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Tri-Cities Influencer Podcast with Paul Casey

Aug 18, 2021

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Paul Casey: Here we go.

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Paul Casey: it's a great day to grow forward, and thank you for joining me for today's episode with Chris Porter Chris is partner at Porter Kinney and a fun fact about him is he says he's a little germ of phobic or at least people think he is Chris you gotta go get a color on that one.

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Chris: Well it's true it's just been a joke a long standing joke going back decades about my German phobia one time for a birthday present somebody gave me some jello with a hand sanitizer inside the jello just to make sure the agenda was clean.

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Chris: The whole bottle of hand sanitizer was kind of molded within the jello and that was my.

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Paul Casey: love it love it well, we will dive in after checking in with our tri city influencers sponsor.

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Paul Casey: Thank you for your support of leadership development in the tri cities well welcome Chris I was privileged to meet you.

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Paul Casey: Man it feels like eight or 10 years ago now, when I visited a you're being I grew up your business networking international group I was a sub and.

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Paul Casey: ended up joining be and I certainly after that I think it was 2015 I joined the and I and it's been a great thing ever since and you were able to speak at one of my edge events when we used to do those when we combine pizza and professional development that was fun.

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Chris: that's right.

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Paul Casey: And you spoke for mid Columbia score I think once on the same topic and I just love, how you want to help other businesses out of wide rookie mistakes as you would call them and really help them thrive, as they as they launch and in those first years of development.

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Paul Casey: Well, how far Tracy and implication to know you better tell us about what your organization does what you spend 80% of your day doing.

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Chris: yeah so porter Kenny we're a CPA firm and accounting firm, so we provide tax preparation services and other accounting services for individuals and businesses.

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Chris: So business could come to us for tax advice for the preparation of their annual tax return and then also if they wanted us to run their payroll for them, keep their books up to date, help them make good business decisions, you know we're here to support small businesses in the tri cities.

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Paul Casey: Great stuff and So what do you end up spending most of your day as a partner, doing same thing or other stuff.

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Chris: yeah i'm about split 5050 right now, half the time i'll work on client work, making sure.

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Chris: You know i'm filing my clients tax returns on time, helping them make strategic business moves avoid taxes were legally possible.

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Chris: And then the other half of my day is spent on management training employees on sales on trying to improve the business, you know, sometimes with leadership we talked about working in the business versus working on the business and i'm about split 5050 between those two right now.

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Paul Casey: Nice and, as we were talking before we started recording you're in a major growth spurt in just the last couple of years right.

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Chris: yeah about two years ago, we have seven full time staff at porter kinney and now we have 24 so.

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Chris: Definitely had some growth over the last couple years.

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Paul Casey: amazing congratulations.

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Chris: Thank you.

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Paul Casey: Why do you love to do what to do.

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Chris: You know I just have always enjoyed business It just seems like something that's really fun it's almost like you're playing a strategy game.

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Chris: And if you make the right moves you're going to win, and if you don't think clearly enough or you make a mistake you're going to lose and it's just kind of this it's kind of a big game big game of chess.

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Chris: Ever since I was probably 10 or 11 i've wanted to start a business in fact i'll tell you Paul, the first business I ever started.

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Chris: A friend of mine His name was john and my name is Chris so we got together and we said we're going to combine our two names and we're going to start a lawn mowing business, so instead of Chris and john we call it crowd.

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Chris: It was cron lawn.

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Chris: Which arrives.

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Chris: So.

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Chris: That was me as a 10 or 11 year old try to be entrepreneurial but i've had a million business ideas, since then and thankfully at least one of them has worked.

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Paul Casey: How did you land on accounting and tax prep from all those business ideas, how did you sort through land on that one.

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Chris: You know it's what I did when I was at byu That was what my degree was in was accounting, so it was kind of the most natural fit, of course, to start an accounting firm when you have a background in accounting when you have work experience and accounting and a degree in accounting.

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Chris: So that's how I settled on that, but yeah I have debated about doing other businesses but.

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Chris: I know a lot of tri cities business owners that have their foot in you know many different businesses, they maybe have a portfolio of five to 10 different businesses that hasn't worked for my own personality, I like to be laser focused on just one one business.

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Paul Casey: Absolutely so who do you surround yourself with on your team, what makes a great team Member for you to hang around and also who do you who do you tend to associate with in the Community outside of porter kinney.

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Chris: Well, within porter Kenny, we have tried to hire the best person for each position and it's interesting as you try to grow a business.

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Chris: there's the lowest hanging fruit employees and that's going to be, you know your brother or your sister or your friend or your neighbor just kind of the people that are around around you that you know that maybe you're looking for a job.

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Chris: You could always hire one of them, but but really it is very important if you've read the book good to great you know, Jim Collins really emphasizes putting the right people on the right seat on the bus.

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Chris: And spending a lot of time hiring I read a book recently by Dave ramsey who recommends the same thing Dave ramsey says he does like two months of interviews before he hires anyone yeah.

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Chris: So we have been very careful in the hiring process to hire the right person for each position, not to hire the easiest person or the lowest hanging fruit or the person that we know or the person we attend, you know church with.

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Chris: When we hire someone it's it's probably at least 30 hours of my time before we make that higher and so that I think we just have an outstanding team that doesn't need to be micromanaged.

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Paul Casey: yeah the measure twice cut once principal at a boss through always said that in hiring you got to do that so way to go.

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Chris: Absolutely yeah.

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Paul Casey: For outside the organization one who helps you be successful.

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Chris: yeah so that's a great question outside the organization, you know, there are a few of business leaders in the Community, that I really respect and i've intentionally take them to lunch and pick their brain and.

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Chris: You know it's always good to maintain a spirit of humility about what we do.

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Chris: I will be the first to admit that there are you know hundreds of business owners in this area that that do a much better job than I do, and I want to learn from them, I want to.

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Chris: have them be my mentor and you know they're further ahead than I am in their business they've been doing it longer than I have and it's good for me to sit down with them over lunch ask him questions learn things from them.

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Paul Casey: yeah in fact that's on my list there's no that the reason for this podcast was I did what you did, which is take a leader to lunch, and then I thought, what if everybody else could listen in on that conversation, which is how we've gotten to the truth of the input their podcasts, though.

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Paul Casey: yeah i'm taking me to lunch, right now, but maybe i'll have to send you a grub hub or some.

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Chris: Well i'll tell you Paul and this ties in several years ago, I took a very successful tri cities business owner out to lunch to anthony's and I sat down with them, and he had grown a business from from one person from just him to over 500 employees.

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Chris: As well as the 100% owner.

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Chris: And then he sold the business for a very large sum which enabled him to you know be financially secure for the rest of his life.

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Chris: And I asked him, you know what What was your secret and one of the things that he told me really has stayed with me, and that is, he said, Chris I grew my business one strategic higher at a time.

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Chris: um and I thought that was a great focus, because so many of us think about growing our business one customer at a time.

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Chris: Well that's also true there's kind of two sides of the coin right, we have to add customers, we have to have clients, we have to you know, keep them satisfied and offer a high level of service to them.

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Chris: But the other side of the coin is getting the right people in the business like I mentioned earlier, one strategic hire at a time that's how he went from one employee to 600 employees, to a large sale.

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Paul Casey: That is so good, I hear also that the only way you're going to really bust out and grow is, you have to hire leaders, not just followers but leaders that's going to help you to multiply hiring followers just as addition so yeah great stuff one strategic fire at a time.

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Chris: yeah and Paul you hit the nail on the head, you also do not want to be intimidated it's okay to hire someone who's smarter than you it's okay to hire someone that's more educated than you are you don't have to be intimidated by that get the best people on your team and grow together.

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Paul Casey: Great stuff and speaking of growth leaders have growth mindset So how do you keep evolving as a leader what's in your own personal and professional development plan.

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Chris: What are the things i've done, I really love listening to books on my phone I use audible and I like to listen to business books yeah, but I have long time for a long time i've had the philosophy that you shouldn't consume information faster than you're able to apply that information.

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Paul Casey: or flow good let's say that again say that again.

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Chris: You should not consume information faster than you're able to apply that information.

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Chris: So, in other words, I hear some people that say hey I listened to one book a week on audible and I think well, are you really able to.

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Chris: You know, apply those principles that are being taught in that business book that quickly, maybe some people are I certainly am not.

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Chris: So i'll go through a book on audible very slowly, as I drive maybe one book every three months.

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Chris: And when I get to my location i'll pull up my phone and i'll take notes on a Google sheet as to what I learned during that drive from that business book.

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Chris: And then, when i'm done i'll kind of go through all my notes on board those things that I thought were most applicable and i'll try to apply them in my business and I try not to move to the second book until i've made some changes, based on that the first book that I read.

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Paul Casey: that's really going deep on a book I do like that I read about 40 a year and, like you said assimilating that so I I to pull over and.

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Paul Casey: Then write down the takeaways from the books as I go and then I file them, maybe i'm not assimilating them complete like you're.

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Paul Casey: you're talking about, but I do file them in categories for leadership development so that I can pass them on to clients and in seminars, in the future so totally concur with you there.

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Paul Casey: And you know i'm probably going to ask you this, so what are a couple of books that everybody's got to read if they're a.

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Paul Casey: Business owner or a leader of other people, they want to develop others or develop themselves what are some of those that pop out maybe you've read just the last few years.

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Chris: yeah i'll recommend three as kind of a must read and and if there's listeners out there that are thinking about starting a business but haven't read these three books read these three books.

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Chris: Seven habits of highly effective people by Stephen R covey obviously this you know timeless written what 40 years ago and still relevant today.

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Chris: Second, one would be good to great by Jim Collins like I just mentioned, also timeless.

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Chris: Book so vital to read if you're trying to grow your business, as the title implies from good to great and then the third one would be the E myth revisited by Michael gerber which is really kind of the small business Bible, how to grow a business from one person to 10 people to 50 people.

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Paul Casey: yeah and I think he was the one that coined that in the biz working in the business or on the business right.

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Chris: that's right yeah.

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Paul Casey: Great great book recommends thanks Chris for that to avoid burnout and negativity and even in the land of Kobe the last couple years here how have you fed your mental your emotional health and wellness on a regular basis.

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Chris: yeah that's a great question you know some business owners talk about you know you got to work 100 hour plus weeks in order to be successful, I do not buy into that philosophy and.

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Chris: Most of the effective successful people I know don't work 100 plus hours they do work, maybe 50 to 60 hours a week, I mean they're not slackers that's for sure.

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Chris: But you definitely want to take some time some personal time completely on your own I like to do some you know i'd call it spiritual time each day kind of Bible study time each day.

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Chris: That I take on my own I definitely spend time with my wife and kids each day intentionally during certain times of the day, so yeah don't neglect yourself.

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Paul Casey: yeah self care huge love, I put in, so your spiritual practice there at the beginning of the day, so setting the tone for the day what successful people do in the morning is is huge.

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Paul Casey: And then also making sure i'm sure core values family is one of your top ones as well, and not leaving them the leftovers, but prioritizing them somewhere in your day love that.

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Paul Casey: Absolutely, how do you go about getting things done, I love to know the organizational system of Chris porter, how do you organize yourself.

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Chris: Well i'll tell you Paul I went to one of your presentations several years ago, where you said that we should make a to do list for the next day.

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Chris: At the end of the day, so at the end of today i'm going to make a to do list for tomorrow, while those priorities are still fresh in your mind that was a very helpful suggestion and i've done that.

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Chris: I don't think I do, that every day, I should, but I do, that a lot of days and I appreciate that suggestion.

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Chris: So that's one thing i'll throw out the other thing i'll throw it is from Stephen R covey where he talks about that analogy of.

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Chris: Having a jar and everyone's heard this before you have a jar you want to put big rocks and it's small rocks and sand and water in it.

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Chris: The only way, you can do that is put the big rocks in first and then the sand and then the water, so the sand kind of falls around the big rocks and everything fits.

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Chris: And he uses that analogy to basically recommend you take your most important biggest priorities during the week and you schedule them into your calendar at the beginning of the week don't let any anything else interrupt those important items that you have.

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Chris: put those in first add the big rocks your calendar first and then other things fall into place.

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Paul Casey: That is so good, I was just telling that illustration, is a timeless illustration of the big rocks I was just teaching that and look at a.

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Paul Casey: Digital summit recently, because it is so applicable don't let anything crowd out those three top priorities.

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Paul Casey: And I don't know why we do this, Chris we seem to like blow ourselves off and our priorities, we would never do that to someone in a coffee shop or a client appointment right, but we do this for ourselves all the time and then we're like procrastinated yet again.

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Chris: Absolutely yeah.

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Paul Casey: And I think we would say Paul.

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Chris: Paul you also taught me didn't don't show I say obey your calendar is the phrase that you use.

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Paul Casey: is like obey your thirst have a calendar.

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Chris: that's right.

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Paul Casey: Well before we head into our next question about how Chris looks at the bigger picture versus being reactive and leadership let's shout out to our sponsor.

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Paul Casey: Well, Chris it's easy to get trapped in simply reacting to crises and leadership and putting out fires, how do you specifically step back and take a look at the bigger picture and get ahead of stuff.

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Chris: yeah that's a great question.

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Chris: I don't know I don't have a perfect answer for that, but i'll tell you one thing i've done is i've turned off.

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Chris: That little notification on the computer where every time you get an email this little thing pings up you got an email from this person.

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Chris: You know I definitely spend times during the day when when that's completely off when I don't hear any beeps for my cell phone and it beeps from my computer and I could just be focused.

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Paul Casey: You also take time as a company with your your core team to do some strategic planning for the year ahead or the quarter ahead anything like that.

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Chris: Absolutely my business partner and I we meet weekly Mondays at 1pm and we talked about yet planning and how our goals are coming along.

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Chris: And then we have a group of directors of the company so there's two owners and then for directors of our different departments.

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Chris: And we are all reading good to great even if we've read it before we're all reading good to great and then we're meeting on July 30 for an all day retreat with you know some refreshments and a meal and.

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Chris: And some activities and we're going to discuss the principles and good to great and how we can apply them to our business.

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Paul Casey: love the book study idea and now ramsey himself his organization, when you get hired there you get a box of books.

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Paul Casey: Because he wants everyone to be speaking the same language and so that that's a cool thing you're all going to do together, even if it's a reread for many of you it's a new read for others.

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Paul Casey: love the off site retreat to i'll put in a plug there as well, I love doing those leading those with companies because.

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Paul Casey: You know it's a chance to relationship build like you said eat some food together break bread and look ahead without without that constant notification barrage or interruptions throughout your day so way to go for getting your team away to think ahead.

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Paul Casey: What key moves did you make, for your Organization has this whole coven thing went through in the last couple of years, how are you responsive to that how did you become strategic in an uncertain time.

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Chris: You know, maybe, instead of answering how I did that you know I serve a lot of clients and maybe I could just anonymously talk about how some of them navigated through it.

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Chris: Right, it was very interesting, you know we serve like I said a lot of businesses in the tri cities and restaurants, I thought were very interesting during coven.

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Chris: We have a lot of restaurant clients and some of them just almost instantly you know when march hit when April hit.

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Chris: They quickly got on uber eats and doordash or had their own delivery drivers and just quickly revamped their business model and some of them did very well, some of them were selling more food than before the pandemic.

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Chris: Whereas some of them who just kind of dogmatically stuck to the old business model really struggled so.

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Chris: Whether it's co founder whether it's another crisis or whether it's just a constantly changing paradigm of technology, we absolutely need to be responsive on our feet, we cannot run our business like we did five years ago, and we cannot be afraid of change.

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Paul Casey: yeah and you bring up that word change, what do you feel most people don't of course don't like change.

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Paul Casey: I find leaders are a little bit more comfortable with it because we're the ones, usually driving it you had this huge growth.

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Paul Casey: spurt in the last couple of years, so i'm sure with that came some change whether that's procedures, if not just different people, how do you best lead organizational change and how would you recommend other business leaders lead change.

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Chris: yeah that's that's a great question there's always resistance to change.

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Chris: In fact, well, I probably won't share that story, I was about to share a.

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Chris: story, but I don't know if I could do it in a confidential enough medicine.

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Chris: But there's always resistance to change but.

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Chris: yeah I think you just have to talk about how you know the very obvious truth that if we don't change we stay the same.

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Chris: Now that just sounds so stupid, but it's true if we don't change we don't grow if we don't change we don't progress.

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Chris: And I think people just need to realize, you know, like my friend my mentor that I talked about earlier that I met at anthony's going from a one person company to a 600 person company.

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Chris: Their organizational chart must have changed, you know 27 different times, or more.

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Chris: And even in Puerto kitty, you know as we went from when, as a seven person company, you know our organizational chart was basically here's the two owners of the top.

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Chris: And here's the five people that report to us it was just very basic we had an organizational chart but it's like okay we're in charge and we're the supervisors that's all it is.

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Chris: But now as a 24 person company, the two owners don't necessarily want to be in charge of all 24 so we revamped our organizational chart.

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Chris: And that is something that i'd recommend that's something that Michael gerber recommends and the E myth, no matter how small your company is make an organizational chart.

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Chris: give each person, a job title give each person, a list of their duties that they need to fulfill and, as you grow annually, you should be updating that organization chart.

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Paul Casey: What do you do what became a something you delegated to that next level I think you're calling the directors right, the Director level that you did before, but with growth and you know delegated for someone else to supervise.

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Chris: Well, one example would be semi annual performance reviews, yes, so I used to do all of them myself and now i'll do the four directors, will do a semi annual review with me and then each of them will do four or five with the people in their department.

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Paul Casey: What do you use for performance reviews what system, do you do some self evaluation is it a is it a rating scale is it more narrative what have you sort of landed on lately I know it's probably always in flux, but.

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Chris: yeah one thing I mean there's a lot we could talk about there, but one thing I think that we've changed recently that's been very effective is give the staff member of the team Member the feedback before the performance review.

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Chris: You don't want to be sitting face to face with somebody and all of a sudden just surprise them with some negative feedback or constructive criticism, as we call it in a more politically correct.

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Chris: way.

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Chris: You don't just want to surprise somebody in a face to face setting because naturally they'll become defensive.

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Chris: So if you send them an email beforehand and say hey thanks so much for meeting with me tomorrow at two.

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Chris: Here are some things that I think have been going really well give them six or seven here's two things that I think we can improve on and set some goals on, then they go into the meeting, knowing what's going to be discussed and there'll be less defensive.

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Paul Casey: I found that i've got three other clients that also do that same thing they send their performance review a day in advance it's for the people who like to Milan things you know and it probably.

00:22:56.820 --> 00:23:08.850
Paul Casey: Well, for mostly it settles them down because they get freaked out on the day of their performance review, but yeah it's sort of like brings it in and more of a conversation the next day, instead of the surprise or.

00:23:09.480 --> 00:23:13.800
Paul Casey: This is, you know this is going to be this very tense conversation I think it's a great move.

00:23:15.360 --> 00:23:17.280
Paul Casey: Speaking of difficult conversations.

00:23:17.520 --> 00:23:36.180
Paul Casey: Conflict very difficult among teams and when you're a supervisor and you have to confront a direct reports someone on your team it's it's usually not a whoo you know kind of day, how do you first of all bolster the courage to have that conversation, and not just let it keep on going.

00:23:37.440 --> 00:23:47.220
Chris: yeah I think you bolster the courage by reminding yourself that that conversation is not only good for you, but it's good for that particular team Member to hear.

00:23:48.870 --> 00:23:54.990
Chris: You know and Jim Collins again back to good degrade he talks about that a lot he talks about, for example, the ultimate.

00:23:55.770 --> 00:24:06.540
Chris: Tough conversation is the conversation where you have to let somebody go and he talks about in his book if there's somebody who is not a good fit for your organization not only.

00:24:07.500 --> 00:24:13.920
Chris: Are you doing yourself a disservice by keeping them on you're doing them a disservice by keeping them on the team because.

00:24:14.250 --> 00:24:18.930
Chris: They might be a much better fit for another organization with a different culture with different goals.

00:24:19.380 --> 00:24:31.830
Chris: And by continuing to keep them on your bus, even though they're in the wrong seat and on the wrong bus you're basically wasting years of their life so do yourself a favor do them a favor by having that tough conversation.

00:24:32.190 --> 00:24:50.550
Paul Casey: No, that is so good, because you really want to have the conversation in service of them, and your organization so you're serving two purposes and when people just don't want to have that conversation so you've had to let people go, probably in the course of your leadership over the years.

00:24:51.900 --> 00:25:05.940
Paul Casey: Take us there for a moment what have you learned about the the conversation where it's like we're not a match, how does How does that go, but what recommendations would you have to business owners and other leaders who have to have that conversation.

00:25:06.930 --> 00:25:10.020
Chris: yeah well there's certainly no easy way to have that conversation.

00:25:11.160 --> 00:25:16.770
Chris: But you really just want to treat people very well on their way out.

00:25:18.120 --> 00:25:25.560
Chris: Whether that be giving them a generous severance payment on their way out or allowing them to stay on the health insurance for a couple months.

00:25:25.980 --> 00:25:40.860
Chris: Just whatever you can do to really kind of make the transition easier from your place to someone else's and if it wasn't really you know, a specific problem with their job performance, it was just in general they didn't fit the culture.

00:25:42.090 --> 00:25:52.440
Chris: That you were trying to promote maybe they would be a great fit at another company and you could even help them try to find that next company try to find that next job where they would be a good fit.

00:25:53.610 --> 00:26:02.070
Chris: So I think more than just choosing the right words during the conversation I think you have to look at the whole experience as treating that employee with dignity on their way out.

00:26:02.400 --> 00:26:15.660
Paul Casey: Oh, so good that we're dignity yeah always helping them save face I had one boss that told me, you know someday I might be working for you, Paul and and as a custodian so I want to make sure we leave on good terms.

00:26:16.260 --> 00:26:26.340
Paul Casey: That was good you've never done it in a Community like the tri cities to you're going to run into these folks probably that it's important for us to do it well, always with dignity.

00:26:26.790 --> 00:26:31.560
Chris: yeah and Paul that's a key point where we are in a small town, this is not Chicago, this is not New York.

00:26:31.980 --> 00:26:41.190
Chris: And with customers and staff members even former staff members yeah you're going to run into them at the grocery store, you know, two weeks from now so just treat everybody kindly and with dignity.

00:26:42.210 --> 00:26:53.010
Paul Casey: You mentioned the word culture, when you said you know they may not be a fit for the culture, what kind of culture is porter Kenny trying to develop among the staff so that.

00:26:53.460 --> 00:27:04.650
Paul Casey: You know if I were to walk in your business, this would be like the feel that I would get you know, in the air, what do you try to promote there and what are you banging the drum on always with your team.

00:27:05.850 --> 00:27:15.300
Chris: yeah that is a fantastic question so we definitely have a culture of continuous improvement and with continuous improvement comes change like you mentioned.

00:27:15.990 --> 00:27:23.790
Chris: we're a different company, they will were just two years ago, so people that are resistant to change and don't like.

00:27:24.180 --> 00:27:38.250
Chris: Learning a new software program or you know learning a new process or having a new organizational chart they would have a tougher time staying with quarter Kenny, because we have this constant pursuit of excellence and improvement in our organization.

00:27:39.510 --> 00:27:47.430
Chris: And then on the flip side of that we also like to have fun and we like to you know, have a good rapport with everyone on the team.

00:27:48.900 --> 00:28:02.580
Chris: We like to have a fun culture and we'd like to not take ourselves too seriously and those two aspects of our culture, they might seem like you know, oil and water trying to mix, but I think you could have both.

00:28:03.540 --> 00:28:07.920
Paul Casey: So i'm not gonna i'm not gonna see some nerf gun wars in the accountants office is that what i'm saying.

00:28:09.570 --> 00:28:16.950
Chris: yeah you might just see somebody converting a desk to a ping pong table in the other room a couple days ago.

00:28:17.790 --> 00:28:18.090
Paul Casey: Good.

00:28:18.210 --> 00:28:18.870
Paul Casey: I like it.

00:28:19.170 --> 00:28:24.150
Chris: I didn't know they solve these little small ping pong nets that you can put on top of a desk and you know, have a couple of games.

00:28:24.210 --> 00:28:24.510

00:28:25.830 --> 00:28:34.290
Paul Casey: awesome well Chris Finally, what advice would you give to new leaders or anyone who wants to keep growing and gaining more influence.

00:28:35.790 --> 00:28:38.370
Chris: Well, I think i've already given it but.

00:28:39.870 --> 00:28:52.170
Chris: I was recently talking to a very new business owner probably had two employees and I could tell during that meeting, you know, he did 95% of talking he didn't ask for any advice.

00:28:53.460 --> 00:28:55.980
Chris: The impression I got was that he already knew everything.

00:28:57.750 --> 00:29:05.940
Chris: Even though I could tell that certainly there were things that he could do better with his business so just having a little bit of humility and just recognizing.

00:29:06.990 --> 00:29:13.680
Chris: Wherever you are in your leadership, development or in the business growth, there are people ahead of you that you can learn things from.

00:29:14.610 --> 00:29:23.580
Chris: Some of those people are right here in the tri cities, and you know sit down with them ask them questions and some of those people are national experts who have written books read those books.

00:29:24.450 --> 00:29:32.190
Chris: don't ever get to the point where you think you just have all the answers, and you know everything because that's the point in which your professional development is going to go downhill.

00:29:32.700 --> 00:29:41.850
Paul Casey: Absolutely stay teachable stay coachable tries to the influencers Chris How can our listeners connect with you and your business.

00:29:43.410 --> 00:29:48.480
Chris: Well, I can feel free to shoot me shoot me a question at Chris at quarter can that's my email.

00:29:50.010 --> 00:29:59.850
Chris: yeah and you know our business information is pretty easy to find our website is porter can you calm, but yeah one of your listeners can can feel free to reach out to me if they wanted to connect.

00:30:00.690 --> 00:30:05.940
Paul Casey: Well, thanks again for all you do to make the tri cities, a great place and keep leading well.

00:30:06.750 --> 00:30:07.320
Chris: Thank you, Paul.

00:30:08.070 --> 00:30:11.820
Paul Casey: We wrap up our podcast today with a leadership resource to recommend.

00:30:12.090 --> 00:30:21.390
Paul Casey: i'm starting a membership Community i'm calling it bullseye bullseye is going to be for team leaders, if you supervise other people bulls is for you.

00:30:21.600 --> 00:30:28.890
Paul Casey: for less than like 75 cents a day you're going to get some plug and play resources every week in your email box.

00:30:29.130 --> 00:30:35.070
Paul Casey: Things videos you can play for your team meeting icebreakers that you can give in your one to ones.

00:30:35.340 --> 00:30:41.850
Paul Casey: They all have performance evaluation forms and one to one flow is there's going to be all sorts of great stuff.

00:30:42.120 --> 00:30:50.610
Paul Casey: If you're a team leader, so that you'll actually look forward to opening an email from growing forward services, so you can come to my website at Paul

00:30:50.790 --> 00:31:00.660
Paul Casey: As that begins to launch and get in on the ground floor of this, because then you'll be part of the discussion as we help each other grow in our businesses and leadership development.

00:31:02.910 --> 00:31:10.620
Paul Casey: Again this is Paul Casey want to thank my guest Chris porter from porter Kenny, for being here today on the tri cities influencer podcast we also want to thank our.

00:31:11.160 --> 00:31:19.740
Paul Casey: sponsor and invite you to support them, we appreciate you making this possible, so that we can collaborate to help inspire leaders in our Community.

00:31:20.130 --> 00:31:34.530
Paul Casey: Finally, one more leadership tidbit for the road to help you make a difference in your circle of influence when you lose your focus, you lose your momentum until next time KGF keep growing forward.