A Legacy of Leadership: Lessons on Purpose, Passion, and Perseverance

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Coming up on this episode of the
healthy, wealthy, and wise podcast,

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asking the question, what, how do
you maintain a work life balance?

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You know, are you, are you married?

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Do you have kids?

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You know, how do you

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answer to a lot of that, but I want
you to tell us, how does that work?

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How does that fit into all

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of

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this?

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So, yes, I, uh, I am
married, been married for,

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welcome to the healthy, wealthy,
Wealthy and Wise Podcast with Dr.

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William T.

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Choctaw, MD, JD.

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This podcast will provide you with
tools and actionable information

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you can use to help live a more
healthy, wealthy, and wise life.

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It's powered by the over 50 years
of medical experience of this Yale

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University Medical School trained
surgeon, who is also a Western State

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Law School trained attorney, with
executive of experience being a former

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mayor of Walnut, California, as well as
the current Chairman of the Nonprofit

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Servants Arms, and as president of
Choctaw Medical Group Incorporated.

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This is the Leadership Masterclass
edition already in progress.

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Welcome, ladies and gentlemen to
our next episode of the Health

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and Wealth and Wise Podcast.

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We are absolutely delighted.

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To have one of our unique leaders, um,
and we indeed, uh, view this podcast as

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an offshoot of the Leadership Masterclass.

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And one of the things that we try to
do on a regular basis is have leaders

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in different levels of leadership
and have them to stop by and share

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their words of wisdom with us.

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Uh, we are absolutely I'm absolutely,
uh, thrilled, uh, to have, uh, Mr.

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Preston Choctaw.

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Now, you may say, wait a
second, wait a second, Choctaw?

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And I

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would say, yes, you heard that right.

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Uh, he is indeed one of my progeny.

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And we will, we will have him,
uh, to tell us about himself, but

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welcome Preston, welcome to the
Healthy, Wealthy, and Wise podcast.

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Well, thank you very much.

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Very glad to be here.

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Glad to be here.

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Give us your thoughts about leadership
and what has been your experience over,

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uh, your, your, uh, lifespan, uh, in terms
of, uh, what you think leadership is and,

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and how you've been involved with it.

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Uh, I was, so I was a quality
improvement manager, um, for, um,

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PACE essentially, uh, and then I
moved into a center director role.

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So center director means that I
was actually running a PACE center.

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So the census I was running was
about like three, I don't know,

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like 325 or 350, uh, amount of
participants who were at the center.

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And that was when I gave the example
I had about, you know, Uh, you

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know, 70, 80 employees or so, give
or take, and then supervisors,

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managers were about 10 or 11 or so.

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Got it.

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Got it.

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Um, and when, as, as a center
director, um, you know, I'm out, I'm

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in the front, like, so my example
was as QI director, QI, sorry, QI

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manager, I'm in the background, center
director, I'm in the foreground.

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I'm, you know, I'm, you know, You
know, everything runs, runs through me.

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I'm the face of the center.

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Um, you know, I make sure I talk with all
the participants whenever they come in.

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I try to interact with them, let
them, let them know who I am.

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You know, uh, I, you know, and, and
essentially I, I ran my, my center,

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uh, in such a way that that's, so
that's how I learned more so about

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being, um, a more, uh, I guess you can
say a more impactful, broader leader.

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Okay.

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Right.

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Okay.

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And

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as a QI manager, I had a team of about,
what, about four or five, four, right?

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Okay.

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Thank you.

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Before that, when I was a manager at the,
um, uh, at, at, at, at the managed care

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company, I had a staff of about 16 or so,
but that was a lot different environment.

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Um, and then as a center director now
at PACE, you know, I have, you know, a

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whole lot of participants, participants
are essentially patients, a whole lot

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of patients that I'm responsible for.

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And then I have all, all the staff, right.

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Um, and the key thing that I learned
throughout that was, um, you can utilize.

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Quality, quality improvement
techniques in director level

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leadership or in leadership in general.

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Give an example.

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Yeah.

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Okay.

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Yeah.

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I thought you would ask that.

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So, one of the key things about quality
improvement, and if you get into,

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you know, uh, Lean Six Sigma, or you
get into the model for improvement,

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Or you get into, what else, just
lean and, I mean, there's all these,

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all these improvement methodologies,

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right?

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Right.

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Um, The first step, always the first
step, for instance, in Lean Six Sigma,

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you know, they talk about DMAIC.

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Well, that's, that's, those are acronyms,
but the first step is the D is define.

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Define the problem.

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What

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is the problem?

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Right.

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Um, in, uh, uh, um, and when you define
the problem, you have to figure out,

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okay, you know, What's the real problem?

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Not just what I think the problem is, not
just what do you think the problem is.

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What is the real problem?

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So

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how do you get down to
what that real problem is?

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So It's something so now I'm going to
get into something that I've been saying

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for a while now It's not patented.

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So anyone can use it, but I've been
using it in presentations ever since.

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Okay.

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Okay

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Uh, I call something, uh,
the the the three t's Okay.

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Truth, trust, truth,
trust, and transparency.

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Okay.

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I like that.

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That's, that's how you start
with, with, with your team.

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So you use quality improvement,
quality, first step.

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How do you know what the problem is?

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You got to know what the problem is.

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How do you get there?

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You need to have truth, trust,
and transparency with the

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people that you're working with.

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One.

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Two.

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Truth.

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Speak the truth to them, right?

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Be honest with yourself to them.

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Speak truth to them.

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Maybe they'll speak truth back, right?

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Two, trust.

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Once you start speaking truth
back and forth, then you

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establish the trust, right?

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Now you have trust within each other.

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And then three, transparency.

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Be open as well.

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Be open and honest and that'll foster
that openness with them as well.

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So when you get all three of those
things together, And your team is now

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open with you right now, you start to
figure out, well, the problem was this

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was a problem, but no, it's really here.

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This is the real problem.

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So you start to get down to what
the root cause of the problem is.

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And oftentimes you got to have
people with the truth, trust and

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transparency to be honest with you
and tell you what's really going on.

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Right.

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So that's from quality, but you see how
that's right with leadership too, right?

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Exactly.

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I worked with my, with my managers, you
know, I would have one on one meetings

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with my managers every single week and
one on one safe space in my office.

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You tell me what is going
on, what is bothering you?

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What are your issues?

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What are some good things?

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And how can I help?

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Let's, let's get it.

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Right.

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I feel like let's get into it.

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So they would tell me, they'd be like,
you know, at first in the beginning,

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I think, you know, it took a little
bit of time, but you know, maybe

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after like, you know, the second
or third meeting, they were all in.

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So I mean, oh, this is a problem.

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And you know what, this, you know,
or like, you know, I don't like

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working with this person, or there's
some communication issues over here.

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Or, you know what, there's a problem over
here in this other department, you know,

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or there's all these other things that I
started hearing like, okay, okay, okay.

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Yeah.

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So now I know what's going on.

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Now I have a pulse of what's happening
at my center, at my organization.

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I was just going to say, on average, how
many hours would you say, I don't know, in

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a day or a week, do you put into the work
either at your office or home office or,

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you know, total, total, I'm just trying
to, trying to get it in a 24 hour a day.

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Do you mean now?

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Do you mean in my role now?

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Yes.

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What is your position now?

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Okay.

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Sorry.

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Yeah.

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Yeah.

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So when I talk about being
a studio director, that was

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That was my previous role.

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Currently, I'm a Process
Improvement Manager.

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Okay.

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Uh, and what that means is, I'm
essentially, I work very closely with

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a PACE organization, and I work with
their teams on improving their processes.

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Okay.

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And attaining their goals.

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Is this in one place or multiple places?

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Uh.

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So, so it's one specific center that
I'm working with now, but I'm actually

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an employee of, uh, a research center.

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Excuse me, a research institute.

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Okay.

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So, uh, I think it's okay if I, I mean,
it's called West Health in Institute.

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Okay.

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Uh, it's a fantastic organization.

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Um, but essentially I was basically
brought in, um, and they're

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institute full of researchers.

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They're pretty much all PhDs.

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Okay.

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They're, they're experts in their fields.

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Okay.

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Um, and they brought me in to
essentially be a, a liaison, a bridge.

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To the, the pay center and
the pay centers is, uh, it's

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actually, uh, owned by the same.

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It's, it's, it's not owned because,
because it's, it's nonprofit, but,

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um, uh, it's funded by the same, uh,
foundation that the, the institute also.

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So there's a relationship there.

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Um, but my role is to, I work with the,
I work with the researchers at the,

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at the Institute and we work out like
curriculum and we work out different

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things that we want to, you know,
some process improving methodologies,

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some aims and goals to work on.

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And then I then spend, you know,
most of my day then at the center.

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Directly working with the teams,
you know, one on ones, work groups,

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you know, I do trainings with them.

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Uh, we look at, um, uh, well, I
could say PDSAs, but you probably

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don't know what that means.

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Right, that's okay.

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Yeah.

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Do you

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travel to different locations?

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Yes.

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So, I, I basically split my time.

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I spend three days at the, um, at the Pace
Center, and I spend, uh, the remaining

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days at the, uh, at the Institute.

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Okay, so I go back.

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Let, let me ask you another question
and I, I, I want to be, I want to

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be respectful of your time and I can
tell we're gonna need to have you

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back, uh, because there, there, there
are a number of areas that we, we

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we're gonna want to drill down on.

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But I think certainly our listeners,
particularly, you know, on multiple levels

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would, would be asking the question, what,
how do you maintain a work life balance?

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You know, are you, are, are you married?

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Do you have kids?

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You know, oh yeah.

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How do you.

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Yeah, I know the answer to a lot
of that, but I want you to tell us.

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Okay.

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So how does that work?

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How does that fit into all of this?

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So, yes, I, uh, I am married, I've
been married for Uh, 20, 20 years now.

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Okay.

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20 years.

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Yeah.

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00:12:18,150 --> 00:12:18,810
I think that's right.

241
00:12:18,900 --> 00:12:19,439
No, I'm just fine.

242
00:12:19,560 --> 00:12:20,879
I'm . That's okay.

243
00:12:21,645 --> 00:12:21,935
Yeah.

244
00:12:21,939 --> 00:12:22,469
Yeah.

245
00:12:22,469 --> 00:12:23,369
My wife sees this.

246
00:12:23,369 --> 00:12:23,609
Yeah.

247
00:12:23,609 --> 00:12:24,359
She'll be like, what?

248
00:12:24,359 --> 00:12:26,489
No, no, no, no, no.

249
00:12:26,489 --> 00:12:30,479
But, um, so, uh, I have
uh, uh, three boys.

250
00:12:30,569 --> 00:12:34,979
Uh, my oldest is Vince Vincent, and
I believe he was on your POD podcast.

251
00:12:34,979 --> 00:12:35,790
Yes, yes, he was.

252
00:12:35,790 --> 00:12:35,849
Yeah.

253
00:12:36,300 --> 00:12:37,020
That's my oldest.

254
00:12:37,560 --> 00:12:37,770
Yeah.

255
00:12:37,770 --> 00:12:40,379
Uh, he's, he's doing some
good things right there.

256
00:12:41,699 --> 00:12:42,340
Middle one.

257
00:12:42,420 --> 00:12:44,760
Uh, so my oldest Vincent, he's 18.

258
00:12:44,760 --> 00:12:49,780
Now my middle one, Tyson is six, 16 now.

259
00:12:50,230 --> 00:12:54,289
And then my youngest one, Maxwell is 13.

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Work life balance.

261
00:12:55,549 --> 00:12:55,949
Yeah.

262
00:12:55,950 --> 00:13:00,640
So, uh, uh, I, I work a lot.

263
00:13:00,955 --> 00:13:08,035
Um, you know, I work a lot one because,
you know, I, I love what I do and, and

264
00:13:08,035 --> 00:13:12,525
I, and for all your listeners out there
and for all, uh, your college bound,

265
00:13:12,845 --> 00:13:16,045
uh, listeners and those, you know, who
are trying to figure out what they want

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00:13:16,045 --> 00:13:17,879
to do in their lives, you know, Yes.

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00:13:18,000 --> 00:13:22,709
If you wanna get into a role
where it won't seem like a job,

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00:13:22,709 --> 00:13:24,239
do something that you love to do.

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Absolutely.

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You

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00:13:25,380 --> 00:13:26,550
only got one life.

272
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Absolutely.

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And you absolutely take
advantage and pursue

274
00:13:28,890 --> 00:13:29,280
Absolutely.

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00:13:29,280 --> 00:13:29,969
Your dreams.

276
00:13:30,060 --> 00:13:31,530
Yes, I agree.

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Um,

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so, so, you know, I work a lot.

279
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I love, I, I love what I do.

280
00:13:36,839 --> 00:13:39,900
I love doing things like, you know, like,
like, like I was describing earlier.

281
00:13:40,290 --> 00:13:43,460
Um, but I always make it a point.

282
00:13:43,920 --> 00:13:47,680
It's a carve out time every
single day for family.

283
00:13:47,930 --> 00:13:50,010
There's always family
time, no matter what.

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So

285
00:13:51,180 --> 00:13:55,329
right now, you know, I work
very far from where I live.

286
00:13:56,599 --> 00:14:00,670
Uh, it takes me typically when
I go to the pace center, it'll,

287
00:14:00,989 --> 00:14:02,720
it'll take me an hour and a half.

288
00:14:04,280 --> 00:14:06,480
So I'm driving in the morning
an hour and a half and I'm

289
00:14:06,480 --> 00:14:07,480
driving home an hour and a half.

290
00:14:07,480 --> 00:14:07,923
I

291
00:14:07,923 --> 00:14:08,366
go

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00:14:08,366 --> 00:14:09,570
to the Institute.

293
00:14:09,600 --> 00:14:10,880
It's, you know, it's an hour.

294
00:14:10,880 --> 00:14:13,040
Sometimes that's an hour and a
half too, depending on traffic.

295
00:14:13,675 --> 00:14:17,645
You know, so I'm on the, so
typically I'm on the road, like

296
00:14:17,965 --> 00:14:20,195
three hours every single day.

297
00:14:21,635 --> 00:14:26,645
But when I get home, when I get home, I
always carve out as soon as I get home,

298
00:14:26,645 --> 00:14:33,545
I have like a a routine, you know, I
change, uh, I mean, I change my clothes,

299
00:14:33,545 --> 00:14:37,155
I get out all my stuff, put all my comfy
clothes on because I'm chilling, you know,

300
00:14:37,735 --> 00:14:38,555
uh, you know,

301
00:14:38,974 --> 00:14:44,074
you know, we, we, we, we, we, uh, we
always, uh, uh, uh, eat at the table.

302
00:14:44,325 --> 00:14:49,834
So when I come home and eat, uh,
depending on where, where Vincent is,

303
00:14:49,834 --> 00:14:53,260
because now Vincent has his, car and
he has classes and stuff like that.

304
00:14:53,260 --> 00:14:57,360
But if he's home, uh, we'll,
we'll eat at the table.

305
00:14:57,370 --> 00:14:59,010
We'll discuss how our day is.

306
00:14:59,030 --> 00:15:00,850
We'll all check, check in with each other.

307
00:15:01,300 --> 00:15:05,739
Uh, and then also depending on if my
youngest has soccer practice, cause

308
00:15:05,739 --> 00:15:12,505
he has soccer practice from like seven
to 30 to like nine, but before that,

309
00:15:12,535 --> 00:15:18,455
you know, we have, we spend our, our
family time together as a family.

310
00:15:18,605 --> 00:15:21,415
And then I typically take
them to practice, come home.

311
00:15:21,645 --> 00:15:24,065
Then we'll spend some more
time together as a family.

312
00:15:24,435 --> 00:15:25,865
Then everyone will go to sleep.

313
00:15:25,924 --> 00:15:28,795
And then I'll usually stay up
and then work a little bit more.

314
00:15:28,945 --> 00:15:32,715
So I typically have my
work day that I work.

315
00:15:32,985 --> 00:15:35,055
And then I'll typically work at night.

316
00:15:35,745 --> 00:15:36,095
I don't know.

317
00:15:36,105 --> 00:15:41,145
Usually starting around 1030, you know,
usually till about midnight or so.

318
00:15:41,965 --> 00:15:42,935
And then I go to sleep.

319
00:15:43,714 --> 00:15:47,685
So you basically find a
way to make it all work.

320
00:15:47,845 --> 00:15:48,265
Okay.

321
00:15:48,785 --> 00:15:51,184
You, you, you, you, you have to.

322
00:15:51,834 --> 00:15:56,055
Okay, you know, no matter if you like
your job, no matter if you don't like

323
00:15:56,055 --> 00:16:01,744
your job, you know, still a job and
you're doing it to make money to, so

324
00:16:01,744 --> 00:16:03,425
you can do things for your family.

325
00:16:03,974 --> 00:16:06,044
But at the end of the day,
it's all about your family.

326
00:16:06,674 --> 00:16:10,694
It's all about who you come home
to, you know, so, so that should

327
00:16:10,704 --> 00:16:12,704
really be a priority all the time.

328
00:16:12,850 --> 00:16:14,519
And, and

329
00:16:14,599 --> 00:16:19,890
just to pull that a little bit more,
why is that such a high priority or

330
00:16:19,890 --> 00:16:24,209
what, what, what, what, what in your
opinion, makes that a high priority?

331
00:16:24,779 --> 00:16:31,590
Yeah, well, um, well, for me, I mean, um,

332
00:16:33,770 --> 00:16:42,110
it's, No, no, no matter what, no matter
what, so your life, like my, my life is

333
00:16:42,110 --> 00:16:48,170
really, I live for my family, really,
you know, I mean, yes, I have my own

334
00:16:48,190 --> 00:16:55,069
things, but essentially, you know, I work
and I do everything to make sure that.

335
00:16:55,579 --> 00:16:59,900
You know, that my wife has what
she needs, that she's supported,

336
00:17:00,290 --> 00:17:00,520
that

337
00:17:00,819 --> 00:17:07,089
I'm there for her and that, and I want my
kids to grow up, you know, a certain way.

338
00:17:07,089 --> 00:17:08,849
I want them to be responsible.

339
00:17:08,849 --> 00:17:12,640
I want them to, you know, maybe
have a family one day of their own.

340
00:17:12,910 --> 00:17:16,190
And I want to set the example
of what it means to be a

341
00:17:16,190 --> 00:17:18,430
father to you, to your family.

342
00:17:18,839 --> 00:17:23,365
And for me, I mean, I mean, you know, You
know, yes, I'm seeing a father because

343
00:17:23,444 --> 00:17:25,785
this is me, but you know, mothers as well.

344
00:17:26,095 --> 00:17:26,375
Right.

345
00:17:26,655 --> 00:17:26,905
Right.

346
00:17:27,575 --> 00:17:31,475
But as a father, because I can only
talk to my own experience, you know,

347
00:17:31,475 --> 00:17:36,745
and especially the fact that I'm raising
boys, so they're seeing me as the example.

348
00:17:37,155 --> 00:17:40,315
Thank you for listening to the Healthy,
Wealthy and Wise podcast with Dr.

349
00:17:40,315 --> 00:17:40,865
William T.

350
00:17:40,895 --> 00:17:42,225
Choctaw, MDJD.

351
00:17:43,395 --> 00:17:48,905
You can listen again to this and any of
the previous episodes, leave a comment or

352
00:17:48,905 --> 00:17:51,264
pose questions to the doctor by going to.

353
00:17:51,355 --> 00:17:55,315
www.thwwp.com.

354
00:17:55,675 --> 00:18:01,135
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355
00:18:01,645 --> 00:18:04,855
It's also available wherever
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356
00:18:05,515 --> 00:18:09,385
Be sure to follow, like, share, and
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357
00:18:09,625 --> 00:18:14,185
Then tune in for the next episode of the
Healthy, wealthy and Wise Podcast with Dr.

358
00:18:14,185 --> 00:18:20,605
William t Choctaw, M-D-J-D-A, production
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