November 17, 2024 • 18 mins
Dr. William T. Choctaw sits down with Preston Choctaw to discuss the enduring impact of strong leadership and its ripple effect on future generations. From raising a family to managing thriving organizations, this episode delves into the importance of living with purpose and nurturing a legacy that inspires others.
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(00:00):
Coming up on this episode of thehealthy, wealthy, and wise podcast,
asking the question, what, how doyou maintain a work life balance?
You know, are you, are you married?
Do you have kids?
You know, how do you
answer to a lot of that, but I wantyou to tell us, how does that work?
(00:22):
How does that fit into all
of
this?
So, yes, I, uh, I ammarried, been married for,
welcome to the healthy, wealthy,Wealthy and Wise Podcast with Dr.
William T.
Choctaw, MD, JD.
This podcast will provide you withtools and actionable information
you can use to help live a morehealthy, wealthy, and wise life.
(00:43):
It's powered by the over 50 yearsof medical experience of this Yale
University Medical School trainedsurgeon, who is also a Western State
Law School trained attorney, withexecutive of experience being a former
mayor of Walnut, California, as well asthe current Chairman of the Nonprofit
Servants Arms, and as president ofChoctaw Medical Group Incorporated.
(01:08):
This is the Leadership Masterclassedition 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, view this podcast as
an offshoot of the Leadership Masterclass.
(01:31):
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 I'm absolutely,uh, thrilled, uh, to have, uh, Mr.
Preston Choctaw.
Now, you may say, wait asecond, wait a second, Choctaw?
(01:54):
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.
(02:15):
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.
Uh, I was, so I was a qualityimprovement manager, um, for, um,
(02:38):
PACE essentially, uh, and then Imoved into a center director role.
So center director means that Iwas actually running a PACE center.
So the census I was running wasabout like three, I don't know,
like 325 or 350, uh, amount ofparticipants who were at the center.
And that was when I gave the exampleI had about, you know, Uh, you
(03:00):
know, 70, 80 employees or so, giveor take, and then supervisors,
managers were about 10 or 11 or so.
Got it.
Got it.
Um, and when, as, as a centerdirector, um, you know, I'm out, I'm
in the front, like, so my examplewas as QI director, QI, sorry, QI
(03:22):
manager, I'm in the background, centerdirector, I'm in the foreground.
I'm, you know, I'm, you know, Youknow, everything runs, runs through me.
I'm the face of the center.
Um, you know, I make sure I talk with allthe participants whenever they come in.
I try to interact with them, letthem, let them know who I am.
You know, uh, I, you know, and, andessentially I, I ran my, my center,
(03:47):
uh, in such a way that that's, sothat's how I learned more so about
being, um, a more, uh, I guess you cansay a more impactful, broader leader.
Okay.
Right.
Okay.
And
as a QI manager, I had a team of about,what, about four or five, four, right?
(04:09):
Okay.
Thank you.
Before that, when I was a manager at the,um, uh, at, at, at, at the managed care
company, I had a staff of about 16 or so,but that was a lot different environment.
Um, and then as a center director nowat PACE, you know, I have, you know, a
whole lot of participants, participantsare essentially patients, a whole lot
(04:30):
of patients that I'm responsible for.
And then I have all, all the staff, right.
Um, and the key thing that I learnedthroughout that was, um, you can utilize.
Quality, quality improvementtechniques in director level
leadership or in leadership in general.
(04:51):
Give an example.
Yeah.
Okay.
Yeah.
I thought you would ask that.
So, one of the key things about qualityimprovement, and if you get into,
you know, uh, Lean Six Sigma, or youget into the model for improvement,
Or you get into, what else, justlean and, I mean, there's all these,
all these improvement methodologies,
(05:13):
right?
Right.
Um, The first step, always the firststep, for instance, in Lean Six Sigma,
you know, they talk about DMAIC.
Well, that's, that's, those are acronyms,but the first step is the D is define.
Define the problem.
What
is the problem?
Right.
Um, in, uh, uh, um, and when you definethe problem, you have to figure out,
(05:39):
okay, you know, What's the real problem?
Not just what I think the problem is, notjust what do you think the problem is.
What is the real problem?
So
how do you get down towhat that real problem is?
So It's something so now I'm going toget into something that I've been saying
(06:02):
for a while now It's not patented.
So anyone can use it, but I've beenusing it in presentations ever since.
Okay.
Okay
Uh, I call something, uh,the the the three t's Okay.
Truth, trust, truth,trust, and transparency.
Okay.
I like that.
That's, that's how you startwith, with, with your team.
(06:23):
So you use quality improvement,quality, first step.
How do you know what the problem is?
You got to know what the problem is.
How do you get there?
You need to have truth, trust,and transparency with the
people that you're working with.
One.
Two.
Truth.
Speak the truth to them, right?
Be honest with yourself to them.
Speak truth to them.
(06:44):
Maybe they'll speak truth back, right?
Two, trust.
Once you start speaking truthback and forth, then you
establish the trust, right?
Now you have trust within each other.
And then three, transparency.
Be open as well.
Be open and honest and that'll fosterthat openness with them as well.
So when you get all three of thosethings together, And your team is now
(07:07):
open with you right now, you start tofigure out, well, the problem was this
was a problem, but no, it's really here.
This is the real problem.
So you start to get down to whatthe root cause of the problem is.
And oftentimes you got to havepeople with the truth, trust and
transparency to be honest with youand tell you what's really going on.
(07:30):
Right.
So that's from quality, but you see howthat's right with leadership too, right?
Exactly.
I worked with my, with my managers, youknow, I would have one on one meetings
with my managers every single week andone on one safe space in my office.
You tell me what is goingon, what is bothering you?
(07:51):
What are your issues?
What are some good things?
And how can I help?
Let's, let's get it.
Right.
I feel like let's get into it.
So they would tell me, they'd be like,you know, at first in the beginning,
I think, you know, it took a littlebit of time, but you know, maybe
after like, you know, the secondor third meeting, they were all in.
So I mean, oh, this is a problem.
And you know what, this, you know,or like, you know, I don't like
(08:13):
working with this person, or there'ssome communication issues over here.
Or, you know what, there's a problem overhere in this other department, you know,
or there's all these other things that Istarted hearing like, okay, okay, okay.
Yeah.
So now I know what's going on.
Now I have a pulse of what's happeningat my center, at my organization.
(08:36):
I was just going to say, on average, howmany hours would you say, I don't know, in
a day or a week, do you put into the workeither at your office or home office or,
you know, total, total, I'm just tryingto, trying to get it in a 24 hour a day.
Do you mean now?
(08:56):
Do you mean in my role now?
Yes.
What is your position now?
Okay.
Sorry.
Yeah.
Yeah.
So when I talk about beinga studio director, that was
That was my previous role.
Currently, I'm a ProcessImprovement Manager.
Okay.
Uh, and what that means is, I'messentially, I work very closely with
(09:20):
a PACE organization, and I work withtheir teams on improving their processes.
Okay.
And attaining their goals.
Is this in one place or multiple places?
Uh.
So, so it's one specific center thatI'm working with now, but I'm actually
an employee of, uh, a research center.
(09:42):
Excuse me, a research institute.
Okay.
So, uh, I think it's okay if I, I mean,it's called West Health in Institute.
Okay.
Uh, it's a fantastic organization.
Um, but essentially I was basicallybrought in, um, and they're
institute full of researchers.
They're pretty much all PhDs.
Okay.
(10:03):
They're, they're experts in their fields.
Okay.
Um, and they brought me in toessentially be a, a liaison, a bridge.
To the, the pay center andthe pay centers is, uh, it's
actually, uh, owned by the same.
It's, it's, it's not owned because,because it's, it's nonprofit, but,
(10:24):
um, uh, it's funded by the same, uh,foundation that the, the institute also.
So there's a relationship there.
Um, but my role is to, I work with the,I work with the researchers at the,
at the Institute and we work out likecurriculum and we work out different
things that we want to, you know,some process improving methodologies,
(10:48):
some aims and goals to work on.
And then I then spend, you know,most of my day then at the center.
Directly working with the teams,you know, one on ones, work groups,
you know, I do trainings with them.
Uh, we look at, um, uh, well, Icould say PDSAs, but you probably
(11:09):
don't know what that means.
Right, that's okay.
Yeah.
Do you
travel to different locations?
Yes.
So, I, I basically split my time.
I spend three days at the, um, at the PaceCenter, and I spend, uh, the remaining
days at the, uh, at the Institute.
Okay, so I go back.
Let, let me ask you another questionand I, I, I want to be, I want to
(11:31):
be respectful of your time and I cantell we're gonna need to have you
back, uh, because there, there, thereare a number of areas that we, we
we're gonna want to drill down on.
But I think certainly our listeners,particularly, you know, on multiple levels
would, would be asking the question, what,how do you maintain a work life balance?
You know, are you, are, are you married?
(11:53):
Do you have kids?
You know, oh yeah.
How do you.
Yeah, I know the answer to a lotof that, but I want you to tell us.
Okay.
So how does that work?
How does that fit into all of this?
So, yes, I, uh, I am married, I'vebeen married for Uh, 20, 20 years now.
(12:15):
Okay.
20 years.
Yeah.
I think that's right.
No, I'm just fine.
I'm . That's okay.
Yeah.
Yeah.
My wife sees this.
Yeah.
She'll be like, what?
No, no, no, no, no.
But, um, so, uh, I haveuh, uh, three boys.
Uh, my oldest is Vince Vincent, andI believe he was on your POD podcast.
Yes, yes, he was.
(12:35):
Yeah.
That's my oldest.
Yeah.
Uh, he's, he's doing somegood things right there.
Middle one.
Uh, so my oldest Vincent, he's 18.
Now my middle one, Tyson is six, 16 now.
And then my youngest one, Maxwell is 13.
Work life balance.
Yeah.
(12:55):
So, uh, uh, I, I work a lot.
Um, you know, I work a lot one because,you know, I, I love what I do and, and
I, and for all your listeners out thereand for all, uh, your college bound,
uh, listeners and those, you know, whoare trying to figure out what they want
(13:16):
to do in their lives, you know, Yes.
If you wanna get into a rolewhere it won't seem like a job,
do something that you love to do.
Absolutely.
You
only got one life.
Absolutely.
And you absolutely takeadvantage and pursue
Absolutely.
Your dreams.
Yes, I agree.
Um,
so, so, you know, I work a lot.
I love, I, I love what I do.
(13:36):
I love doing things like, you know, like,like, like I was describing earlier.
Um, but I always make it a point.
It's a carve out time everysingle day for family.
There's always familytime, no matter what.
So
right now, you know, I workvery far from where I live.
Uh, it takes me typically whenI go to the pace center, it'll,
(14:00):
it'll take me an hour and a half.
So I'm driving in the morningan hour and a half and I'm
driving home an hour and a half.
I
go
to the Institute.
It's, you know, it's an hour.
Sometimes that's an hour and ahalf too, depending on traffic.
You know, so I'm on the, sotypically I'm on the road, like
three hours every single day.
(14:21):
But when I get home, when I get home, Ialways carve out as soon as I get home,
I have like a a routine, you know, Ichange, uh, I mean, I change my clothes,
I get out all my stuff, put all my comfyclothes on because I'm chilling, you know,
uh, you know,
you know, we, we, we, we, we, uh, wealways, uh, uh, uh, eat at the table.
(14:44):
So when I come home and eat, uh,depending on where, where Vincent is,
because now Vincent has his, car andhe has classes and stuff like that.
But if he's home, uh, we'll,we'll eat at the table.
We'll discuss how our day is.
We'll all check, check in with each other.
Uh, and then also depending on if myyoungest has soccer practice, cause
(15:05):
he has soccer practice from like sevento 30 to like nine, but before that,
you know, we have, we spend our, ourfamily time together as a family.
And then I typically takethem to practice, come home.
Then we'll spend some moretime together as a family.
Then everyone will go to sleep.
(15:25):
And then I'll usually stay upand then work a little bit more.
So I typically have mywork day that I work.
And then I'll typically work at night.
I don't know.
Usually starting around 1030, you know,usually till about midnight or so.
And then I go to sleep.
So you basically find away to make it all work.
(15:47):
Okay.
You, you, you, you, you have to.
Okay, you know, no matter if you likeyour job, no matter if you don't like
your job, you know, still a job andyou're doing it to make money to, so
you can do things for your family.
But at the end of the day,it's all about your family.
It's all about who you come hometo, you know, so, so that should
(16:10):
really be a priority all the time.
And, and
just to pull that a little bit more,why is that such a high priority or
what, what, what, what, what in youropinion, makes that a high priority?
Yeah, well, um, well, for me, I mean, um,
(16:33):
it's, No, no, no matter what, no matterwhat, so your life, like my, my life is
really, I live for my family, really,you know, I mean, yes, I have my own
things, but essentially, you know, I workand I do everything to make sure that.
(16:55):
You know, that my wife has whatshe needs, that she's supported,
that
I'm there for her and that, and I want mykids to grow up, you know, a certain way.
I want them to be responsible.
I want them to, you know, maybehave a family one day of their own.
And I want to set the exampleof what it means to be a
(17:16):
father to you, to your family.
And for me, I mean, I mean, you know, Youknow, yes, I'm seeing a father because
this is me, but you know, mothers as well.
Right.
Right.
But as a father, because I can onlytalk to my own experience, you know,
and especially the fact that I'm raisingboys, so they're seeing me as the example.
(17:37):
Thank you for listening to the Healthy,Wealthy and Wise podcast with Dr.
William T.
Choctaw, MDJD.
You can listen again to this and any ofthe previous episodes, leave a comment or
pose questions to the doctor by going to.
www.thwwp.com.
That's www.thwwp.com and you've got it.
(18:01):
It's also available whereveryou get your podcast.
Be sure to follow, like, share, andsubscribe if you haven't already.
Then tune in for the next episode of theHealthy, wealthy and Wise Podcast with Dr.
William t Choctaw, M-D-J-D-A, productionof Change Makers Communications, LLC.
Coming up on this episode of thehealthy, wealthy, and wise podcast,
asking the question, what, how doyou maintain a work life balance?
You know, are you, are you married?
Do you have kids?
You know, how do you
answer to a lot of that, but I wantyou to tell us, how does that work?
(00:22):
How does that fit into all
of
this?
So, yes, I, uh, I ammarried, been married for,
welcome to the healthy, wealthy,Wealthy and Wise Podcast with Dr.
William T.
Choctaw, MD, JD.
This podcast will provide you withtools and actionable information
you can use to help live a morehealthy, wealthy, and wise life.
(00:43):
It's powered by the over 50 yearsof medical experience of this Yale
University Medical School trainedsurgeon, who is also a Western State
Law School trained attorney, withexecutive of experience being a former
mayor of Walnut, California, as well asthe current Chairman of the Nonprofit
Servants Arms, and as president ofChoctaw Medical Group Incorporated.
(01:08):
This is the Leadership Masterclassedition 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, view this podcast as
an offshoot of the Leadership Masterclass.
(01:31):
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 I'm absolutely,uh, thrilled, uh, to have, uh, Mr.
Preston Choctaw.
Now, you may say, wait asecond, wait a second, Choctaw?
(01:54):
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.
(02:15):
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.
Uh, I was, so I was a qualityimprovement manager, um, for, um,
(02:38):
PACE essentially, uh, and then Imoved into a center director role.
So center director means that Iwas actually running a PACE center.
So the census I was running wasabout like three, I don't know,
like 325 or 350, uh, amount ofparticipants who were at the center.
And that was when I gave the exampleI had about, you know, Uh, you
(03:00):
know, 70, 80 employees or so, giveor take, and then supervisors,
managers were about 10 or 11 or so.
Got it.
Got it.
Um, and when, as, as a centerdirector, um, you know, I'm out, I'm
in the front, like, so my examplewas as QI director, QI, sorry, QI
(03:22):
manager, I'm in the background, centerdirector, I'm in the foreground.
I'm, you know, I'm, you know, Youknow, everything runs, runs through me.
I'm the face of the center.
Um, you know, I make sure I talk with allthe participants whenever they come in.
I try to interact with them, letthem, let them know who I am.
You know, uh, I, you know, and, andessentially I, I ran my, my center,
(03:47):
uh, in such a way that that's, sothat's how I learned more so about
being, um, a more, uh, I guess you cansay a more impactful, broader leader.
Okay.
Right.
Okay.
And
as a QI manager, I had a team of about,what, about four or five, four, right?
(04:09):
Okay.
Thank you.
Before that, when I was a manager at the,um, uh, at, at, at, at the managed care
company, I had a staff of about 16 or so,but that was a lot different environment.
Um, and then as a center director nowat PACE, you know, I have, you know, a
whole lot of participants, participantsare essentially patients, a whole lot
(04:30):
of patients that I'm responsible for.
And then I have all, all the staff, right.
Um, and the key thing that I learnedthroughout that was, um, you can utilize.
Quality, quality improvementtechniques in director level
leadership or in leadership in general.
(04:51):
Give an example.
Yeah.
Okay.
Yeah.
I thought you would ask that.
So, one of the key things about qualityimprovement, and if you get into,
you know, uh, Lean Six Sigma, or youget into the model for improvement,
Or you get into, what else, justlean and, I mean, there's all these,
all these improvement methodologies,
(05:13):
right?
Right.
Um, The first step, always the firststep, for instance, in Lean Six Sigma,
you know, they talk about DMAIC.
Well, that's, that's, those are acronyms,but the first step is the D is define.
Define the problem.
What
is the problem?
Right.
Um, in, uh, uh, um, and when you definethe problem, you have to figure out,
(05:39):
okay, you know, What's the real problem?
Not just what I think the problem is, notjust what do you think the problem is.
What is the real problem?
So
how do you get down towhat that real problem is?
So It's something so now I'm going toget into something that I've been saying
(06:02):
for a while now It's not patented.
So anyone can use it, but I've beenusing it in presentations ever since.
Okay.
Okay
Uh, I call something, uh,the the the three t's Okay.
Truth, trust, truth,trust, and transparency.
Okay.
I like that.
That's, that's how you startwith, with, with your team.
(06:23):
So you use quality improvement,quality, first step.
How do you know what the problem is?
You got to know what the problem is.
How do you get there?
You need to have truth, trust,and transparency with the
people that you're working with.
One.
Two.
Truth.
Speak the truth to them, right?
Be honest with yourself to them.
Speak truth to them.
(06:44):
Maybe they'll speak truth back, right?
Two, trust.
Once you start speaking truthback and forth, then you
establish the trust, right?
Now you have trust within each other.
And then three, transparency.
Be open as well.
Be open and honest and that'll fosterthat openness with them as well.
So when you get all three of thosethings together, And your team is now
(07:07):
open with you right now, you start tofigure out, well, the problem was this
was a problem, but no, it's really here.
This is the real problem.
So you start to get down to whatthe root cause of the problem is.
And oftentimes you got to havepeople with the truth, trust and
transparency to be honest with youand tell you what's really going on.
(07:30):
Right.
So that's from quality, but you see howthat's right with leadership too, right?
Exactly.
I worked with my, with my managers, youknow, I would have one on one meetings
with my managers every single week andone on one safe space in my office.
You tell me what is goingon, what is bothering you?
(07:51):
What are your issues?
What are some good things?
And how can I help?
Let's, let's get it.
Right.
I feel like let's get into it.
So they would tell me, they'd be like,you know, at first in the beginning,
I think, you know, it took a littlebit of time, but you know, maybe
after like, you know, the secondor third meeting, they were all in.
So I mean, oh, this is a problem.
And you know what, this, you know,or like, you know, I don't like
(08:13):
working with this person, or there'ssome communication issues over here.
Or, you know what, there's a problem overhere in this other department, you know,
or there's all these other things that Istarted hearing like, okay, okay, okay.
Yeah.
So now I know what's going on.
Now I have a pulse of what's happeningat my center, at my organization.
(08:36):
I was just going to say, on average, howmany hours would you say, I don't know, in
a day or a week, do you put into the workeither at your office or home office or,
you know, total, total, I'm just tryingto, trying to get it in a 24 hour a day.
Do you mean now?
(08:56):
Do you mean in my role now?
Yes.
What is your position now?
Okay.
Sorry.
Yeah.
Yeah.
So when I talk about beinga studio director, that was
That was my previous role.
Currently, I'm a ProcessImprovement Manager.
Okay.
Uh, and what that means is, I'messentially, I work very closely with
(09:20):
a PACE organization, and I work withtheir teams on improving their processes.
Okay.
And attaining their goals.
Is this in one place or multiple places?
Uh.
So, so it's one specific center thatI'm working with now, but I'm actually
an employee of, uh, a research center.
(09:42):
Excuse me, a research institute.
Okay.
So, uh, I think it's okay if I, I mean,it's called West Health in Institute.
Okay.
Uh, it's a fantastic organization.
Um, but essentially I was basicallybrought in, um, and they're
institute full of researchers.
They're pretty much all PhDs.
Okay.
(10:03):
They're, they're experts in their fields.
Okay.
Um, and they brought me in toessentially be a, a liaison, a bridge.
To the, the pay center andthe pay centers is, uh, it's
actually, uh, owned by the same.
It's, it's, it's not owned because,because it's, it's nonprofit, but,
(10:24):
um, uh, it's funded by the same, uh,foundation that the, the institute also.
So there's a relationship there.
Um, but my role is to, I work with the,I work with the researchers at the,
at the Institute and we work out likecurriculum and we work out different
things that we want to, you know,some process improving methodologies,
(10:48):
some aims and goals to work on.
And then I then spend, you know,most of my day then at the center.
Directly working with the teams,you know, one on ones, work groups,
you know, I do trainings with them.
Uh, we look at, um, uh, well, Icould say PDSAs, but you probably
(11:09):
don't know what that means.
Right, that's okay.
Yeah.
Do you
travel to different locations?
Yes.
So, I, I basically split my time.
I spend three days at the, um, at the PaceCenter, and I spend, uh, the remaining
days at the, uh, at the Institute.
Okay, so I go back.
Let, let me ask you another questionand I, I, I want to be, I want to
(11:31):
be respectful of your time and I cantell we're gonna need to have you
back, uh, because there, there, thereare a number of areas that we, we
we're gonna want to drill down on.
But I think certainly our listeners,particularly, you know, on multiple levels
would, would be asking the question, what,how do you maintain a work life balance?
You know, are you, are, are you married?
(11:53):
Do you have kids?
You know, oh yeah.
How do you.
Yeah, I know the answer to a lotof that, but I want you to tell us.
Okay.
So how does that work?
How does that fit into all of this?
So, yes, I, uh, I am married, I'vebeen married for Uh, 20, 20 years now.
(12:15):
Okay.
20 years.
Yeah.
I think that's right.
No, I'm just fine.
I'm . That's okay.
Yeah.
Yeah.
My wife sees this.
Yeah.
She'll be like, what?
No, no, no, no, no.
But, um, so, uh, I haveuh, uh, three boys.
Uh, my oldest is Vince Vincent, andI believe he was on your POD podcast.
Yes, yes, he was.
(12:35):
Yeah.
That's my oldest.
Yeah.
Uh, he's, he's doing somegood things right there.
Middle one.
Uh, so my oldest Vincent, he's 18.
Now my middle one, Tyson is six, 16 now.
And then my youngest one, Maxwell is 13.
Work life balance.
Yeah.
(12:55):
So, uh, uh, I, I work a lot.
Um, you know, I work a lot one because,you know, I, I love what I do and, and
I, and for all your listeners out thereand for all, uh, your college bound,
uh, listeners and those, you know, whoare trying to figure out what they want
(13:16):
to do in their lives, you know, Yes.
If you wanna get into a rolewhere it won't seem like a job,
do something that you love to do.
Absolutely.
You
only got one life.
Absolutely.
And you absolutely takeadvantage and pursue
Absolutely.
Your dreams.
Yes, I agree.
Um,
so, so, you know, I work a lot.
I love, I, I love what I do.
(13:36):
I love doing things like, you know, like,like, like I was describing earlier.
Um, but I always make it a point.
It's a carve out time everysingle day for family.
There's always familytime, no matter what.
So
right now, you know, I workvery far from where I live.
Uh, it takes me typically whenI go to the pace center, it'll,
(14:00):
it'll take me an hour and a half.
So I'm driving in the morningan hour and a half and I'm
driving home an hour and a half.
I
go
to the Institute.
It's, you know, it's an hour.
Sometimes that's an hour and ahalf too, depending on traffic.
You know, so I'm on the, sotypically I'm on the road, like
three hours every single day.
(14:21):
But when I get home, when I get home, Ialways carve out as soon as I get home,
I have like a a routine, you know, Ichange, uh, I mean, I change my clothes,
I get out all my stuff, put all my comfyclothes on because I'm chilling, you know,
uh, you know,
you know, we, we, we, we, we, uh, wealways, uh, uh, uh, eat at the table.
(14:44):
So when I come home and eat, uh,depending on where, where Vincent is,
because now Vincent has his, car andhe has classes and stuff like that.
But if he's home, uh, we'll,we'll eat at the table.
We'll discuss how our day is.
We'll all check, check in with each other.
Uh, and then also depending on if myyoungest has soccer practice, cause
(15:05):
he has soccer practice from like sevento 30 to like nine, but before that,
you know, we have, we spend our, ourfamily time together as a family.
And then I typically takethem to practice, come home.
Then we'll spend some moretime together as a family.
Then everyone will go to sleep.
(15:25):
And then I'll usually stay upand then work a little bit more.
So I typically have mywork day that I work.
And then I'll typically work at night.
I don't know.
Usually starting around 1030, you know,usually till about midnight or so.
And then I go to sleep.
So you basically find away to make it all work.
(15:47):
Okay.
You, you, you, you, you have to.
Okay, you know, no matter if you likeyour job, no matter if you don't like
your job, you know, still a job andyou're doing it to make money to, so
you can do things for your family.
But at the end of the day,it's all about your family.
It's all about who you come hometo, you know, so, so that should
(16:10):
really be a priority all the time.
And, and
just to pull that a little bit more,why is that such a high priority or
what, what, what, what, what in youropinion, makes that a high priority?
Yeah, well, um, well, for me, I mean, um,
(16:33):
it's, No, no, no matter what, no matterwhat, so your life, like my, my life is
really, I live for my family, really,you know, I mean, yes, I have my own
things, but essentially, you know, I workand I do everything to make sure that.
(16:55):
You know, that my wife has whatshe needs, that she's supported,
that
I'm there for her and that, and I want mykids to grow up, you know, a certain way.
I want them to be responsible.
I want them to, you know, maybehave a family one day of their own.
And I want to set the exampleof what it means to be a
(17:16):
father to you, to your family.
And for me, I mean, I mean, you know, Youknow, yes, I'm seeing a father because
this is me, but you know, mothers as well.
Right.
Right.
But as a father, because I can onlytalk to my own experience, you know,
and especially the fact that I'm raisingboys, so they're seeing me as the example.
(17:37):
Thank you for listening to the Healthy,Wealthy and Wise podcast with Dr.
William T.
Choctaw, MDJD.
You can listen again to this and any ofthe previous episodes, leave a comment or
pose questions to the doctor by going to.
www.thwwp.com.
That's www.thwwp.com and you've got it.
(18:01):
It's also available whereveryou get your podcast.
Be sure to follow, like, share, andsubscribe if you haven't already.
Then tune in for the next episode of theHealthy, wealthy and Wise Podcast with Dr.
William t Choctaw, M-D-J-D-A, productionof Change Makers Communications, LLC.
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