                   It is actually not. In fact, if you have a meeting with me, and you give me that information as something you'd like in your brochure. What are the words I will say to you, Paul? Paul Casey:                         Nobody cares. Jane Winslow:                   Nobody cares but you. Paul Casey:                         So that's a great reminder. It's the why. Jane Winslow:                   It's the why. Paul Casey:                         It's the why. So it makes it a good day for you when you get to meet with those clients and brainstorm and attack their challenge and- Jane Winslow:                   Yes. Yes. And it's energizing. I absolutely love it. That's my favorite part of it. Paul Casey:                         Well, take us behind the scenes of your life a little bit. What's your best habit and what's your worst habits? Jane Winslow:                   All right. Personally or professionally? Paul Casey:                         Yes. Jane Winslow:                   Oh no. Okay. So personal best habits, I drink a ton of water, I eat clean, I take my vitamins and I have a wicked awesome skin care regimen. So those are good things. You know the things every woman is supposed to do. But my worst habits, I'm a pack rat, not hoarder level, but I do have all of my projects from college. I graduated a thousand years ago and I still have all of them there. Yeah, it's kind of ridiculous. I'm not hoarder level, but it could get that way. Paul Casey:                         You've given stuff to Goodwill, I know this. Jane Winslow:                   I have, I have, I've gotten rid of a lot of clothes. So professionally I am very honest. I'm very honest with clients and I do, I can usually tell when they kind of are not ready for the truth but they're asking me my honest opinion and I tell them, "You are paying me for my advice and my recommendations. This is what I see, this is what I recommend." And if they come back at me and say, "Yeah, no, I really want to do it this way." That is okay. You're the client, it's your budget. We're going to do the best we can in that direction. Jane Winslow:                   And then if it doesn't work and they come back and, "You were right, we should probably do the other thing instead." And sometimes I'm wrong. It has happened a couple of times. Not totally wrong, but kind of a, well this was pretty amazing that this works. Let's try that again and let's grow this way now because we saw some increase in revenue, let's add this other strategy and see what happens. And 11 times out of 10, the second strategy takes off way better than the first one. But it's important that the business owner is engaged. They know more about their business than I ever will. And that's important. I only want to work with people that are engaged in their businesses and care about the direction it goes and their why. It is their why. And that's important. And if their big why is that we've been in business since 1920, I will work with it. I can absolutely work with it. Paul Casey:                         But you found the direct approach is the best approach. You're not going to schmooze them, you're not going to try to sell them other stuff. You're going to shoot straight with them. Jane Winslow:                   Exactly. Paul Casey:                         This is what I think is going to make you successful. Jane Winslow:                   Exactly. And I'm really good at leaving money on the table quite frankly. I would rather somebody come to me with a realistic budget and then we say, in fact, I had a client meeting today and she gave me her budget and I said, "I know you can do a lot of the pieces, the execution work that I'm going to recommend and what I would like to do is factor that into my proposal to say, you'll handle this once I give you the tools to do it and use your budget for these other things that I know you can't do. But I don't want to just take all this for you and have you at the end of the day say I could have done 75% of that myself." So trying to help people use their budget and hire the experts for the pieces that they can't do or don't want to do or just have me make it easier for you to deploy it. That's what I want. Paul Casey:                         Those are three good outsourcing rules of thumb. You said can't do, don't want to do and was the third one? Jane Winslow:                   Well, it takes too long. I mean, I like to make it easier for them. It's like, let's just tighten this up and make it easier for you so that it is super easy for you to create that brochure within these tools that I've given you. Paul Casey:                         How about a favorite quote, Jane? Jane Winslow:                   Favorite quote? Well, this is on my screen at my office is, "Empowered women empower women." And I am, not that I have anything against you guys out there, I totally don't. I have a lot of male clients too so, and colleagues, but women business owners are a very strong vertical who don't believe enough in themselves. And as a female entrepreneur doing far more than I ever thought that I would as far as growth in my business. And, and I mean sideways and vertically because I mean, you know, I've got a lot of different pieces going on. But we all struggle, men and women actually, with this self doubt and we need each other to hold each other up and support each other and learn from each other and network with each other. And I think women in particular don't want to be seen as vulnerable or failing or anything else. Jane Winslow:                   Men don't either, but it's a little bit different because women an awful lot of the times, you know, we have to be successful mom, we have to be successful wife, we have to be successful boss, business owner, networker, colleague, vendor, salesperson, all the things. And I think that our ownership of all the things as a woman is different than the ownership of all the things for men. I think that men see them as different size responsibilities and women see them all as huge and full-time. Paul Casey:                         And that can be overwhelming. Jane Winslow:                   Yeah, absolutely. So I mean I know I struggle with it and I've got a great team of people around me and that is the secret. Paul Casey:                         And that's why we have to keep pumping each other up because who knows that that positive comment, "You can do this," is going to take that person and push past that obstacle. Jane Winslow:                   Exactly. Exactly. Paul Casey:                         How about favorite book that everybody should read? Jane Winslow:                   So my favorite book or the one that has I think impacted my style first and foremost is Eat That Frog, which is what, 12 pages? Paul Casey:                         Oh yeah. Jane Winslow:                   I think it's maybe, you know. It's a super fast read, but of course the gist is, do the hard, awful thing first. You know, if you get up every day and eat the frog and just do the worst possible thing, the thing you're dreading first and get it out of the way, the rest of the day is so much easier. And it's hard because sometimes that eating the frog thing, it's the really long thing that you can't make time for and you have made it up into this giant thing in your head. And if you just get through it, everything else is so much easier. Paul Casey:                         Yup. I'd rather cross off all those little things that give us the endorphin rush. But if we get the one big thing done, oh. Then we get so much more done after that. Jane Winslow:                   That's true. Paul Casey:                         It's just like a snowball effect in a good way. How about an influencer in town that Tri-Citians should meet? Jane Winslow:                   So I don't spend a lot of time looking at other business people and what they're doing and how they're doing it and try to figure it out and modeling myself after that. I'm just not that person. I've never been that person. And I try to not get externally competitive. I'm very competitive with myself. So I asked some friends, you know, it's like, okay, I know Paul's going to ask me this question, what should I say? And four out of five of them said, "You, it's you." Okay, so we're just going to answer this way. Well, thanks. But why? I'm like, okay, really? It's like, yeah, why me? Jane Winslow:                   They said, "Well, you're a power networker and you see solutions that other people can't see. And your ability to collaborate and put people together to make something completely different happen is unlike anybody else in the Tri-Cities. What you do with your clients and your friends and your power groups is completely different. And it sends businesses in a completely different direction and elevates them in a way that traditional marketing can't do and doesn't do or hasn't done." Paul Casey:                         Yeah, I would totally describe you as a connector. Totally. Jane Winslow:                   Thank you. Paul Casey:                         Totally. This person, I know this person over here. And of course that's how BNI is built. Givers gain. Jane Winslow:                   It is. Well, and that's what attracted me to BNI. Dana Mundy and I started BNI in the Tri-Cities, so a thousand years ago. I'm bad with dates, so I don't know however long it's been in the Tri-Cities, Dana and I started it. And really Dana started it. She researched networking groups and she came to me and called me and said, "Hey, would you join this?" I'm like, yeah, sure. I'll come and check it out. I didn't realize I was the second call and that we were doing this together, so I- Paul Casey:                         And nine chapters later or whatever it's at now- Jane Winslow:                   I don't know how many there are now. But it was a natural fit for me. It was just a natural fit because that's how I work anyway. So yeah, I would be a power connector in BNI. Paul Casey:                         If you left a letter on your desk for the leader who comes after you at WinSome, Inc., what would it say? Jane Winslow:                   Run! No. Seriously, if I were to leave my desk tomorrow, with the current team in place, I would tell the new me to love these people, trust them, encourage them and be honest with them that they will push this company to new heights and you just get to enjoy the view and ride the wave. Paul Casey:                         Great letter. All right. Finally, what advice would you give to new leaders or anyone who wants to keep growing and gaining more influence? Jane Winslow:                   Well, I think it's kind of been the theme of this podcast and that would be network. Get out of your own head. I frequently when in our masterminds, we've got a couple of people in the masterminds that are really good at telling me that I am the one in my own way. And it's really hard as a business owner because we're responsible for everything. We're product, we're development, we're staff, we're office, we're bills, we're management, we're vision, we're mission, we're everything. We're absolutely everything. We are the lifeline. Jane Winslow:                   So get out of your own head to get out of your way. Surround yourself with people that you trust, who look at things differently than you do and have a different skillset. There's no business that can succeed by itself in a vacuum. You can't be successful personally and professionally doing everything yourself, you know? So create that brain trust. When I worked for Eagle Printing, my boss said to me, you know, "You need to surround yourself with people who can do things that you can't do." You know, ask them questions and let them ask you questions because you are an expert in your field. Ask them questions. Work together. Don't be afraid of the competition. Learn how to work with the competition. Jane Winslow:                   We all have our own whys. I have a lot of competition in the Tri-Cities, but I do things differently than they do even though we technically, just like a real estate agent, offer exactly the same services. You know, why work with me? You've got to understand who your brain trust people are and they'll be honest with you, especially if you're sharing with them and they're sharing with you. Be honest with me. Tell me when I'm in my own way and I've got some great people that are really good at that. Paul Casey:                         Fantastic. Well, how can our listeners best connect with you? Jane Winslow:                   So you can find, let's see. I don't even know the answer to that question. So we've got a website winsomedesign.com W-I-N-S-O-M-E design.com. We've got a Facebook page, WinSome, Inc., and my phone numbers are on there. My office is at 1201 Jadwin in Richland. There. Paul Casey:                         Excellent. Well thanks again for all you do to make the Tri-Cities a great place and keep leading well. Jane Winslow:                   Thank you. Paul Casey:                         Let me wrap up our podcast today with a leadership resource to recommend, actually it's more of a personal resource to recommend and some of the clients I have are thinking about, well I just need a hobby. You know, I just need something to lighten up my life. And so I found a website that's called notsoboringlife.com. notsoboringlife.com/list-of-hobbies. List of hobbies. And it's like 308 hobbies. If you're just thinking, I have got to try something new, I've got to stop working, not be a workaholic anymore. I need a new hobby. Check out notsoboringlife.com, list of hobbies. And don't forget to consider patronizing our sponsors of Tri-City influencer, Gravis Law and Jason Hogue, American Family Insurance. Finally, one more leadership ticket for the road to help you make a difference in your circle of influence. Ralph Waldo Emerson said, "It is one of the most beautiful compensations of this life that no man can sincerely try to help another without helping himself." Keep growing forward. Speaker 3:                           If you enjoyed this podcast or it piqued your interest in learning more about leadership and self leadership, you can continue to glean from Paul and his Growing Forward Services. Check out Paul's blog and the products, tips and tools on his website at www.paulcasey.org and opt in to his Target Practice inspirational e-newsletter. You'll get his 33 top tips for becoming a time management rockstar when you subscribe and consider buying one of his three books. The most recent one being Leading the Team You've Always Wanted. Paul Casey:                        This podcast has been produced by Bonsai Audio at Fuse Coworking Space.  

Hey Paul! Yes Paul? *kablammo* WOW, GREAT SUICIDE PACT FELLAS! YUP, IT'S ME, OL' M. NIGHT, SHAKIN' IT HARD AS I ALWAYS SAY, SHAKIN' IT GOOD AND HARD. ANYWAY, WHILE MY TEAM OF PHILADELPHIA-BASED HANDYMEN BUILD ME A THRONE FROM THE  SHATTERED AND PORKED REMAINS OF THE PAULBOYS, I WANT TO SHOW YOU A FILM WHAT I DONE WHAT GOES BY THE NAME OF TWO-HOUR-PLUS WITH A SIDE SERVING OF BACKBREAKING EXPOSITION. WHO KNOWS - MAYBE WE'LL FIND A GOOD THING OR TWO WHILE WE'RE AT IT. YOU'LL KNOW LOL. I'LL TELL YOU. TO GLASS! Featuring: hi-def Bruce, the immortal everchild, a shining example and a God, frankly, and a whole new set of loveable comic book characters for you to know and love. ogtpod@gmail.com https://ogtpod.podbean.comhttps://facebook.com/ogtpodhttps://twitter.com/ogtpod  We are proud members of the Alottagreen Network – you can check out two enormous fistfuls of quality Australian content at http://alottagreen.com.au like classic OGTeamers! Jingles from episodes 1-50 now available on Bandcamp – just £2.50 for more than 20 tracks! https://ogtpod.bandcamp.com/releases   Dockhead by Paul Goodman is available in paperback for just £5.99. Thanks and please #supportindieauthors! https://www.amazon.co.uk/Dockhead-Paul-Goodman/dp/1521335648/ref=redir_mobile_desktop?_encoding=UTF8&dpID=41Yh2Hhu87L&dpPl=1&keywords=dockhead&pi=AC_SX236_SY340_QL65&qid=1507380952&ref=plSrch&ref_=mp_s_a_1_1&sr=8-1 Check out Paul Salt's reviews on Screen Mayhem HERE! But mainly, here: https://screenmayhem.com/author/paul-salt/

Terry Smith: Life is 10% of what happens to you and 90% of how you react to it by John Maxwell. I'm Terry Smith, and I'm a Tri-Cities Influencer. Paul Casey: Then when you're faced with a situation you're tempted to cower you're going to summon the courageous version of yourself, and then you'll say, "What would the courageous version of me do in this situation?" Put that on your whiteboard. Intro: Raising the water level of leadership in the tri-cities of Eastern Washington. It's a Tri-Cities Influencer Podcast. Welcome to the Tri-Cities Influencer Podcast where Paul Casey interviews local leaders like CEOs, entrepreneurs, and nonprofit executives to hear how they lead themselves and their teams so we can all benefit from their experiences. Here's your host, Paul Casey of Growing Forward Services coaching and equipping individuals and teams to spark breakthrough success. Paul Casey: Thanks for joining me for today's episode with Paul Drake. He is the station and operations manager at Townsquare Media. And I usually ask for something quirky or funny. Paul, I'm just going to let you tell this story because it's so funny. Paul Drake: First, thanks for having me today. This is great. I'm honored to be here. I was a little hesitant on whether I should share this story or not, but I had just turned 40 years old. This was about 14 years ago, giving away my age. And I was going through a difficult time in my life emotionally with family and work everything, just wasn't doing so well. And a longtime friend of mine, lifelong friend, invited me down to LA to visit. And we were walking around Hollywood Boulevard and went into this curiosity trinket shop. And he told me he says, "You're taking yourself way to seriously, way to seriously. You need to lighten up." He bought me a fart machine. And at first I was real hesitant, right, but all I can say is it's brought me more joy and laughter when friends and family come over to the house now it's a running joke. And I get my sister every time. It's brought a lot of joy. Paul Casey: That's one of the best ones we've ever had on this show. Well before we check in with Paul let's also check in with our Tri-City Influencer sponsors. Neal Taylor: Hi, my name is Neal Taylor. I am the managing attorney for Gravis Law Commercial Transactions team. I have Josh Bam with me. Josh Bam: Hi, I'm Josh Bam. I'm one of the attorneys with the commercial transactions team, which has been growing very rapidly because a lot of the clients really appreciate the really reliable services we provide at extreme value. For example we provide really business savvy legal services by paying special attention to our client's current situation and long and short term goals and the best legal plan to get them to where they want to be. Neal Taylor: We provide an initial consultation for $100. And then we produce a business and legal plan with your goals on top and legal costs through a thin schmear of your benefits. And if we can't deliver on the thin schmear rule then we will not launch your business but you will learn a lot through the consultation. Let's get started on protecting and accelerating your business today. Give us a call at 509-380-9102 or visit us online at www.gravislaw.com. Paul Casey: Thank you for your support of leadership development in the Tri-cities. Well welcome, Paul. I was privileged to meet you as the trailing spouse of your wife, Heidi, who was in my leadership tri-cities class, class 11 back in '05, '06, and she said, "My husband works for this radio station here in town." I'm like, "Really, I've always wanted to be on the radio." And you opened the door for me to be on radio for the first time. I've been doing it for 12 years now recording Growing Forward and Out in Front, little educational minutes, and I really appreciate that. Paul Drake: Yeah, you bet. We see each other about once a month for the last year. Paul Casey: Once a month, yes, recording four spots. Paul Drake: Yeah, that's great. Paul Casey: And remind our listeners what is Townsquare's radio stations? Paul Drake: That would be 102.7 KORD, The Key 98.3 The Key, 97 Rock, Newstalk, and the all new 97.5 Paul Casey: Awesome, awesome. Well, Paul, what did you aspire to be when you grew up? How did that morph throughout the years until you got to where you are today? Paul Drake: Honestly out of high school I had no idea what I wanted to do, no idea, no clue. I got this opportunity through a friend to move to Hawaii and work for Thrifty Rent a Car just for the heck of it. I didn't know what I wanted to do. I didn't know what school or whatever. So I moved to Hawaii and I ended up driving a van taking people back and forth to the hotels and the airport. Also ended up working for a court reporting firm and filed depositions for a while. Did some IT work. Somehow I landed that job at a real estate company for a while. And after a few years of not knowing what I wanted to do I decided to move back to the mainland, go to school, and my plan was to go to the UW, but I heard this radio ad for a new trade school that was for radio and TV, and I thought that sounds interesting. I'm just going to go check it out. Paul Drake: So I went and I checked it out. I got really intrigued with it and excited about it, but I didn't know anything about the industry so I did some research. I read this book, The Birth of Top 40 Radio by Rick Sklar, and he was one of the creators of top 40 radio. Anyway, I wrote him a letter. I said, "Hey Mr. Sklar, what do I need to do? I'm thinking about going to get my communications degree. I'm thinking about this trade school." I didn't expect him to respond. He responded, sent me a letter back and said, "Hey Paul, that's great. The degree is great, but it's the practical experience to get you started that's most important." So I dove into this trade school, and the rest is really history. 30 years later I'm still in the business. Paul Casey: Wow, so you wrote a letter. Paul Drake: Yeah. Paul Casey: There's something to be said for initiative. That's pretty cool. Who've been your mentors and advisors in that leadership journey? How did you find them? What did they produce in you? Paul Drake: The first one I can think of is his name's Rob Conrad, and he's still in the radio business today. He's been all over the country. He's in Birmingham, Alabama now, probably in his late 60s still on the air. He's the one that hired me for my first internship at Magic 108 in Seattle. He was one of those guys that was really honest. He actually hired me he said ... Later on I found out he hired me because my tie, my belt buckle, and my shirt were all aligned, and my fingernails were trimmed. Paul Casey: Wow. Good first impression. Paul Drake: That's why he hired me. Right, first impression. Rob taught me to be honest, to be on time. My schedule when I started there was at 4:00 a.m. in the morning. That's an early start. And if I was even just a bit late he was on me. But he taught me to pass things on, to be a sponge, and to be a responsible member of the team. Paul Casey: Do you still pass on some of those traits to the people now that you supervise? Paul Drake: I do, I do. I think that's one thing that I need to be better at really is I think leaders make people in management positions get so busy that ... One thing that Rob did for me he took the time out to train me and spend time. That's one thing I could be better at. What I've learned from him is being on time and staying late if I have to is important. Paul Casey: For leaders, leadership development and people development is such an essential part of the job, and you can look back on your calendar this last week if you're a leader and say, "Okay, so what percentage of my week did I spend on leadership development," and that is usually telling. It's like, "Wow, not enough, not enough. I want to spend more time in people development." I know there's a lot of side conversations. People development happens in so many different ways, but most leaders say not enough. What's the best team that you've ever been on? What made that special? What did it teach you about leading a team? Paul Drake: This is one, that's kind of a difficult question to pick out the best team. I want to say the best team is the now team, the team that we're on. They've all been good, and they've all had their strengths over the years, but what I've been ... I've been at 2621 West State Street in Pasco since 1991. Paul Casey: That's amazing longevity. Paul Drake: With the exception of a couple of ... I guess there was a year there that I left, but I came back. But I was always with one of those stations. The team, radio today is so different than it was before, and we have so many responsibilities, so much more to do. It's not just on air, it's online. It's at events. It's on social media. So the team that we have together now if we didn't work the way we work being open and honest with each other, we're all creative thinkers, we're all very passionate about what we do. We have our opinions. If you know radio people they have their opinions. But we communicate really well, and that's what I think is great about our team. When someone needs help it doesn't matter who you are if it's me or whoever no job is too small, no job is too great for somebody to jump in. We're all cross trained and all these platforms that we use today, social media, Instagram, Facebook, Twitter, all this stuff that we've had to learn and how to communicate in a different way. And we've come together there. So it's just a great group of people right now. Paul Casey: So you mentioned cross training. Why is that so important? Paul Drake: Well when one person goes down who's going to step up. And radio is I call it a drag race with no finish line. Paul Casey: The show much go on, right? Paul Drake: We're never done. So if somebody falls, somebody's out, somebody's on vacation the next person has to step in and do it, and that's why it's really important that we cross train. Me I'm not on the air like I used to be. I'm more behind the scenes, which I prefer. That's my strength. I fill. They call. I fill in. So when people are out sick or on vacation I'll jump in depending on the format. So we have various people that are cross trained on different formats to do that. Paul Casey: Being two deep in every position is so important in any business. And yeah one time you even recorded me because the guy that was recording me was on vacation and you just, "Here, I can do that." I can hit some buttons. I can record that. I was like, "Wow, there's a lot of buttons on that board." Paul, may I ask you this, so leading creatives is difficult. What have you learned over the years in leading creative people who are opinionated, lots of ideas all over the place? How do you sort of herd cats? Paul Drake: I think being patient and open. I think listening is important. And when it's a good idea really celebrating the idea and taking it. And then when it's an idea that maybe isn't quite going to fit being able to say no in a way that isn't discounting the idea because we want all the ideas and we meet every ... Every Monday we have a content meeting with all the talent, and everybody gets together and we brainstorm ideas for the week, the hot topics, or for the month rather. Some days get pretty- Paul Casey: That must be a fun meeting. Paul Drake: It's a fun meeting. It really is. When anybody new comes on the staff they're always surprised like wow. There's a lot of those meetings that I'm really proud of, and there's a few that maybe got a little out of hand. Paul Casey: Well, Paul, if you had three adjectives to describe leadership, it's hard to narrow it down to three, but in a nutshell what would you say those are and why? Paul Drake: I think trusting is a good one. If people can't trust you why would they follow you if they can't trust you. I think honesty, being honest. Talented people want to work for people that are honest. Creative people feelings can get hurt, but honesty you got to be honest and say really that break or that bit you did this morning it was okay, but maybe if you did it this way might be better. You got to be able to be honest when things aren't going well too. And then when they're going great. Humility, I think that I often use myself as an example when we talk about work-related shortcomings because I have my shortcomings. And I think that leaders sometimes are afraid to make themselves vulnerable. And I'll be the first one to say when I make a mistake that I have no problem admitting that, "Hey, I was wrong. I made a mistake." So I think that's important. Paul Casey: Yeah, so Tri-City Influencers Paul mentioned being trusting and trustworthy in that leadership chair. Give them that honesty, that honest feedback. I really like how Marshall Goldsmith talks about feeding forward, not just feedback because we don't want to dwell too much on the mistakes of the past. We need to address them, but we need to give that concrete, those suggestions to make it better in the future. And then humility, being willing to be vulnerable, just declaring your own shortcomings instead of trying to cover them up. People really respect that, and they move toward those who are humble and trustworthy and honest. Leaders also have to see around corners, so in that leadership chair what do you do to look ahead and envision the future? And then when you have that vision, what do you do with that vision? Paul Drake: I really am fortunate to work for a very forward thinking company. Townsquare Media is probably the most aggressive media company in the industry right now. Forward thinking, always something new. We like to put it as we're ahead of everybody else when it comes to the digital side and combining the digital side with the radio side and merging the two and delivering the product and the content. So I'm really fortunate there. Looking ahead I think the biggest thing is we come together, we put together a blueprint for the day, for the week, for the month, for the year. And then we follow that. And I think if you have a plan you're always prepared going forward, so you can be prepared for the things that might come up that you weren't expecting. It's one of the rules of a radio personality before they go onto the shift. They've got to be prepared. And if they're prepared it frees them up to embrace anything new that's coming and maybe another direction to go. We teach that. We talked about that. Paul Drake: I think for a leader the more prepared you are and not ... You can make all the plans in the world, but don't be afraid to, "Oh, I got to change this now." So I think that's kind of how I prepare myself for the things coming down in the future. Paul Casey: Yeah, the old Mike Tyson, plans are great until you get punched in the mouth. Then you're going to have to make some adjustments. I've heard it said, it sounds like you guys practice this, but have a DWMY plan, DWMY is D-W-M-Y, daily, weekly, monthly, yearly. And I know when I'm in the studio I could see just in the news talk studio the plan by the minute. What ads are running, what song is playing. It's just really amazing. And most of us in our jobs can't script out like a radio does, but we can be more prepared as a leader. Paul Casey: Before we talk about Paul's leadership rhythm and his ideal day let's give a shout out to our sponsors. Jason Houge American Family Insurance. Jason, what is the biggest pushback you get about life insurance? Jason Houge: Hey Paul, yeah. One of the biggest pushbacks I get on life insurance is from folks that are saying, they usually ask me, "Why do I even need this? I don't have kids. I don't have any dependents of a spouse. Why do I need this?" Ultimately whenever you pass on there's going to be somebody there to pick up the pieces. There's going to be somebody to deal with your affairs. And I would say it's your responsibility to make sure that there is funds, that there's money there so that person can take the time needed to go through it properly and not make it their responsibility. Paul Casey: Awesome, Jason, so tell us how can our listeners get in touch with you? Jason Houge: You can swing by our office on Road 68 in Pasco or give us a call at 509-547-0540. Paul Casey: Well Paul, let's talk about your leadership rhythm. What does your ideal day look like? Not that you hit it every day, but if you could craft this ideal day to be successful what would it look like? Paul Drake: I typically start my day my wife and I we're early risers. I start my day with coffee and meditation. I like to spend a good 15 minutes in the morning. There's some certain things that I read to prepare myself mentally for the day. I overlook the day ahead. I think about what's coming up and what I got to get done in the next 24 hours not just professionally but personally. I try and start the day with a good attitude so before I go out the door I'm in a state of mind that's in a winning state of mind. That's not to say that on the way to work somebody won't cut me off, and I lose it all. But that's kind of how I like to start my day, and then this sets me up for a right frame of thinking getting into the office. Paul Casey: What's like then morning is it, do you have some priorities that you try to tackle in the morning or is it a meeting-driven kind of morning? How does it work? Paul Drake: Yeah, I'll make the rounds. I'll go through the studio, say good morning to everybody, and then sit down. My day I get, being the operations manager I'm really around the clock. I'm really never off. In the office I try and make myself available for any concerns early in the morning and have some daily tasks that I do that are really reconciling things, but to set out the day I think walking around and saying good morning and greeting everybody it's- Paul Casey: It's huge. Paul Drake: ... makes me feel connected because there's some days when I'm feeling closed off. So if I force myself to go around and say good morning to people even when I don't feel like it ... Paul Casey: Yeah, they say the research says that if you just do that, and if a boss comes in and says a pleasant hello to everybody in the morning it sets the whole group up for positive morale for the rest of the day. That little thing of just going around and saying hi. I'm sure other conversations get triggered like, "Oh, there he is. There's the boss. I've got this thing I was meaning to tell you, and I didn't want to walk over to your office," but those things can also be addressed right there in the moment ... Paul Drake: Right, that's true. Paul Casey: ... just by being available. Do you take lunch typically? Paul Drake: I do. I try and take a lunch at noon every day, and it's kind of been my routine for years. And I'll use lunchtime sometimes to restart my day if things aren't going well. I think that's a great remedy for if you've had a bad morning. One of the things I like is ... Because not every day is perfect, right? Paul Casey: Right. Paul Drake: We're restraint of tongue, pen, e-mail, or text. Sometimes I will write something or I'll send something or I'll say something that is just either out of line or wrong. That happens on occasion, and I think that the remedy to that is I apologize or forgive or ask for forgiveness or I go back and I set it right. I don't like to wait on things. And there's other days that are just emotional. It could be a hangover by lunch time emotionally. So when I go home I know that I can start my day over at any time, and that's a remedy that I've tried to practice, take a moment, shut my door, take a deep breath, and start my day over right now. Paul Casey: Well, that's one of the best tips that have been on this program is use lunchtime as a restart of your day. You don't have to say, "Well, this day is toast," and then it continues this downward spiral. But it's like nope, at any time you can say, "From here on out this is going to be a better day." And I love how you use that. There's just so many people that I know that each lunch at their desk, and they just continue checking e-mail, and they don't really get that break, that mental emotional break. So the cumulative stress of the day overtakes them. So I really love that that's a habit. You hit another little nugget in there by saying, what did you say the restraint of ... Paul Drake: Restraint of tongue, pen, text, and e-mail. Paul Casey: Wow. Paul Drake: There has been times, Paul, where I've written an e-mail, all of us have maybe. I'll speak for myself where I've sent an e-mail out of frustration or anger or whatever, and after I sent it I think, "You know, I wish I could take that back." So I have those things I try and remember. I can write the e-mail but sleep on it first. Sleep on it. Give it some time. If I still feel the same way in the morning send it. If not, trash it. At the very least it's a practice of getting it out, and then I can clear that off my mind. Paul Casey: Yeah, yeah, some people journal. There's no harm as long as you don't hit the send button. There's no harm in writing that, opening an e-mail, don't even put the person's name in the to button just in case, and then deleting it because you got it out, but you realized no it would not be prudent for me to send this. And you also mentioned then apologizing or setting it right when you realize, "Well, that came out wrong." Do a correction so that it doesn't bleed damage. Paul Drake: I think it's really important to do it as soon as possible too. Paul Casey: Oh absolutely. Paul Drake: Yeah. Paul Casey: Absolutely because people will stew on that. And a leader has such power in their words, so the people look up to their immediate boss or manager as that person who gives them the most validation. So when we use too harsh of words it can hurt them pretty deeply. Well, you're constantly energizing others when you're in leadership. What do you do on a regular basis to recharge your batteries? You mentioned meditation in the morning, and you mentioned putting on that good attitude almost like you're putting on a jacket, that winning mindset. Anything else that you would add to that? Paul Drake: Exercise. I think for me that's my biggest release from the stress sometimes is ... Some people say I overdo it, but I'm in the gym doing some sort of exercise four days a week, and then I go to hot yoga once a week with my wife trying to stay stretched. So that's what I do to kind of unwind. I love to hike. We do Badger quite a bit. But exercise is my thing right now. Paul Casey: That's a good way to relieve that stress. My mind goes blank when I exercise, which is what it's supposed to do so that I can just focus on either a Podcast I can learn from or just nothing. Paul Drake: Right. Paul Casey: That's my nothing box is when I'm exercising. As leaders we know we much change in order to grow. How do you personally handle change? And then how to you lead change in your organization? Paul Drake: Change is when my happiness really is in direct proportion to my resistance to the change. I've worked the same building like I mentioned earlier for a long time and same radio stations but different ownerships, nine different ownerships. Paul Casey: Nine different ownerships, okay. Paul Drake: And sometimes I wonder how have I survived that I'm still here, and I think the only answer I can give is I've had an ability to adapt to the changes. Paul Casey: It's your superpower. Paul Drake: Yeah. Somehow some way. There's some other folks that have been there a long time too, and I see that in them. When a new group comes in they have new strategy, new marketing plans, new healthcare, new providers. Everything's new. A new manager, somebody you have to get to know again. And everybody's different, so I think being open and not resisting that change. You can question it, and you can go back and say, "Hey, maybe we try it this way." But maybe after the third or second no you might want to just say, "Okay. If this is the way we're going to do it let's do it." And then don't bring it up again. Paul Casey: Aye, aye captain. Paul Drake: Yeah, right. I think hopefully I answered your question there, but I think it's the ability to adapt to change and not fight it. Paul Casey: Because you've seen many people not able to adapt, and they didn't make it probably through those different changes. Paul Drake: They go, right. Paul Casey: Well leadership isn't all roses as you alluded to there. How do you handle disappointment when you're in leadership, and how do you bounce back from that? Paul Drake: It can be lonely sometimes in that office as a leader. From disappointment, how do you bounce back from that. That's a really good question. I think taking a look at my own shortcomings is one. And if the team hasn't hit a goal or maybe ... We're in the ratings business. We had a bad rating on one of our stations a few years ago, and it was tough to take, right? It's like, "It's our baby. What are we going to do?" So we go back and we regroup. I think that ... Paul Casey: When you're regrouping, so you're regrouping as a team. You see everybody's pooched lips. How do you pick them up? Paul Drake: I think you hear them out and listen, regroup, go back to the plan. It's always good to take that inventory to see where we went wrong. There was one more mentor, this kind of falls into that, a guy by the name of Bill Bradley was one of my supervisors years ago, and he was always calm even when it was stormy, right, when things were going wrong. He was always cool, just seemed to have it all together. And I remember asking him in his office, and I just said, "Bill, how do you do this?" You're working through this just so calm. And he made himself vulnerable to me, and he said, "Paul, you know what, some days I sit in here and think what do I do now. I don't know. When are they going to find out I don't know what I'm doing?" Paul Casey: Wow. Feel like a poser there for a minute. Paul Drake: It was just like immediately I felt like I totally connected because it was a difficult time and a lot of changes going on, and here this guy opened himself up and said, "I don't have it all together but here's what we're going to do." I don't want to say he was shooting from the hip because he was a real planner, but ... Hopefully that answers your question. Paul Casey: Yeah. Keep calm and go back to the plan. Paul Drake: Right. Paul Casey: Keep calm and be vulnerable, a whole bunch of ones on that one. At the end of your time in your current position what legacy do you want to leave behind? What do you want to see accomplished when you turn around and hit that retirement button? Paul Drake: Well, I hope that people will ... Legacy professionally would be that I was honest and that I cared about people. Nobody's perfect. I don't think that I've made so many mistakes in my career, but I hope that that would be my lasting impression. When I do retire I do hope I retire at 2621 West State Street in Pasco. I've got ... Well, I don't want to say how many years I've got. I don't have much time left. But I hope that ... I've been there ... The average, radio is really transient. People move on and they move around. But most of the people that I work with now have been there over five years. But I think that the one legacy for me and accomplishment for me to achieve would be to retire there and leave that legacy to the next person coming along. Paul Casey: Mm-hmm (affirmative). That would be amazing to be that long in one industry in one building with one company amidst all the changes, all the different management systems. Paul Drake: A day at a time. Paul Casey: Yes. Well, finally, what advice would you give to new leaders or anyone who wants to keep growing and gaining more influence? Paul Drake: I think my biggest piece of advice would be be open, be on time, be honest. Don't feel like you've got to take it all on yourself. Know when to say, "Okay, I got to go be with my family." I think the biggest piece of advice I could give anybody is if you're not happy at home you're not going to be happy in the office. And that bleeds through. It really does. It's amazing my coworkers they know when something's going on. If there's something that's going on outside the office I bring it in and vice versa. I know when my coworkers. I can sense it. So spend time with your family. That self worth comes from within not your position. If you've got that right, which I still don't have right. Paul Casey: It's a life-long quest. Paul Drake: Right. I think that would be my biggest piece of advice. Paul Casey: Yeah, really spend time nurturing those key relationships at home because it does. It bleeds over into work. And work people don't deserve to have all that dumped on them, but we are whole people so we're not going to hit all home runs on that. But that's a great lesson on work life balance. Well, Paul, how can our listeners best connect with you? Is there a way they can get in touch with you? Paul Drake: Sure, sure. I'm on LinkedIn under Paul Drake. And you can reach me e-mail too, pauldrake@townsquaremedia.com. Or you can reach me at Townsquare at the office 509-547-9791. Paul Casey: Fantastic. Thanks again for all you do to make the tri-cities a great place and keep leading well. Paul Drake: Thank you, Paul. Paul Casey: Let me wrap up our Podcast today with a leadership resource to recommend. Josh Toner based in Pacific Insurance. Applications for productivity. Josh the app man, what do you got for us today? Josh Toner: Hey Paul, thanks for having me here today. Today I'm here top talk about Habitify. This is a habit tracking app. This app is on IOS and Apple devices, so it's not on any of your Android devices, but there is a ton of apps like this so if this one doesn't work for you please go look around. But this is a habit tracking app used to monitor the habits you're either building or breaking. When working on habits consistency is the name of the game, and repetitive action seals in a new habit that you're working on. So being able to monitor those tendencies is a really cool thing to have in your pocket, and be able to pull out your phone and take items off that you've finished or be able to go in and see your tendencies throughout the week. As an example I start off the workweek really strong and then tend to get tired and less consistent towards the end of the week. Josh Toner: This app is good for things like 30-day challenges, working on exercising, stop eating at 7:00 p.m., daily walks at 10:00 a.m. if you're trying to get a break during the workweek, smoking habits, brush your teeth three times daily. If you want to use it for work you can cold call 10 people a day if you're trying to get two referrals throughout the week. But really you're not working on anything, you're not monitoring and tracking. So this is a good app if you're trying to get out there and maybe start a new morning routine, a nightly routine, or just have clearer, more focused goals, stay on track, monitor your goals and your tendencies, keep notes on your progress, and then show progress in tables or charts. There's good monthly progress, things like that you can check out. Josh Toner: Other apps to check out are Momentum, which creates a chain-like experience so as you take things off it creates a chain, and if you miss those habits it breaks your chain. There's apps like Habitica, which makes the habit tracking into a game where you have a character who gains points and armor, things like that. New ones come out daily, so check out new ones if none of those work for you. Paul Casey: Habits are the key to your daily success. Thanks, Josh. How can people get in touch with you to talk more about apps? Josh Toner: If you want to get a hold of me you can reach me at jrtoner@basinpacific.com, and that's B-A-S-I-N P-A-C-I-F-I-C dot com. Paul Casey: And don't forget to consider patronizing our sponsors of Tri-City Influencer, Gravis Law, and Jason Houge American Family Insurance. Paul Casey: Finally one more tidbit for the road to help you make a difference in your circle of influence, Maya Angelou quote, "Courage is the most important of all the virtues because without courage you can't practice any other virtue consistently." Keep growing forward. Speaker 10: If you enjoyed this Podcast or it piqued your interest in learning more about leadership and self leadership you can continue to glean from Paul and his Growing Forward Services. Check out Paul's blog and the products, tips, and tools on his website at www.paulcasey.org and opt into his target practice inspirational e-newsletter. You'll get his 33 top tips for becoming a time management rockstar when you subscribe. And consider buying one of his three books, the most recent one being Leading the Team You've Always Wanted. Speaker 11: This Podcast has been produced by Bonsai Audio at Fuse Coworking Space.

Show Notes  Hey Paul, it's great to be here with you again at OC Talk Radio after a couple weeks off as I was working in Uganda, Africa. There is nothing that enriches my soul more than serving the poorest of the poor—people that live on less than $2.00 per day in the most rural of villages. And believe me, rural is grossly understated. They live on dirt floors in one-room homes with no electricity, no running water, no toilet and most often 10 to 20 miles from any form of a somewhat urban town. Today I'm visiting with a fellow traveller CEO and Founder of Wells of Life, Nick Jordan. Wells of Life is a non-profit NGO with a mission to bring access to clean water, as well as transforming villages to adopt adequate sanitation and hygiene practices. By the end of 2019 Wells of Life will have installed more than 500 clean water wells in Uganda, serving 500,000 people and saving the lives of nearly 32,000 children under 6 years old and approximately 50,000 people in total. Born, raised and educated in Ireland, Nick holds a bachelor's degree from University College, Dublin. In the 1980's Nick immigrated to the US and has since proudly earned his citizenship as a devout American. In our show today I want to discuss the subject of Passion, but Passion with a Purpose to make a difference on this oh so needy planet. I personally do not know anyone more passionate about serving the poor than Nick Jordan. So let's find out what Nick has to say about Passion with a Purpose:   You can reach Nick Jordan at http://www.wellsoflife.org/   You can get more information and regular updates for Charlie at thenextchapter.life

Make sure you have your desired writing utensil and your shinigami, because this week, the Bros take a deep dive in justice when we watched Death Note! "Hey Paul, look at this notebook I found!"

When did you create the Chad Hollister sound and who was it that got into your mind and soul to formulate who you are? Drums are my roots, so in 2nd grade, I convinced my teacher to let me bring in my drum kit so that I could play, so I played to Kiss's Rock n Rollover, from then when I went to Middle school, and I did the same there. Favorite Artists: Stewart Copeland and the Police were my roots, as well as Paul Simon, and Bob Marley. Riley Odelia had a song, so Bodi needed a song, and he got one! “As a singer/songwriter I'm always working to just get better all the time, and to not be so preachy, and to bring about a positive message, right now more than ever in this world, we need music and we need positivity, because there is so much going on to deter us from that, but I feel that if we stay positive and continue to deliver that message through music I think the world can be better as utopic as that may sound, its a heartfelt dream of mine.” Taking the Family on the Road: “God bless my wife, Katie, in terms of highlights, we were blown away by Yellowstone National Park, sitting on a Volcano! We loved the Pacific Northwest and the real highlight was the Native Americans in our country and trying to understand what happened to them. There should be a native American history month in school every year, and it's just not done. It was a real heartbreaking element seeing these reservations that are not flourishing.” On Production: “The entire record was produced by myself and Danny Bernini. Danny has done a lot of work with Ryan Montbleau, in the past, he had worked with Acoustic Junction. A really great guy and the thing that was great about Danny was that he was trying to bring out the best of Chad Hollister, and I think he did that, he was also the engineer on the project.” Sharing the Stage: “We got a chance to do the Bob Dylan Paul Simon opener, and Tom Petty as well. We were backstage hanging with the Brecker Brothers, and my hero Steve Gadd, who I had met two months prior on Martha's Vineyard, he was hanging with Carly Simon, all of a sudden they were in front of me and we realized we were going to be on the same gig. All of a sudden Paul Simon walks out of the dressing room and just stands there, for a good 10 minutes (because we were all talking) I looked over and said “Hey Paul” and we just chatted for another 20 minutes and he complimented us on our sound check, so that was definitely a huge hi-light, and then Warren Haynes is one of the nicest guys and I got a chance to open for him, he invited me up on stage to play congas with him, he is such a gentleman.” On Breathe: From the “Stop the World” album, was included on the soundtrack for the movie 911. Pandora: “Back at the beginning of Pandora, they were anxious to have anyone as they were just getting started, and they needed content. The very first analyst was Bob Coons who was our guitarist at the time and then went on to play for the JGB (Jerry Garcia Band). Fast forward 18 years later, and Bob Coons is still an analyst to this day, and he got us into the catalog with my early records. We were touring in Oakland and Pandora has us up and the President is introducing us as one of their first bands with their very first analyst which is Bob and he is playing with me.” Stop the World: “I wrote this for my Mom, she is 86 years young, and I am the youngest of 5 kids, and she has 18 grandkids, of which my kids Riley and Body are 17 and 18. Whenever she is having one of those moments that she doesn't want to forget, we grew up with the term “Oh Stop the World, I wanna get off” My brother and I would always make fun of her. Growing up and then having kids myself and also my brother and sisters having kids, we all started to have this stop the world moments myself, we play it every year at the Spruce Peak performing arts center in Stowe, this is our 6th year in a row? House Concerts: “It's been huge in the folk world forever. The beautiful thing about a house concert is that you are in a much more comfortable setting, you just get to hang, the people get to know you , I take more time to explain where the songs come from, its just a beautiful connection to have with your fans, and the experience for the fans and the artist is just a million times better. Do 20 at 20 its a really simple marketing technique, 20 friends at $20 and it works.” You can follow Chad here: Website www.chadmusic.com Instagram @chadhollister Facebook @chadhollisterband Twitter @chadhollister   Subscribe rate & review the Dharmic Evolution podcast! Visit the store and check out the Gratitude album here! For coaching help, reach out the james@thejamesoconnoragency.com Please sign up on www.dharmicevolution.com/guest-invite/ for artist opportunities. Join the Dharmic Evolution Community Facebook page! You can post your content on there for the whole world to see. Also, check out www.thejamesoconnoragency.com and find out how we can broadcast your global career!

In this episode, we talk with Paul Durante. Paul is a serial entrepreneur and has taken more chances in business than most people will in a lifetime! We start off talking about why courage is one of the most important traits an entrepreneur can have and move from there into several other topics you take take and implement in your business quickly. Enjoy!   Resources Mentioned *Play.it *Play.it/Jayabraham *abraham.com Want To Work With Me? Visit http://www.JeremyReeves.com or email me at Jeremy@JeremyReeves.com Enjoy! Transcript Jeremy Reeves: Hey guys and girls this is Jeremy Reeves with another episode of the sales funnel mastery podcast and today I have on the line, Paul Durante, and he is based -- he is at Manhattan. Actually, (inaudible 0:12.5) but 2-1/2 hours away and Paul is a -- he is a leading authority on entrepreneuralism, media, fine art, and also the cruise travel industry which -- Paul, I want to talk to you a little bit about that. He is also the co-host with Jay Abraham and they host The Ultimate Entrepreneur podcast and Jay as you guys probably know. I already have mentioned him like a thousand times probably. He is one of the biggest influences that has kind of you know, influenced my own line of thinking you know. There is a lot of people you could follow. Jay was one of my biggest influences, so I am pretty excited that Paul is on the line. We could talk about you know, his experiences (inaudible 0:49.1) what he has learned from them and you know some of the traits that they kind of used together to you know, do some world domination and that kind of thing. So Paul, introduce yourself, tell us a little bit about yourself and where people could find out about you, that kind of thing. Paul Durante: Well Jeremy, I appreciate being on the show and I appreciate your kind words. Yeah, my relationship with Jay is kind of (inaudible 1:09.7) story. My cruise ship business experience was kind of unique story. So where (inaudible 1:16.1). Jeremy Reeves: Yeah, sounds good. So, I guess let us start -- let us see, I know one of your big topics do you like to talk about is that you know, the courage to be an entrepreneur and I think it is a good topic you know. So I would like to hear a little bit more about your thoughts on that. So I guess let us start there and then we will kind of see where it goes. Paul Durante: Entrepreneur takes a lot of (inaudible 1:43.3) to some people use courage, some people guts you know, it is easy -- and I do not want to (inaudible 1:52.0) people who have (inaudible 1:53.4) because that is their performance you know they work hard and many people go to college and (inaudible 1:57.4) people telling me to do, so I decided to go (inaudible 2:12.3) and that is when you really had to get courageous because (inaudible 2:16.7) 2 weeks. It can be a little bit (inaudible 2:21.5). Jeremy Reeves: Sure, yeah, absolutely, nice. So is there anything -- how do you think a lack of courage, holds people back in their business. Paul Durante: (inaudible 2:35.0) lack of courage they perhaps had a lack of belief in themselves. Jeremy Reeves: Okay. Paul Durante: I think there is a lot of people out there who have a lot (inaudible 2:43.8) to lot of courage but for whatever reason, they think that they cannot do it. By the way, the word can’t I do not like saying it, it is not really in my vocabulary you know (inaudible 2:55.5) because I read a study one time about word actually shuts you down. If people say can’t you know, I can’t lose weight, I can’t do this, I can’t start my own business. It is over before you even began. So I think there is a lot of people out there who you know have courage but they do still (inaudible 3:15.9) lot of belief and I think that is one you have to work on personal whether you know, you have some positive (inaudible 3:22.8) you have a mentor. You read some books. Once you have the belief, you can do a lot of things and perhaps you do not think you were capable of doing. Jeremy Reeves: Okay. Do you think, do you think courage -- how do you think courage and confidence kind of relate to each other. Is it the same thing. Is it -- are there differences in that. Paul Durante: You know, the word that I like to use is posture. I think a lot of people in business need to have a lot of solid posture. If you know that you know that you know, if you are really good at something like I am assuming if someone is going to be an entrepreneur they are going to know the subject matter and if you do not know the subject matter then you are going to have to do a lot of research and learn the subject matter, but assuming, assuming you really know your expertise (inaudible 4:09.0) to be able to say to someone (inaudible 4:16.0) I may not know this, but I really know this and when you have that kind of posture, when you have that kind of attitude, you conquer the world. Jeremy Reeves: Yeah, definitely, and you know what, I know that in my own life. A lot of the times, that I you know, basically, let me bring you back to this. A lot of the biggest breakthroughs that I have had in my career have been from doing things where I was scared or nervous you know, to do it you know, and then I kind of push myself to challenge myself and do it and say, you know what, you just kind of get this done and a lot of those were some of the biggest breakthroughs that I have ever had you know. So I definitely agree with that and I think it is you know, if you are only playing -- think about like weightlifting you know, the only way that you can get bigger and stronger is if you push yourself past what your currently comfortable doing you know. If you are lifting you know, 50 pounds and then next year you are still lifting 50 pounds, you are going to be the exact same size, the exact same amount of strength that you can produce, that kind of thing you know, so I totally agree. Paul Durante: Well, I think the word scared. I felt you know, a lot of people look at that as a negative. So I think you can turn that around and turn it into positive. Everybody gets scared. Everybody, when you try something new, you know, I can give you example after example of things that I have done in my past that I was scared to do first time. Bungee jumping, making the cold call. You know, the first time you do something like that you kind of get a little bit scared (inaudible 5:52.4) weightlifting great athletes before big game if they do not get nervous they are not human. If you are (inaudible 5:58.9) World Series and you are not a little bit scared, (inaudible 6:05.0) negative energy (inaudible 6:09.6) and you can actually be (inaudible 6:13.0) so I do not think anybody should be scared. I think what people should do is not (inaudible 6:20.9). Jeremy Reeves: Yeah, yeah, absolutely and Paul you are breaking up just a little bit. I can kind of get on the words but some of them are kind of crackling a little bit I do not know if you (inaudible 6:29.6) like a window or anything like that, but just so you know. Paul Durante: Okay, absolutely I am not sure why. Let me -- okay, Jeremy Reeves: Yeah. It is coming (inaudible 6:38.6) a little bit, but anyway, not to break the you know, the flow too much. So I guess, you know, tell us, give me an example of one or two of times in your business I mean it could be in any of your businesses or even client business or like any, just any examples that you have of when either you or that other person was you know, kind of scared to do something and they master up the courage to do it and it led to a big you know, big breakthrough in the business whether it is brand new or whatever it is. Paul Durante: I will give you great example. My partner, Jay, who host the Ultimate Entrepreneur was made to star the show. I love to say that I am Robin and he is Batman. So when I first met Jay, this kind of (inaudible 7:23.4) what we are talking earlier but when I first met Jay, I was just a fan from a distance. I was introduced to Jay via (inaudible 7:32.4) for years and I attended his (inaudible 7:36.7) and one day, I signed up for a program called Power Talk, which was a monthly CD with only interviewed various achievers and just 1 month I got the CD and he is talking about this guy, Jay Abraham. I have never heard of Jay Abraham and I listened to the CD so many times. I actually thought I had it memorized (inaudible 7:59.0) was memorized because the guy was you know, (inaudible 8:02.8) started it off by saying, Today, we are talking about sales and marketing and I (inaudible 8:06.0) okay that is great (inaudible 8:07.3) marketing entrepreneurship. Then he began talking about how this young man, Jay Abraham is brilliant. He is genius. I have never really heard Tony talking such (inaudible 8:16.4) terms about somebody like that before. So he got my attention and then I listened to it and by the way, I would encourage anybody to grab that Power Talk CD in fact it is on our Ultimate Entrepreneur site that is like show 23 and 24. It is a 2 part show but that is the original -- Tony actually interviewed Jay, so I listened to this over and over again for about 2 weeks in the gym every morning and then I (inaudible 8:43.3) the courage and I called Jay and I did not get a hold of him right away. I talked to his assistant and said, listen, he does not know me, I am just a fan, I heard him on a Power Talk CD. I would like to talk to him. I have a business. I am trying to grow and after 3 to 4 days I finally got (inaudible 8:59.6) and Jay was very, very gracious. He gave me a lot of help, a lot of assistance for free by the way because that is the way he is and I began building this relationship with Jay from afar you know, I am in New York and he is in LA and then after about 6 months of him helping me grow my business, I had to go to LA on business and I said, Jay, listen, you have been helping me for 6 months, can we at least go for lunch, can I at least buy you lunch and so I went to his office and we ended up hanging out for 2 to 3 hours and it was so funny because I you know, he had no idea that I have background in media because we were talking about cruise ship business which you know, I have been talking about (inaudible 9:41.7) and so we almost talk about cruise ships and growing the cruise ship business and then at some point in the conversation I just looked at him and I said, have you ever had a TV show or have you ever had a radio show. And he looked at me and kind of smile and said, there are people asked me that and the answer is no because I never had the right partner and I said, well, you do now. And I told him about my extensive background in TV and radio and so we decided to do a pilot and so I literally took him you know, I flew back a couple of weeks later. We went to a little studio and we put together a demo. We sort of played the radio. Jay is amazing from stage you know if any (inaudible 10:22.3) Jay Abraham on stage, he takes questions from the audience and he does it in rapid fire you know, he does it in rapid-fire format and he is almost like a doctor, like a surgeon, he knows exactly what (inaudible 10:35.1) Jeremy Reeves: Yeah, he does. Paul Durante: And so that is what we did on the radio. I have people phoned up and he had no idea of the questions that we are going to be asking him and he did it out of the park and it was unbelievable and so I (inaudible 10:49.0) this little demo, this little you know, 3 to 5 minute demo and I (inaudible 10:53.0) major media companies, ABC etc., etc. and everybody loved it and everybody saw the same thing you know, this was a great pilot you need to do it for real. And so, to answer your question about being fearful, Jay and I, we sent a bunch of money and we rented (inaudible 11:12.4) 2 hours of airtime in Los Angeles on a Sunday and we did a 2-hour live show. Now my background is in broadcast media but I have been on the air in quite a few years and he had never done a live 2-hour call show and believe me, there was more than a few butterflies in both of our stomach because we did not want to look like idiots and we have some big guests. We had FUBU founder Daymond (inaudible 11:38.1) We have Mark Cuban on, you know, Dallas Mavericks owner. Also from Shark Tank, we have Tony Robbins on. We have Brian Tracy on. So the 6 are really (inaudible 11:50.2) we had some really big name guests for our pilot plus we are taking a live calls and yeah we were scared, but we figured it out and we pulled it off. Jeremy Reeves: Nice, yeah, I love that story and while you were talking it reminded me of -- I mean you know, we are talking about this. I am giant fan of Jay. I have -- Oh my God probably close (inaudible 12:12.9) he has ever done. I have that -- the thing he did (inaudible 12:16.3) 2 years ago something like that, the hard drive thing that he had. So I have heard thousand things and one of the things that always stuck on my mind is when he was just starting off, he would just go into businesses and ask, he just sit in the back in the room as they were like conducting their you know, business meetings and that is how he learned you know. I can see it took a lot of courage from him because he was you know, just as young guy, and he was like, Hey, can I just kind of be in there as you guys you know, doing your thing and you know, it kind of the same thing and that is one of the things that really you know, he was just go in and analyze everything you know, his mind just soaks up everything in yes, so it is interesting you know, with that and I am firm believer that you know, the more -- the more things you do that you are uncomfortable with, the faster your growth is going to be you know. I am huge believer in that. So let us switch gears a little bit. Tell me a little bit about your you know, the cruise industry and the business that you built and some of the things that you know, the marketing strategies that you used to grow that you know, tell us the story about that. Paul Durante: Well, a long time ago, in my youth, I deejayed on a cruise ship you know, before I became a radio deejay and a television host, I spent a little bit of time travelling the world working in the night club of a cruise ship which was a lot of fun. Great way to get some tan and see the planet earth from other unique perspective and so I had a little bit of experience in the cruise ship industry but that was pretty much the extent of it. And fast forward, many, many years, I had an opportunity to (inaudible 13:59.6) we were selling arts on cruise ships and that is the business that you know, I had a lot of expertise in the art world but opening up a business selling art on cruise ships you know, it is a very, very unique experience and that was actually the business that I called Jay about. He helps me grow my business very, very rapidly and yeah, all businesses are unique and all businesses face challenges and you know, you have all kinds of ups and downs and so I would encouraged anybody starting a new business or somebody who has an existing business you know, you have to find yourself a mentor. For me, that was Jay Abraham. Jeremy Reeves: Yeah, definitely. You know, if you are looking back sometimes it is a little bit easy to look back you know, than like when you are in the moment you know, what were some of the big, the things that helped you grow the fastest you know, because I am sure you are doing a lot of different strategies and tactics and things like that. What were like you know, maybe 1, 2, or 3 of the biggest things that have the you know, the biggest impact on your rapid growth. Paul Durante: Yeah, that is easy. So looking back at my career and I would encourage anybody to do this now. I do not get paid by him. I do not get percentage from the sales but Tony Robbins changed my life. I remember, and this goes way back, this is when his program was still on because that is what I did (inaudible 15:22.8) you know 20 years ago and with my little walkman, if anybody remembers what that is, but if you put a cassette in a little walkman. I remember actually when I was radio deejay, after my show would end I would (inaudible 15:40.4) and I listened Tony Robbins for 45 minutes or however long it was and I obtained all the exercises and I wrote it all down and check the diary, kept the notes and I still review those notes from time to time. So doing personal (inaudible 15:54.7) Tony Robbins you know certainly changed my life. I had to become a voracious reader you know like when you go to college or high school you are forced to read and I think a lot of people (inaudible 16:06.7) you know okay that is great no more education, I am done, but really (inaudible 16:11.7) and it is cliché to say but it is true. After you finished school that (inaudible 16:15.8) education (inaudible 16:16.6) So my career started to advance when I took the time and spent a little bit of money and try to improve myself and it all began with Tony Robbins and then I became a voracious reader. Jeremy Reeves: Okay. Was there anything you know in your time, kind of being mentored by him and even Jay you know, whatever (inaudible 16:38.9) personally you know, because I am big -- I was just actually right before this, I was the one being interviewed for another podcast and he asked you know, the top 3 books that I you know, have had the biggest influence on me and you know, Jay’s book was actually number 1 that always is and you know -- Paul Durante: Which one. Jeremy Reeves: The How to get everything, what is it, how to get everything you want from what you have or what is the -- yeah, you know what I mean. For some reason, it is on my book case you know, right in front of me but I cannot read it from here. How to get everything you -- the exact wordings not coming to me, but you know, it is what I am talking about but one of the you know, there is always like, I am huge believer in you know, you should read business books because you know, you learn the strategies, you learn the techniques and tactics for growing your business that kind of thing but then you also have to grow as a person. I feel like the faster you grow personally, the faster your business is going to grow you know. So what was it about Tony stuff because he covers a lot of things. I am a huge fan of Tony as well. He covers a lot of different topics but you know, was there anything about what he teaches that really kind of catapulted your own like personal growth. Paul Durante: Well, earlier Jeremy, we are talking about fear and you know, Tony taught me how to harness that fear. Tony taught me how to you know, if you follow Tony’s work, it is so much more than personal development. Tony -- it is personal development, it is maturity, it is your physical body, it is your emotion, it is everything and you do not learn that kind of stuff in school. You just -- they do not teach that in high school. They do not teach that in college and so Tony taught me how to be really well rounded. Tony taught me how to think better. By the way, my favorite book of all time, the book that I believe is the best business book I ever read which was actually not intended to be a business book is Dr. Gary Chapman’s The 5 Love Languages and if you go into a bookstore you will find that in the relationship section and The 5 Love Languages is actually a relationship book, it talks about the 5 basic needs that we all have which are quality time, physical touch, words of affirmation, gifts, (inaudible 19:15.2) but that book, I had given that book away many, many times like 10 times. In fact, I am also extending to order on Amazon every time I give it away, I buy another one. And the reason why I recommended so highly is because business and (inaudible 19:34.1) is all about relationships and if you could understand the person you are speaking with now that could be somebody that you are in a relationship with, that could be somebody that you are working with, that could be somebody that you want to work with, it could be a complete stranger. That book taught me how to relate better with people and so I tell people all the time that if you are in a relationship by the book, if you are in business by the book, if you want to be in business, if you want to be in a relationship by the book. Jeremy Reeves: Just buy it and do not ask questions. Paul Durante: Yeah, and it is an easy read too. Jeremy Reeves: Yeah, I have read it. I had -- me and my wife both read it and figured out what our was and all that kind of thing, it really does, I mean it makes a big, big difference you know. It really comes back to just understanding how other people work like understanding that not everybody thinks like you do. It took me -- it really hit me probably about 1-1/2 years ago that lesson you know, that like -- when you really truly understand that everybody thinks differently and when you can spot how they think and then talk to them in that way, it is I mean, just the impact of talking to people and the you know, the quality of relationships that you can build and the effectiveness that you can have when you are speaking to somebody is just, I mean it is absolutely just amazing and even you know, saving arguments and things like that like I mean just for example you know, my wife and I you know, if she is kind of (inaudible 21:01.7) about something and then -- instead of just like reacting instantly, and you know, I get mad, she gets mad whatever. If I actually sit and think about you know, hey, why don’t I put myself in her shoes for 2 seconds. It instantly diffuses the situation because then it is like, oh, yeah, I can see where you are coming from you know, how about we do this or how about you know, sorry I said this or you know, whatever the case is but it is pretty profound when you do that. So I would recommend that too I actually never -- I never thought of that book in that way but now that you say it, I can see -- actually I might go back and re-read with that kind of frame you know. Paul Durante: Well, first of all, I am impressed (inaudible 21:39.5) second of all I am impressed that you have implemented the principles and (inaudible 21:45.3) I would encourage you to go back and re-read it and read it in a you know, (inaudible 21:50.3) and I will give you an example and this is you know, this is just off the top of my head but you know, (inaudible 21:58.3) you know, Dr. Chapman calls one of 5 Love Languages and you could always tell when somebody’s physical touch by the way, they shake your hands. If somebody you know, if somebody when you shake their hand and they give you the 2 hand shake you know, they put 1 hand on top of the other or maybe they escort you into the office and they just touch your shoulder a little bit and they escort you, you know that (inaudible 22:20.3) physical touch. Jeremy Reeves: Sure, yeah. Paul Durante: And if somebody compliments you because you know, the principles of the book are or the (inaudible 22:28.4) principle behind the book -- and so if you can give it to them first it gets them to like you that much faster. Jeremy Reeves: Yes. Paul Durante: If somebody -- if you meet somebody and they are very complimentary, hey I really like your suit, hey, I really love your brief cause. You know that they are words of affirmation. So you get back. I am telling you it is one of the best -- it was not intended to be business book. What I am telling you it is one of the best business books of all time. Jeremy Reeves: Yeah, serious thing. I am definitely -- that is going to be -- I am putting that (inaudible 22:58.2) the top of my list again and I mean honestly, if you think about it, it is kind of like, like a lot with (inaudible 23:04.1) it is a lot like that like just mirroring other people you know what I mean, but you are doing it in a way that they naturally respond like you are not mirroring their breath or their you know movements, but you are mirroring their whatever you would call you know, how they look at the world essentially you know. Paul Durante: Yeah, you are mirroring who they are. Jeremy Reeves: Yeah, yeah. I love that. Paul Durante: And you have to do it with sincerity. If (inaudible 23:28.5) sincerity, they will know. Jeremy Reeves: Yeah, yeah. That is a good point. That is a good point. But, yeah, that is interesting. By the way, the book was -- I had to look it up because it was bothering me, Getting Everything You Can Out Of All You’ve Got. So let us see, let’s wrap it up with the final question. What are the things -- I was like to -- I am always interested you know, because a lot of people talk about their successes, but I always like to know you know, kind of frustrations and things like that and even how you overcame them. So, if you are looking back over your career and you can pick any part in your career. It could be the very beginning when you are just starting. It could be like that point when things are starting to take off. It could be you know, now when you are kind of at the pinnacle and you know, there are still little things that frustrate you and challenges that you are facing you know. What are one or two of the biggest frustrations or challenges that you faced in your business and how did you -- how did you look at it and kind of see like, okay, you know, this is -- this is a problem we have to fix this you know, how did you fix the you know, the big challenge and the frustration. Paul Durante: Jeremy, that is the million dollar question. I have failures and challenges every single day and people -- if people tell you they do not have failures and challenges every single day then they are probably lying to you. Business and life can be filled with challenges. So, you know, failures, Oh my gosh, you know, if this show was like a 7-hour show I still need more time to talk about all my failures and same thing with challenges. I think you know, I think how I would rather answer the question is the way I look at it now you know, now after doing this for a little while, I am a little bit more seasoned. I think you have to look at (inaudible 25:22.2) perspective (inaudible 25:23.7). You know, when you look at something like when you look at a failure, when big (inaudible 25:29.1) did anybody die you know, hopefully the answer is no. If you are in business and nobody die, well, okay, then you are going to live to see another day and new ones as well like when somebody gets -- I think the biggest challenge is that I have had, had come you know, when I am working with someone and really you are working with somebody you know, if you are in business, you are dealing with customers, clients, partners every single day and you have to understand that you know, as you said earlier you know, people do not always see things the way you see them and you have to take a setback and you have to you know, (inaudible 26:05.7) 30,000 foot view from above and look down at the big picture and you have to realize you know, perspective like is this really big deal and often times it is not. You know, even when there is a major catastrophe in the (inaudible 26:20.3) like when you are going to die when you are 100 years old and you are looking back at your life you know, are you going to look back and go oh my gosh, it was such a terrible thing that happened to me, probably not you know, so I think that what people need to realize is that perspective (inaudible 26:35.8) can really play a key role in their happiness and in their success because really, you know it is like that old book, do not (inaudible 26:42.2) small stuff and it is all small stuff that should really (inaudible 26:45.4). Jeremy Reeves: Yeah, definitely, I love it. Absolutely and it is funny. I actually did something similar actually this week, that you know, something was bothering me, it was like, ah, you know what, the end of the world is coming and then I kind of sat and I was like you know what, it is really not you know, it is not even, it is really not a big deal you know, the grand scheme things and it is funny when you flipped the switch like that how fast you mindset changes you know, you could be sitting there like you know, sitting depressed you cannot get to move any work on and you cannot focus and then once you have that one thought you can sit there for 2 days you have that one thought like, hey you know what, it is really not a big deal you know, I am going to look back from this you know, next week I probably would not remember about this you know, let alone next month or year or 10 years or whatever obviously that depends on the size of the thing that you are going through but it is funny once that thought hits your brain, it is just you instantly feel better you know, so I think people should you know, I mean create yourself a note you know. I do not have a good quote off the top of my head I wish I did but you know, think of some kind of good quote, look up good quotes about like kind of flipping your minds then looking at things you know, it is not a big deal you know and then every time you feel like that just open your drawer and look at it to remind yourself because it is easy to fall into that trap of like you know, you fall and you are like the downward spiral where you are feeling bad and then you (inaudible 28:11.6) it is hard to kind of get out of that you know that pit you know but anyway yeah so. Hey Paul, it was a pleasure having you on here, it was really interesting hearing your story and how you work with Jay and what you are doing in your life and you know, the whole lot of thing about courage, that was a big thing for me and I think honestly the biggest thing for me was the you know, The 5 Love Languages and re-looking at that at a different you know, different view point, that is going on my to do list. As soon as we get off the phone here. So I hope everybody realizes how impactful that is like when you just understand people especially you know, this is you know, it is going to make more of an impact obviously like a one-on-one or even in the small group setting but you can -- there are a lot of insights you can take from that you know, kind of mass marketing like for emailing people if you are talking to groups of people that kind of thing. Just understanding you know, looking at it through their viewpoint you know, it can make a dramatic difference in the way that you impact people, and the way that you can persuade people and everything else you need to do in business to help grow and succeed but anyway, so I really appreciate you coming on here. Before you get off, tell everybody you know, how can they get in touch with you if they want to you know, do whatever you want them to do. Paul Durante: Well, I appreciate that yeah, just sort of (inaudible 29:36.7) the whole thing. You know, everybody is self-centered. Everybody cares about themselves more than they care of other people but if you look on yourself all the time, you are not going to get a lot done and people are not going to like you (inaudible 29:50.6) absolutely right. Put the other people you know, put the other person first you know, Jay you know, Jay likes talking about adding value, Jay always says he wants to add a value first and he also talks about never doing anything for money. Not like if you are doing something for money you are doing it wrong, what you want to be doing is you want to be helping people. If you help enough people then the money will come and so you know, I like to use the word serving Jay uses the term adding value but yeah if you are serving and adding value, things are going to work out and I appreciate you asking for my contact information. I would encourage everybody please to go to our show The Ultimate Entrepreneur (inaudible 30:37.6) has a great website called Play.it just like it sounds Play.it and our show was Play.it/Jayabraham just like it sounds.  We have got a lot of really great content their you know, Mark Cuban (inaudible 30:57.6) Daymond John, and Tony Robbins some people that you have not heard off but were brilliance in business. So our content information is there and people can also reach in by email (inaudible 31:08.8) abraham.com. Jeremy Reeves: Perfect, yeah, and as always, we will have everything that he just mentioned in the show notes so if it is hard to write all that down just go in the show notes and click and the link in there and you will go -- you will go right there, it is a lot easier. Yeah, Paul, I really appreciate you coming on and we will talk to you soon. Paul Durante: That is great. Thanks Jeremy. Jeremy Reeves: Sure, you too.

Kristen got her start as an Etsy seller in 2010 and transitioned to teaching embroidery and hosting embroidery social gatherings in 2014. Kristen, also known as Hey Paul, hosts a variety of handmade events in unique and unexpected locations. The events are designed to be inspiring, informative, and entertaining for all people. Kristen is a self-taught embroidery artist and teacher. Kristen calls herself a dual professional. By day, she works as a Medical Social Worker at a non-profit, specializing in global pediatrics. We had a great time chatting with Kristen. She was been a huge She Percolates support and VIP {very important percolator} from the beginning! We are so grateful for all her support! As we do every week we jump right in and ask Kristen to tell us what success means to her.  She jokes that her answer sounds a bit like a bad fortune cookie. We promise it isn't! ;) "I shouldn't expect to have the whole world when I don't have the whole world to give." Maybe at first this does sound a bit like a fortune cookie gone bad, but Kristen does a great job of explaining what she means. Kristen also shares how that she really tries to prioritize her time and knows sometimes she needs to step back from things as to not spread her self too thin. She recently took a few months to focus on her new job and let her side hustle take a back seat for a while. "I only have so much to give and I would rather invest that energy in a part of my life where it makes the most impact...I can't have it. I can't have the whole world when I don't have the whole world to give." Kristen also talks a bit about the recent loss of her brother.  She shares how that affected her perspective on her family, her work and her life in general.  This helped her to ask herself what the end game was for her business.  She quickly realized it wasn't about making a ton of money because she loves her day job an has that to fall back on. We love the passion Kristen has for helping others, both in her day job and her personal business.