November 17, 2024 • 18 mins
Preston Choctaw’s journey from balancing sports and studies to advancing his career offers a masterclass in leveraging hard work, perseverance, and continuous learning. Discover how dedication to skill development and higher education can open doors and provide a foundation for lifelong success.
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Episode Transcript
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(00:00):
Coming up on this episode of theHealthy, Wealthy and Wise podcast.
We as humans, we sometimes we want tomove away from conflict and disagreements,
but, but, but, um, but, uh, disagreementsor issues are some are sometimes
as, uh, as my current supervisorsays, uh, uh, mountains of treasure.
(00:23):
Um, because what it means is that.
Welcome to the Healthy, Wealthyand Wise podcast with Dr.
William T.
Chalker.
MDJD, this podcast will provide youwith tools and actionable information
you can use to help live a morehealthy, wealthy, and wise life.
It's powered by the over 50 yearsof medical experience of this Yale
(00:44):
university medical school trainedsurgeon, who is also a Western state law
school trained attorney with executiveexperience being a former mayor of
Walnut, California, as well as the currentchairman of the nonprofit Servants Arms.
Terms and as president of Choctaw MedicalGroup Incorporated, this is the Leadership
(01:07):
Masterclass edition already in progress.
Welcome, ladies and gentlemen toour next episode of the Health
and Wealth and Wise Podcast.
We are absolutely delighted.
To have one of our unique leaders.
Um, and we indeed, uh, viewthis podcast as an offshoot
of the leadership masterclass.
(01:28):
And one of the things that we try todo on a regular basis is have leaders
in different levels of leadershipand have them to stop by and share
their words of wisdom with us.
Uh, we are absolutely.
Uh, thrilled, uh, to have, uh, Mr.
Preston Choctaw.
Now you may say, wait asecond, wait a second, Choctaw?
(01:52):
And I
would say, yes, you heard that right.
Uh, he is indeed one of my progeny.
And we will, we will have him,uh, to tell us about himself, but
welcome Preston, welcome to theHealthy, Wealthy and Wise podcast.
Well, thank you very much.
(02:12):
Very glad to be here.
Glad to be here.
Give us your thoughts about leadershipand what has been your experience over,
uh, your, your, uh, lifespan, uh, in termsof, uh, what you think leadership is and,
and how you've been involved with it.
There's all these different, there'sall these different goals that people
(02:32):
have, personal goals, and, and tryingto get them aligned and going in the
same direction is definitely hard.
Right.
Okay.
Because if it was easy, then, uh, then, Imean Well, no, I mean, I, I mean No, no.
Let, let me take, take that back.
Um, because I, I, I wasn't gonnasay if it was easy, then you
would have a lot of managers, butyou do have a lot of managers.
(02:56):
But the problem is you don'thave a lot of good, good manager.
There you go.
Because you have people who aremanaging people, but they're, but
they're doing, you're, they're doingit in a way that is not sustainable.
If you have a bad manager, most likely asa person who's working under that manager,
(03:18):
You're either going to stick around to getthe paycheck because the money is enough.
But if it's, it's like a costbenefit analysis, if the value isn't
there for you financially for youto stay, or if there's no other
value for you, you're going to go.
And as a company, you don't want,if you have a lot of turnover as a
company, then there's something wrongwith, with your company and there's
(03:42):
something wrong with the management thatis over the people that keep leaving.
Because it's a huge time suck becauseyou got to train everyone and then it's
a financial suck suck too because youknow now you got to pay money to then
keep training people and keep hiringpeople it's so you need to make sure
that the people that are working for youare are happy or at least um feel like
(04:06):
they're in a really safe environment andsafe I mean Not just physically safe,
but mentally safe, emotionally safe.
What do
you look for when, when you're, let'ssay you're evaluating folks, you're
trying to fill a couple of spots.
What, what characteristics do you lookfor in those individuals who you're trying
(04:27):
to hire, um, who, who you believe willbe sustainable and, uh, help you and them
to be successful in, in the business.
Yeah.
So, um, okay.
So no.
No matter what business it is, right?
Um, there needs to be a basic core setof skills or learning that someone has.
(04:52):
It's so basic for themto be able to do the job.
For instance, um, if, if I was, youknow, if, um, if I was the manager
of a of a, of a widget company.
Uh,
and if I was hiring for aspecific job, like, Oh, I need
a, a widget engineer, right?
(05:15):
Um, the, the person who I'm lookingfor, they at least need to have an
engineering degree or engineeringcertification or whatever, so that
they know how to be an engineer.
However, Um, I, I am willing and Iwould, and I think it's more important
to take someone who's motivated anddriven, um, in that capacity versus
(05:40):
someone who has a lot of experience.
Okay.
Um, to, to put it another way.
Okay, so I'm going tofast forward a lot more.
Okay.
Okay.
So, um, after I became a manager,um, and when I started hiring people,
people, hiring people, um, you know,And, um, a lot of the stuff that I
(06:05):
was hiring was not like, uh, you didnot need to have a bachelor's degree.
You know, you can bestraight out of high school.
Um, you just need to have some kind ofcall center experience or be comfortable
on the call or comfortable on the phone.
Um, so I, so I would belooking for, for, for people.
Um, you know, in that, in that area whohad calls to an experience or at least had
(06:28):
some, you know, comfort, comfortability,making, making, making phone calls.
Okay.
Um, There was one specific personwho had maybe five, six years of call
center experience versus there wasanother person I was looking at who
was, you know, fresh out of school at ahigh school, had worked at McDonald's.
(06:51):
I worked at a couple of fast food places.
Right.
Didn't have a lot of, a lotof call center experience.
I think they may have.
And maybe a couple of months somewhere,um, in that interview process, um,
the person who, who, who had all theexperience was talking about their
experience, but then they, they kept,you know, um, they kept talking, they
(07:12):
kept saying how, um, well, what was it?
What was it?
Oh, how like where they wereat the last, the last job that
they had was really horrible.
And, and they didn't like the peoplewho worked there, um, because they were,
they were all, you know, they were allkind of jealous of them because they
were so good at what their job was.
Uh, and I was like, okay, okay.
(07:34):
And then this other person who's freshout had maybe two months of experience,
but they were like, Oh, you know what?
I'm really excited to work here.
You know, uh, I really want.
Climb up the ladder.
You know, I, I think, you know,I think the company's great, but,
you know, I, I'm just, they werejust really, really motivated.
And from my perspective, when I'mlooking for someone, look, experience
(07:57):
is something that you can gain,you know, you can learn experience.
That's what the learning is.
You learn how to do something andthen you get experience from that.
But someone who is motivated and driven.
They're not only going to learn,but they're the ones that are going
to have the capacity to excel.
And I'd rather take someone whohas the capacity to excel and who
(08:19):
wants to excel than someone who canpotentially be a quote unquote, um,
I guess, issue amongst the team.
Because see, when you're looking atmanaging or hiring someone to bring
on to a team of other people whoare around them, you need to look at
how that team functions as a whole.
(08:41):
Right, because, because, because allthose pieces, they have to work together.
Like I said, they got to berowing in the same direction.
So what's the largest team you've hadto deal with as, as a chief or director?
So, uh, largest team would say wouldbe when I was, um, I was a center
(09:02):
director and I had about, so I had,uh, about, I don't know what, like
nine or ten, uh, managers slashsupervisors under me, and then under
them, total of maybe like 70 people.
70 people, okay.
(09:23):
Yeah, yeah.
Um, And, uh, when, when you, well,see, now there's a difference
between me and a manager, being asupervisor, a manager, and a director.
Those three sectionsare, are a lot different.
And the ones I'll talk about as beinga manager versus being a director,
(09:45):
because a manager, you know, you're,you know, you're more involved with
the day to day with the work, right?
Because as a manager, you are, uh,you're responsible for some goals, right?
But you're responsible for keepingthat, keeping your team going in the
right direction, like I was saying.
But when you go up to being a director,now, it's more about guiding and
(10:11):
mentoring and supporting the manager.
See, some people think that directorsare about kind of running everything,
but that's not really the case.
Directors are more aboutsupporting and helping.
The middle manager, who'sthen the one who's helping and
guiding all their staff, right?
(10:33):
So, so I'm, I'm, I'm, I'm goingto go to like, to, to like
the end really, really quick.
When I said, we're on a path and I'mnot, now I'm going to just get it,
get into my thoughts on leadership andabout being a director and leadership.
Okay.
You know, you may have heard ofwhat a servant leadership is,
um, but servant leadership to me.
(10:53):
And I think that's the directionthat I think positive leadership
is, is when you're a leaderin a position to serve others.
And I think that's what a leader is.
A leader should be servingthe people that, that life is
about being of service to others.
I completely agree.
Exactly.
And the only, and whenyou're a leader, a leader.
(11:15):
essentially means that, youknow, there, there is a goal.
There is something that you aspire to,but you have people who follow you and
you take them with you to this goal.
You're not so a lot of people think thata leader needs to be kind of like out.
(11:39):
I mean, yes, there is some aspectsof being out in the front in terms
of, you know, um, uh, like, uh,doing presentations or just, uh, you
know, interacting with the board ofdirectors and stuff like that, you know,
company and being on the forefront.
Yes.
That's, that's all the, the visual aspectsto how you're, you know, Showing what the
(12:07):
company is or what your organization is.
But in terms of making the organizationwork, right, the leader needs to be.
like below lifting, right?
God needs to be below everyone, liftingthem up and being supportive of them.
Yes.
So, so, so it's two prong.
(12:27):
One, there's guidance where you'rehelping to guide and there, and there's
the, the aspect of guiding managementand there's aspect of, of, um, being in
the forefront for the organization Tono external external facing, and then
there's the internal facing, which is the.
(12:49):
the support from below and being thatimpactful person that ensures that,
that everyone knows what the goal is,that everyone knows, um, kind of how,
what our plan is kind of to get there.
But also that, um, this is not,um, a directive relationship.
(13:13):
This is a, uh, a, a, by directiverelationship, whereas there needs to
be communication and there needs to bediscussions and there needs to be, uh,
Um, uh, so one of the, one of the thingsthat, uh, uh, when I was, um, uh, quality
improvement director, one of the thingsthat, that I told my manager and my
(13:38):
staff, you know, when, when they askedme about why, why I always, um, I was
always transparent with them about whatwas going on in, In the organization, I
was always telling them what I would hearfrom leadership meetings or what I would
hear from the director level meetings.
And I remember one of them asked me,Preston, why, why, I mean, I mean,
(14:00):
thank you for always telling uswhat's going on, but, but they asked
me, they're like, why, why do you,why do you, why do you tell us this?
And I, and I, and I tell them, well,it's because, um, It's not just
my brain that's working on this.
I need all of your brains working on this.
I only have one brain, but if Ican connect with, you know, the
(14:24):
seven of you and have all of ourbrains together, that's a big brain.
So I'm going to bring with, I'mgoing to have my ideas about how
I want to fix something, but I'mgoing to bring it to you all.
You guys are out there doing the work.
You guys can tell me if thisis going to work or not.
Exactly.
And then we can all problem solve togetherand come up with something that that'll
(14:44):
actually, that actually makes sense.
I call that, you can be good by yourself,but excellence comes from a team.
Oh, you know, a
thousand percent, a thousand
percent, somebody on your teamis going to view it differently
from the way you do it.
But, and that's going to be a benefit,you know, because you're going to
say, I didn't really think about itthat way or whatever, uh, but no,
(15:06):
I, I, I completely agree with you.
Completely.
Yes.
Yes.
You know, some, some, some, sometimes weas humans, we, sometimes we want to move
away from conflict and disagreements,but, but, but, um, but, uh, disagreements
or issues are some are sometimes as,uh, as my current supervisor says, uh,
(15:30):
uh, mountains of treasure, um, becausewhat it means is that, but There's
something that someone has a differentperspective than you, than you do, or
there's different perspectives there.
So therefore, we need to understandall of it because all of it is valid.
And if you understand, if someonehas a different perspective than
(15:53):
you do, you want to understandtheir perspective because they're
probably not the only ones.
Who are thinking that also feel
that exactly.
Exactly.
So if you can understand what thatperspective is, and, and, and maybe that
perspective is actually the right one or,or, or not, but you need to understand it.
And then both of you can can worktogether to find to work that
(16:17):
path that makes the most sense.
Let me ask you just aquick question about that.
You're a a young African American male.
I don't know if I'd say young, but yeah.
Well, you're younger than me.
Well, I mean, I should be, right?
Exactly, exactly.
Um, but, and you, you,you're working in management.
(16:39):
You're a white collar.
You're wearing the ties and the suitsand the this and the that depending
on the meetings and all that.
Yes.
Um, have you Have you found itto be a problem being a, uh, an
African American male in managementor at the executive level?
(17:01):
How, how does that workfrom your perspective?
It's a good, it's a, it's a good question.
Thank you for listening to the Healthy,wealthy, and Wise Podcast with Dr.
William t Choctaw, MDJD.
You can listen again to this andany of the previous episodes.
Leave a comment or pose questions tothe doctor by going to www.twp.com.
(17:27):
That's www.th wwp.com and you've got it.
It's also available whereveryou get your podcasts.
Be sure to follow, like,share, and subscribe.
If you haven't already, then tune infor the next episode of the Healthy,
Wealthy, and Wise podcast with Dr.
William T.
Choctaw, MD, JD, a production ofChangemakers Communications, LLC.
Coming up on this episode of theHealthy, Wealthy and Wise podcast.
We as humans, we sometimes we want tomove away from conflict and disagreements,
but, but, but, um, but, uh, disagreementsor issues are some are sometimes
as, uh, as my current supervisorsays, uh, uh, mountains of treasure.
(00:23):
Um, because what it means is that.
Welcome to the Healthy, Wealthyand Wise podcast with Dr.
William T.
Chalker.
MDJD, this podcast will provide youwith tools and actionable information
you can use to help live a morehealthy, wealthy, and wise life.
It's powered by the over 50 yearsof medical experience of this Yale
(00:44):
university medical school trainedsurgeon, who is also a Western state law
school trained attorney with executiveexperience being a former mayor of
Walnut, California, as well as the currentchairman of the nonprofit Servants Arms.
Terms and as president of Choctaw MedicalGroup Incorporated, this is the Leadership
(01:07):
Masterclass edition already in progress.
Welcome, ladies and gentlemen toour next episode of the Health
and Wealth and Wise Podcast.
We are absolutely delighted.
To have one of our unique leaders.
Um, and we indeed, uh, viewthis podcast as an offshoot
of the leadership masterclass.
(01:28):
And one of the things that we try todo on a regular basis is have leaders
in different levels of leadershipand have them to stop by and share
their words of wisdom with us.
Uh, we are absolutely.
Uh, thrilled, uh, to have, uh, Mr.
Preston Choctaw.
Now you may say, wait asecond, wait a second, Choctaw?
(01:52):
And I
would say, yes, you heard that right.
Uh, he is indeed one of my progeny.
And we will, we will have him,uh, to tell us about himself, but
welcome Preston, welcome to theHealthy, Wealthy and Wise podcast.
Well, thank you very much.
(02:12):
Very glad to be here.
Glad to be here.
Give us your thoughts about leadershipand what has been your experience over,
uh, your, your, uh, lifespan, uh, in termsof, uh, what you think leadership is and,
and how you've been involved with it.
There's all these different, there'sall these different goals that people
(02:32):
have, personal goals, and, and tryingto get them aligned and going in the
same direction is definitely hard.
Right.
Okay.
Because if it was easy, then, uh, then, Imean Well, no, I mean, I, I mean No, no.
Let, let me take, take that back.
Um, because I, I, I wasn't gonnasay if it was easy, then you
would have a lot of managers, butyou do have a lot of managers.
(02:56):
But the problem is you don'thave a lot of good, good manager.
There you go.
Because you have people who aremanaging people, but they're, but
they're doing, you're, they're doingit in a way that is not sustainable.
If you have a bad manager, most likely asa person who's working under that manager,
(03:18):
You're either going to stick around to getthe paycheck because the money is enough.
But if it's, it's like a costbenefit analysis, if the value isn't
there for you financially for youto stay, or if there's no other
value for you, you're going to go.
And as a company, you don't want,if you have a lot of turnover as a
company, then there's something wrongwith, with your company and there's
(03:42):
something wrong with the management thatis over the people that keep leaving.
Because it's a huge time suck becauseyou got to train everyone and then it's
a financial suck suck too because youknow now you got to pay money to then
keep training people and keep hiringpeople it's so you need to make sure
that the people that are working for youare are happy or at least um feel like
(04:06):
they're in a really safe environment andsafe I mean Not just physically safe,
but mentally safe, emotionally safe.
What do
you look for when, when you're, let'ssay you're evaluating folks, you're
trying to fill a couple of spots.
What, what characteristics do you lookfor in those individuals who you're trying
(04:27):
to hire, um, who, who you believe willbe sustainable and, uh, help you and them
to be successful in, in the business.
Yeah.
So, um, okay.
So no.
No matter what business it is, right?
Um, there needs to be a basic core setof skills or learning that someone has.
(04:52):
It's so basic for themto be able to do the job.
For instance, um, if, if I was, youknow, if, um, if I was the manager
of a of a, of a widget company.
Uh,
and if I was hiring for aspecific job, like, Oh, I need
a, a widget engineer, right?
(05:15):
Um, the, the person who I'm lookingfor, they at least need to have an
engineering degree or engineeringcertification or whatever, so that
they know how to be an engineer.
However, Um, I, I am willing and Iwould, and I think it's more important
to take someone who's motivated anddriven, um, in that capacity versus
(05:40):
someone who has a lot of experience.
Okay.
Um, to, to put it another way.
Okay, so I'm going tofast forward a lot more.
Okay.
Okay.
So, um, after I became a manager,um, and when I started hiring people,
people, hiring people, um, you know,And, um, a lot of the stuff that I
(06:05):
was hiring was not like, uh, you didnot need to have a bachelor's degree.
You know, you can bestraight out of high school.
Um, you just need to have some kind ofcall center experience or be comfortable
on the call or comfortable on the phone.
Um, so I, so I would belooking for, for, for people.
Um, you know, in that, in that area whohad calls to an experience or at least had
(06:28):
some, you know, comfort, comfortability,making, making, making phone calls.
Okay.
Um, There was one specific personwho had maybe five, six years of call
center experience versus there wasanother person I was looking at who
was, you know, fresh out of school at ahigh school, had worked at McDonald's.
(06:51):
I worked at a couple of fast food places.
Right.
Didn't have a lot of, a lotof call center experience.
I think they may have.
And maybe a couple of months somewhere,um, in that interview process, um,
the person who, who, who had all theexperience was talking about their
experience, but then they, they kept,you know, um, they kept talking, they
(07:12):
kept saying how, um, well, what was it?
What was it?
Oh, how like where they wereat the last, the last job that
they had was really horrible.
And, and they didn't like the peoplewho worked there, um, because they were,
they were all, you know, they were allkind of jealous of them because they
were so good at what their job was.
Uh, and I was like, okay, okay.
(07:34):
And then this other person who's freshout had maybe two months of experience,
but they were like, Oh, you know what?
I'm really excited to work here.
You know, uh, I really want.
Climb up the ladder.
You know, I, I think, you know,I think the company's great, but,
you know, I, I'm just, they werejust really, really motivated.
And from my perspective, when I'mlooking for someone, look, experience
(07:57):
is something that you can gain,you know, you can learn experience.
That's what the learning is.
You learn how to do something andthen you get experience from that.
But someone who is motivated and driven.
They're not only going to learn,but they're the ones that are going
to have the capacity to excel.
And I'd rather take someone whohas the capacity to excel and who
(08:19):
wants to excel than someone who canpotentially be a quote unquote, um,
I guess, issue amongst the team.
Because see, when you're looking atmanaging or hiring someone to bring
on to a team of other people whoare around them, you need to look at
how that team functions as a whole.
(08:41):
Right, because, because, because allthose pieces, they have to work together.
Like I said, they got to berowing in the same direction.
So what's the largest team you've hadto deal with as, as a chief or director?
So, uh, largest team would say wouldbe when I was, um, I was a center
(09:02):
director and I had about, so I had,uh, about, I don't know what, like
nine or ten, uh, managers slashsupervisors under me, and then under
them, total of maybe like 70 people.
70 people, okay.
(09:23):
Yeah, yeah.
Um, And, uh, when, when you, well,see, now there's a difference
between me and a manager, being asupervisor, a manager, and a director.
Those three sectionsare, are a lot different.
And the ones I'll talk about as beinga manager versus being a director,
(09:45):
because a manager, you know, you're,you know, you're more involved with
the day to day with the work, right?
Because as a manager, you are, uh,you're responsible for some goals, right?
But you're responsible for keepingthat, keeping your team going in the
right direction, like I was saying.
But when you go up to being a director,now, it's more about guiding and
(10:11):
mentoring and supporting the manager.
See, some people think that directorsare about kind of running everything,
but that's not really the case.
Directors are more aboutsupporting and helping.
The middle manager, who'sthen the one who's helping and
guiding all their staff, right?
(10:33):
So, so I'm, I'm, I'm, I'm goingto go to like, to, to like
the end really, really quick.
When I said, we're on a path and I'mnot, now I'm going to just get it,
get into my thoughts on leadership andabout being a director and leadership.
Okay.
You know, you may have heard ofwhat a servant leadership is,
um, but servant leadership to me.
(10:53):
And I think that's the directionthat I think positive leadership
is, is when you're a leaderin a position to serve others.
And I think that's what a leader is.
A leader should be servingthe people that, that life is
about being of service to others.
I completely agree.
Exactly.
And the only, and whenyou're a leader, a leader.
(11:15):
essentially means that, youknow, there, there is a goal.
There is something that you aspire to,but you have people who follow you and
you take them with you to this goal.
You're not so a lot of people think thata leader needs to be kind of like out.
(11:39):
I mean, yes, there is some aspectsof being out in the front in terms
of, you know, um, uh, like, uh,doing presentations or just, uh, you
know, interacting with the board ofdirectors and stuff like that, you know,
company and being on the forefront.
Yes.
That's, that's all the, the visual aspectsto how you're, you know, Showing what the
(12:07):
company is or what your organization is.
But in terms of making the organizationwork, right, the leader needs to be.
like below lifting, right?
God needs to be below everyone, liftingthem up and being supportive of them.
Yes.
So, so, so it's two prong.
(12:27):
One, there's guidance where you'rehelping to guide and there, and there's
the, the aspect of guiding managementand there's aspect of, of, um, being in
the forefront for the organization Tono external external facing, and then
there's the internal facing, which is the.
(12:49):
the support from below and being thatimpactful person that ensures that,
that everyone knows what the goal is,that everyone knows, um, kind of how,
what our plan is kind of to get there.
But also that, um, this is not,um, a directive relationship.
(13:13):
This is a, uh, a, a, by directiverelationship, whereas there needs to
be communication and there needs to bediscussions and there needs to be, uh,
Um, uh, so one of the, one of the thingsthat, uh, uh, when I was, um, uh, quality
improvement director, one of the thingsthat, that I told my manager and my
(13:38):
staff, you know, when, when they askedme about why, why I always, um, I was
always transparent with them about whatwas going on in, In the organization, I
was always telling them what I would hearfrom leadership meetings or what I would
hear from the director level meetings.
And I remember one of them asked me,Preston, why, why, I mean, I mean,
(14:00):
thank you for always telling uswhat's going on, but, but they asked
me, they're like, why, why do you,why do you, why do you tell us this?
And I, and I, and I tell them, well,it's because, um, It's not just
my brain that's working on this.
I need all of your brains working on this.
I only have one brain, but if Ican connect with, you know, the
(14:24):
seven of you and have all of ourbrains together, that's a big brain.
So I'm going to bring with, I'mgoing to have my ideas about how
I want to fix something, but I'mgoing to bring it to you all.
You guys are out there doing the work.
You guys can tell me if thisis going to work or not.
Exactly.
And then we can all problem solve togetherand come up with something that that'll
(14:44):
actually, that actually makes sense.
I call that, you can be good by yourself,but excellence comes from a team.
Oh, you know, a
thousand percent, a thousand
percent, somebody on your teamis going to view it differently
from the way you do it.
But, and that's going to be a benefit,you know, because you're going to
say, I didn't really think about itthat way or whatever, uh, but no,
(15:06):
I, I, I completely agree with you.
Completely.
Yes.
Yes.
You know, some, some, some, sometimes weas humans, we, sometimes we want to move
away from conflict and disagreements,but, but, but, um, but, uh, disagreements
or issues are some are sometimes as,uh, as my current supervisor says, uh,
(15:30):
uh, mountains of treasure, um, becausewhat it means is that, but There's
something that someone has a differentperspective than you, than you do, or
there's different perspectives there.
So therefore, we need to understandall of it because all of it is valid.
And if you understand, if someonehas a different perspective than
(15:53):
you do, you want to understandtheir perspective because they're
probably not the only ones.
Who are thinking that also feel
that exactly.
Exactly.
So if you can understand what thatperspective is, and, and, and maybe that
perspective is actually the right one or,or, or not, but you need to understand it.
And then both of you can can worktogether to find to work that
(16:17):
path that makes the most sense.
Let me ask you just aquick question about that.
You're a a young African American male.
I don't know if I'd say young, but yeah.
Well, you're younger than me.
Well, I mean, I should be, right?
Exactly, exactly.
Um, but, and you, you,you're working in management.
(16:39):
You're a white collar.
You're wearing the ties and the suitsand the this and the that depending
on the meetings and all that.
Yes.
Um, have you Have you found itto be a problem being a, uh, an
African American male in managementor at the executive level?
(17:01):
How, how does that workfrom your perspective?
It's a good, it's a, it's a good question.
Thank you for listening to the Healthy,wealthy, and Wise Podcast with Dr.
William t Choctaw, MDJD.
You can listen again to this andany of the previous episodes.
Leave a comment or pose questions tothe doctor by going to www.twp.com.
(17:27):
That's www.th wwp.com and you've got it.
It's also available whereveryou get your podcasts.
Be sure to follow, like,share, and subscribe.
If you haven't already, then tune infor the next episode of the Healthy,
Wealthy, and Wise podcast with Dr.
William T.
Choctaw, MD, JD, a production ofChangemakers Communications, LLC.
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