Rising Above: How Hard Work and Tenacity Create Opportunity

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Coming up on this episode of the
Healthy, Wealthy and Wise podcast.

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We as humans, we sometimes we want to
move away from conflict and disagreements,

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but, but, but, um, but, uh, disagreements
or issues are some are sometimes

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as, uh, as my current supervisor
says, uh, uh, mountains of treasure.

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Um, because what it means is that.

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Welcome to the Healthy, Wealthy
and Wise podcast with Dr.

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William T.

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Chalker.

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MDJD, 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 law

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school trained attorney with executive
experience being a former mayor of

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Walnut, California, as well as the current
chairman of the nonprofit Servants Arms.

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Terms and as president of Choctaw Medical
Group Incorporated, this is the Leadership

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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.

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Um, and we indeed, uh, view
this podcast as an offshoot

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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.

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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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There's all these different, there's
all these different goals that people

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have, personal goals, and, and trying
to get them aligned and going in the

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same direction is definitely hard.

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Right.

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Okay.

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Because if it was easy, then, uh, then, I
mean Well, no, I mean, I, I mean No, no.

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Let, let me take, take that back.

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Um, because I, I, I wasn't gonna
say if it was easy, then you

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would have a lot of managers, but
you do have a lot of managers.

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But the problem is you don't
have a lot of good, good manager.

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There you go.

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Because you have people who are
managing people, but they're, but

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they're doing, you're, they're doing
it in a way that is not sustainable.

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If you have a bad manager, most likely as
a person who's working under that manager,

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You're either going to stick around to get
the paycheck because the money is enough.

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But if it's, it's like a cost
benefit analysis, if the value isn't

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there for you financially for you
to stay, or if there's no other

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value for you, you're going to go.

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And as a company, you don't want,
if you have a lot of turnover as a

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company, then there's something wrong
with, with your company and there's

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something wrong with the management that
is over the people that keep leaving.

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Because it's a huge time suck because
you got to train everyone and then it's

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a financial suck suck too because you
know now you got to pay money to then

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keep training people and keep hiring
people it's so you need to make sure

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that the people that are working for you
are are happy or at least um feel like

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they're in a really safe environment and
safe I mean Not just physically safe,

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but mentally safe, emotionally safe.

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What do

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you look for when, when you're, let's
say you're evaluating folks, you're

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trying to fill a couple of spots.

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What, what characteristics do you look
for in those individuals who you're trying

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to hire, um, who, who you believe will
be sustainable and, uh, help you and them

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to be successful in, in the business.

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Yeah.

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So, um, okay.

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So no.

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No matter what business it is, right?

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Um, there needs to be a basic core set
of skills or learning that someone has.

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It's so basic for them
to be able to do the job.

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For instance, um, if, if I was, you
know, if, um, if I was the manager

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of a of a, of a widget company.

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Uh,

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and if I was hiring for a
specific job, like, Oh, I need

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a, a widget engineer, right?

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Um, the, the person who I'm looking
for, they at least need to have an

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engineering degree or engineering
certification or whatever, so that

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they know how to be an engineer.

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However, Um, I, I am willing and I
would, and I think it's more important

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to take someone who's motivated and
driven, um, in that capacity versus

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someone who has a lot of experience.

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Okay.

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Um, to, to put it another way.

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Okay, so I'm going to
fast forward a lot more.

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Okay.

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Okay.

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So, um, after I became a manager,
um, and when I started hiring people,

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people, hiring people, um, you know,
And, um, a lot of the stuff that I

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was hiring was not like, uh, you did
not need to have a bachelor's degree.

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You know, you can be
straight out of high school.

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Um, you just need to have some kind of
call center experience or be comfortable

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on the call or comfortable on the phone.

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Um, so I, so I would be
looking for, for, for people.

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Um, you know, in that, in that area who
had calls to an experience or at least had

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some, you know, comfort, comfortability,
making, making, making phone calls.

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Okay.

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Um, There was one specific person
who had maybe five, six years of call

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center experience versus there was
another person I was looking at who

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was, you know, fresh out of school at a
high school, had worked at McDonald's.

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I worked at a couple of fast food places.

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Right.

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Didn't have a lot of, a lot
of call center experience.

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I think they may have.

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And maybe a couple of months somewhere,
um, in that interview process, um,

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the person who, who, who had all the
experience was talking about their

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experience, but then they, they kept,
you know, um, they kept talking, they

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kept saying how, um, well, what was it?

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What was it?

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Oh, how like where they were
at the last, the last job that

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they had was really horrible.

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And, and they didn't like the people
who worked there, um, because they were,

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they were all, you know, they were all
kind of jealous of them because they

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were so good at what their job was.

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Uh, and I was like, okay, okay.

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And then this other person who's fresh
out had maybe two months of experience,

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but they were like, Oh, you know what?

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I'm really excited to work here.

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You know, uh, I really want.

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Climb up the ladder.

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You know, I, I think, you know,
I think the company's great, but,

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you know, I, I'm just, they were
just really, really motivated.

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And from my perspective, when I'm
looking for someone, look, experience

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is something that you can gain,
you know, you can learn experience.

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That's what the learning is.

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You learn how to do something and
then you get experience from that.

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But someone who is motivated and driven.

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They're not only going to learn,
but they're the ones that are going

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to have the capacity to excel.

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And I'd rather take someone who
has the capacity to excel and who

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wants to excel than someone who can
potentially be a quote unquote, um,

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I guess, issue amongst the team.

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Because see, when you're looking at
managing or hiring someone to bring

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on to a team of other people who
are around them, you need to look at

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how that team functions as a whole.

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Right, because, because, because all
those pieces, they have to work together.

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Like I said, they got to be
rowing in the same direction.

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So what's the largest team you've had
to deal with as, as a chief or director?

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So, uh, largest team would say would
be when I was, um, I was a center

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director and I had about, so I had,
uh, about, I don't know what, like

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nine or ten, uh, managers slash
supervisors under me, and then under

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them, total of maybe like 70 people.

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70 people, okay.

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Yeah, yeah.

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Um, And, uh, when, when you, well,
see, now there's a difference

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between me and a manager, being a
supervisor, a manager, and a director.

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Those three sections
are, are a lot different.

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And the ones I'll talk about as being
a manager versus being a director,

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because a manager, you know, you're,
you know, you're more involved with

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the day to day with the work, right?

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Because as a manager, you are, uh,
you're responsible for some goals, right?

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But you're responsible for keeping
that, keeping your team going in the

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right direction, like I was saying.

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But when you go up to being a director,
now, it's more about guiding and

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mentoring and supporting the manager.

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See, some people think that directors
are about kind of running everything,

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but that's not really the case.

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Directors are more about
supporting and helping.

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The middle manager, who's
then the one who's helping and

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guiding all their staff, right?

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So, so I'm, I'm, I'm, I'm going
to go to like, to, to like

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the end really, really quick.

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When I said, we're on a path and I'm
not, now I'm going to just get it,

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get into my thoughts on leadership and
about being a director and leadership.

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Okay.

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You know, you may have heard of
what a servant leadership is,

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um, but servant leadership to me.

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And I think that's the direction
that I think positive leadership

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is, is when you're a leader
in a position to serve others.

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And I think that's what a leader is.

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A leader should be serving
the people that, that life is

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about being of service to others.

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I completely agree.

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Exactly.

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And the only, and when
you're a leader, a leader.

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essentially means that, you
know, there, there is a goal.

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There is something that you aspire to,
but you have people who follow you and

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you take them with you to this goal.

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You're not so a lot of people think that
a leader needs to be kind of like out.

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I mean, yes, there is some aspects
of being out in the front in terms

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of, you know, um, uh, like, uh,
doing presentations or just, uh, you

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know, interacting with the board of
directors and stuff like that, you know,

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company and being on the forefront.

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Yes.

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That's, that's all the, the visual aspects
to how you're, you know, Showing what the

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company is or what your organization is.

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But in terms of making the organization
work, right, the leader needs to be.

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like below lifting, right?

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God needs to be below everyone, lifting
them up and being supportive of them.

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Yes.

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So, so, so it's two prong.

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One, there's guidance where you're
helping to guide and there, and there's

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the, the aspect of guiding management
and there's aspect of, of, um, being in

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the forefront for the organization To
no external external facing, and then

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there's the internal facing, which is the.

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the support from below and being that
impactful person that ensures that,

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that everyone knows what the goal is,
that everyone knows, um, kind of how,

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what our plan is kind of to get there.

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But also that, um, this is not,
um, a directive relationship.

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This is a, uh, a, a, by directive
relationship, whereas there needs to

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be communication and there needs to be
discussions and there needs to be, uh,

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Um, uh, so one of the, one of the things
that, uh, uh, when I was, um, uh, quality

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improvement director, one of the things
that, that I told my manager and my

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staff, you know, when, when they asked
me about why, why I always, um, I was

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always transparent with them about what
was going on in, In the organization, I

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was always telling them what I would hear
from leadership meetings or what I would

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hear from the director level meetings.

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And I remember one of them asked me,
Preston, why, why, I mean, I mean,

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thank you for always telling us
what's going on, but, but they asked

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me, they're like, why, why do you,
why do you, why do you tell us this?

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And I, and I, and I tell them, well,
it's because, um, It's not just

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my brain that's working on this.

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I need all of your brains working on this.

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I only have one brain, but if I
can connect with, you know, the

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seven of you and have all of our
brains together, that's a big brain.

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So I'm going to bring with, I'm
going to have my ideas about how

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I want to fix something, but I'm
going to bring it to you all.

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You guys are out there doing the work.

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You guys can tell me if this
is going to work or not.

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Exactly.

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And then we can all problem solve together
and come up with something that that'll

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actually, that actually makes sense.

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I call that, you can be good by yourself,
but excellence comes from a team.

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Oh, you know, a

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thousand percent, a thousand

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percent, somebody on your team
is going to view it differently

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from the way you do it.

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But, and that's going to be a benefit,
you know, because you're going to

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say, I didn't really think about it
that way or whatever, uh, but no,

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I, I, I completely agree with you.

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Completely.

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Yes.

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Yes.

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You know, some, some, some, sometimes we
as humans, we, sometimes we want to move

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away from conflict and disagreements,
but, but, but, um, but, uh, disagreements

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or issues are some are sometimes as,
uh, as my current supervisor says, uh,

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uh, mountains of treasure, um, because
what it means is that, but There's

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something that someone has a different
perspective than you, than you do, or

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there's different perspectives there.

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So therefore, we need to understand
all of it because all of it is valid.

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And if you understand, if someone
has a different perspective than

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you do, you want to understand
their perspective because they're

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probably not the only ones.

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Who are thinking that also feel

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that exactly.

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Exactly.

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So if you can understand what that
perspective is, and, and, and maybe that

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perspective is actually the right one or,
or, or not, but you need to understand it.

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And then both of you can can work
together to find to work that

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path that makes the most sense.

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Let me ask you just a
quick question about that.

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You're a a young African American male.

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I don't know if I'd say young, but yeah.

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Well, you're younger than me.

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Well, I mean, I should be, right?

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Exactly, exactly.

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Um, but, and you, you,
you're working in management.

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You're a white collar.

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You're wearing the ties and the suits
and the this and the that depending

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on the meetings and all that.

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Yes.

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Um, have you Have you found it
to be a problem being a, uh, an

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African American male in management
or at the executive level?

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How, how does that work
from your perspective?

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It's a good, it's a, it's a good question.

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Thank you for listening to the Healthy,
wealthy, and Wise Podcast with Dr.

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00:17:11,735 --> 00:17:14,270
William t Choctaw, MDJD.

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You can listen again to this and
any of the previous episodes.

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00:17:18,819 --> 00:17:26,680
Leave a comment or pose questions to
the doctor by going to www.twp.com.

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00:17:27,040 --> 00:17:32,379
That's www.th wwp.com and you've got it.

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00:17:32,980 --> 00:17:36,190
It's also available wherever
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00:17:36,889 --> 00:17:39,679
Be sure to follow, like,
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00:17:39,679 --> 00:17:43,629
If you haven't already, then tune in
for the next episode of the Healthy,

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00:17:43,629 --> 00:17:45,520
Wealthy, and Wise podcast with Dr.

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00:17:45,520 --> 00:17:46,070
William T.

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Choctaw, MD, JD, a production of
Changemakers Communications, LLC.