Sep 23, 2021
Paul Casey:
Change isn't cemented until it becomes part of the new routine and it's the leader's job to create the culture. Remember I led with that two sessions ago, a change of culture only happens through accountability,
Speaker 2:
Raising the water level of leadership in the Tri-Cities of Eastern Washington. It's the Tri-Cities influencer podcast. Welcome to the TCI podcast. We're local leadership and self-leadership expert Paul Casey interviews, local CEOs, entrepreneurs, and non-profit executives to hear how they lead themselves and their teams. So we can all benefit from their wisdom and experience. Here's your host, Paul Casey of growing forward services, coaching and equipping individuals and teams to spark breakthrough success.
Paul Casey:
It's a great data grow forward. Thanks for joining me for today's episode with Ken Hohenberg. He is the chief of police in Kennewick, and I asked him for a fun fact about him and he unequivocally said, I start on time. So Ken, you got a couple of instances of that where everyone around you knows that you start on time.
Ken Hohenberg:
Yeah. You know, it's just one of those things I've been tagged with over the last 18 years being, being the chief of police, here in Kennewick. But I related a story here recently about the fact that when we dedicated this building in 2008, May of 2008, my friend Andy Miller, that Ben county prosecutor was running late. And I'm sure it was legitimate for some court issue. And he was with Scott Johnson at the time who was his chief criminal deputy. And as they were hurrying trying to get to our building dedication down here at 211 West 6th, Andy had made the comment about, we need to hurry because the chief always starts on time and Scott's going, you know, Andy, these things never start on time. We're going to be fine. And anyway, they arrived late and we started on time. And, and since that time, I mean, whether I'm doing new officers swearing in whether it's entry or lateral police officers or promotion ceremonies, we always start on time. I just, I firmly believe that when you have people adjust their schedules that, you know, out of respect for other people, we started on time. So I'm kind of quirky about that. And I know I probably drive my wife nuts too, because I, I like to, I like to be on time and, and sometimes that's not as important to other people.
Paul Casey:
We often marry our opposites. So yes, I totally can relate.
Ken Hohenberg:
Well, she she's my better half and keeps me out of trouble in a lot of different areas. So I'm okay with that.
Paul Casey:
Oh, that's good stuff. Yeah. I've actually at a previous leadership position said, we're going to start with whoever's here. And one time I was in a leadership team meeting, I was the only one in the room. So I started and I said, I'd like to welcome you all here. And they all walked in one at a time and said, who are you talking to? I'm like, we agreed that we were going to start with whoever's here. And I was being ridiculous to make a point, but yes.
Ken Hohenberg:
Point well taken.
Paul Casey:
Well, we're going to dive in after checking in with our Tri-City influencer sponsor, take back your weekends and let Senske services be. Your green team. Senske services is a locally owned and operated company founded in 1947. That has been working with families for nearly 75 years to help create and maintain environments that are great places to live, work and play. They're a family business built on family values and Senske is dedicated to delivering quality and providing exceptional customer service. Senske offers a variety of services, including full service, lawn care, pest control, tree care, and Christmas decor. You may have seen their holiday light show at the corporate office. It is a must see every year services are backed by the Senske promise, which means the job will be done right. Or they come back out to learn more about the services Senske provides and the offers available to you visit Senske dot com.
Paul Casey:
Thank you for your support of leadership development in the Tri-Cities. Well welcome Ken. I was privileged to meet you. We were trying to come back when that was, but I know it at the least it was 2006, 2007 when I went through leadership Tri-Cities and you're always so gracious to speak on a law enforcement day and a law and justice day. And so appreciate you doing that for the community where we all get to meet you and get to see the, the new police station over there, which it was even before that, because he said it was oh eight. Right? So it was, so I got to meet you before that. I got the privilege of interviewing you at Columbia community church. When I did like a meet the leader, meet some co community leaders. So I was just chomping at the bit to get another chance to interview you. So thanks for being here today. Well, so that our Tri-City influencers can get to know you tell us a little bit more about the Kennewick police department and what do you spend most of your day doing?
Ken Hohenberg:
Also the Kennewick police department were authorized 108 commissioned police officers. And obviously we have support staff on top of that. And we're also very fortunate. We work with a lot of great federal partners. So including state partners as well, we have department of corrections, community corrections officers work out at the Kent police department along as well as CPS workers from DSHS. So it's a busy place around here and probably, you know, going back to your fundamental question about how I spend 80% of my day prior to COVID throw that in. And if, if you can't chuckle a little bit, the year and a half, that we've been through this, but you know, 80% of my day really is really engaged in interacting with people. And one of the reasons why I was attracted to policing to begin with, I, I like having flexibility in my schedule, but, you know, and I use the term. I love people because I really do love people. It's been rewarding to me. I just finished 43 years with the city Kennewick on July 17th, finished 18 years as the chief of police on July 1st. So, you know, I've had really what I would consider my dream job. I, I, I, I like to think that collectively the kind of what police department makes a difference in the community and little influence over that. And, but I get to work and interact with great people.
Paul Casey:
What's the average tenure. I'm just curious, have a chief of police.
Ken Hohenberg:
It's about five years. Really? Wow. Yeah, it is nationally. It's about five years. And, you know, even if you compare around locally on chiefs and sheriffs that we've had here locally, it's the tenure's longer than that. I'm like the fourth police chief and Kennewick 60 some years, it's a Lincoln was police chief for 24 years. And Bob Arkoff was police chief for 15. And Mark Harden was police chief for 10. And then I'm the second longest tenured police chief at 18.
Paul Casey:
Wow, great longevity, great longevity. There's so much more you can do when you're at a place for that kind of length and you can help create the culture even more. I'm sure you've been able to do that more so than other schools are coming God in five years or less.
Ken Hohenberg:
No, that's true. You know, I mean, it's hard to change a culture, even, even when you grow up in an organization, you know, what's good, you know, what's bad, but it's hard really, you know, when you start dealing with, you know, police departments that have 50 or more police officers, it's, it's a challenge to change the culture in less than five years. So I've been very, very blessed that I've been able to be in this position as long as I have, and even more blessed people haven't wanted me to leave. So
Paul Casey:
Yes, yes. And I hope you caught that Tri-City influencer listeners, that if you're trying to do a culture change, it's the long game, you know, if you've been there less than five years, you've probably inherited a lot of issues and just keep plugging and keeping faithful at your position. So Ken, who do you surround yourself with? I would say like on the inside, like who are you choosing to have in your inner circle or even the hires, you know, in the entire KPD and then outside your organization, who else do you like to hang out with because you know, that they're critical to your success?
Ken Hohenberg:
Well, that's a great question. And, you know, I've fed for years when, when I first was appointed chief back in 2003, I realized the most critical thing that we could do is who we hired to begin with. You know, if you look at what's going on, not only across the state, but nationally, the unfortunate thing for law enforcement agencies, we still have to hire from the human race. So human beings and human beings make mistakes, but so we really have to be tasked with finding truly the best of the best that understands the core values of public service, bringing their best to work every day. And that really was back in 2003, where a lot of agencies were trying to recruit and expand the opportunities for people to get hired by different law enforcement agencies. I actually increased our hiring standards and we have some challenges with personnel issues, especially the first seven, eight years that I was the police chief.
Ken Hohenberg:
I can tell you the last seven or eight years have been the best years that I've had being a relatively few complaints. Last year, I had less than a dozen complaints, a whole department, and over 500 compliments, I started tracking compliments well. And so those are people that will take the time and an email, a letter, something than just the word on the street, send it in something formal to the, to the department. But you know, really trying to surround myself with really talented, the A-plus students that you bring in in D and then certainly right hand in glove with who you hire, being the most important thing then right behind that is who you promote. So after you have people that you know, are tenured in an organization, you have an opportunity to watch them. I tell people, you know, the, the cool thing about pleasing as I hire leaders from day one. So most person in the door is a leader, or they're not going to be with the Kent police department. So then strategically when they enter into a formal leadership position, like a Sergeant or Lieutenant a commander, or the assistant chief, I'm really picking the best of the best at that time to continue moving the organization forward, people that understand the mission, but also have the people skills, the common sense to continue to facilitate that mission as well.
Paul Casey:
I love that that a complaint compliment ratio 12 to 500
Ken Hohenberg:
That's, you know, and the funny thing of it is, you know, even when I hired on the department in 1978, we've always tracked our complaints. And, and I don't know why that I decided, but in oh three, after I was appointed chief, I thought, you know, if I'm going to hold officers and personnel accountable for mistakes or things, they do wrong, I'm also going to give them credit for the things they do. Right. And I was really surprised at the amount of compliments we generated, but those complaints went down over the years. Has I dealt with different discipline issues as well as increased hiring standards and really, really set the tone for what it was going to take to be a Kenwood police officer.
Paul Casey:
Yeah. It's a measurable, right. And it's, and it's something and what we measure, we, we tend to focus on. So I love how you, you decided to, to measure both of those things. And now you're seeing the fruit of that. How about outside the organization? Can, who do you, who makes you successful outside of KPD?
Ken Hohenberg:
You know, I was fortunate way back when my father-in-law who passed away in 1999, he told me a long time ago when I was young patrol one that you ever join a service organization, you have to join rotary. And I'm like, Hey, I didn't know anything about that. And I can tell you the Rotary club, they're all great service clubs. Yep. And when I was a captain in 1996, I was working with the tech skill center and I got asked to attend a rotary meeting. And I ended up joining Columbia center rotary. And I've been a Rotarian ever since 1996. And, you know, having people outside your normal business dealings outside that normal work group that you're in, I think is healthy. Not only mentally, but keeps you aligned with a more normal perspective, but I've really intentionally tried to align myself with people that have like values that I do.
Ken Hohenberg:
A lot of people know Dave Retter from Sotheby's, you know, Craig jerkies is a good friend of mine with sun Pacific energy. We worked together on the boys and girls club that we built here in east kennel, WIC. I've just been blessed over the years with a lot of good, good friends that have been supportive of me in this role as police chief, but supportive of me is can a horn bird for the person that I am all has like values when it comes to giving back to the community, really trying to make a difference in her community.
Paul Casey:
Yeah. So healthy. And I've heard such good things about rotary throughout the year. So how many clubs are there in the Tri-Cities? There's several aren't there.
Ken Hohenberg:
Yeah. There's six clubs in the price cities right now. And I'll tell ya. I, you know, I had speaking engagements at Kiwanis and a number of other civic organizations, and they're all great when people get engaged and involved
Paul Casey:
Yes. Service above self and what a great model too. So can leaders have growth mindsets? They don't have those fixed mindsets to say like, well, I was born this way, you know, or that's the way I am. And so how do you keep evolving as a leader 18 years in your current position what's in your own professional development plan?
Ken Hohenberg:
I think one of the things that have really helped me evolve over the years is it's probably a good thing, but it's also sometimes negative because I get involved in more, you know, over the years, I've just had an opportunity, whether it's been through our Washington association of sheriffs and police chiefs, I'm a past president of that. I currently serve as a board chair for the Washington auto theft prevention authority board. I'm the vice chairman of the Northwest Haida, which is a high intensity drug trafficking, which has a federal program comes to supporting our law enforcement agencies. So besides the, you know, the, the personal things that I am engaged in, I try to find opportunities for continued professional growth as well, because nobody knows at all.
Paul Casey:
Yep. Yeah. So good. It sounds like they're all, they're all sort of stretch assignments for yourself that you put yourself in other leadership positions to stretch you and add value in other areas.
Ken Hohenberg:
Well, and the benefit really comes back. Not to me directly, personally, but it's come back to benefit. Not only the kennel police department, but the other surrounding agencies, as well as our communities.
Paul Casey:
Yeah. So it boomerangs back on you when you serve. I love that. How do you go about getting things done? Can let, let's go a little like behind the curtain there and you're in your office. How do you organize yourself with so many things coming at you?
Ken Hohenberg:
You know, well, one of my commanders told me I was like a fighter pilot. He said, I don't know how you do it. You just, you fly by the seat of your pants, but you always come out on top. And I'm like, I don't know about that. I get over committed, you know, but, but the reality of it is, is, you know, you do have to have a way of prioritizing what is most important because there are so many things that are really important and it's like, people talk about priorities. If everything's a priority, then really nothing. And so, you know, in my day changes constantly, you know, when I get up in the morning and the first thing I do is I grab my phone and I look for any text messages from the on-duty commander that we have, you know, drive by shooting.
Ken Hohenberg:
If it's something really bad where somebody's been shot, I get a phone call in the middle of the night, but, or a police officer gets hurt. But it's one of those things that my date changes constantly. So it's hard sometimes for me to say the map out my roadmap for the day, or even for the week to say, this is what I plan on getting done, because sometimes my schedule changes that for me. And to be honest with you, that's one of the things that I love. And so maybe I was made to be a fighter pilot and I don't have any, I don't have any real deep wisdom that I can share on how I've been able to manage my schedule. Even my wife at times say, you know, you really should look at your calendar the morning, maybe the night before. And, but to me, my evening can be filled with something that I'm doing either professionally or, or what the family and you know, oh, you try to balance all of that with the time that you have, because you can't grow more time.
Paul Casey:
That's right. That's right. Well, before we head to our next question on how can it looks at the bigger picture, even in a career where there's so many crises that he must react to let's, let's do a quick shout out to our sponsor. Are you dreaming of a lush weed, free lawn? Have you heard what your neighbors are saying about their Senske lawn, a lush weed-free lawn in, within your reach? Don't just take it from us. Listen to what people in our community are saying about Senske services. L.E. of Kennewick said I've been a customer for several years and I can depend on Senske to take good care of my lawn. I always get a call before each treatment and a detailed report after Mildred w Kennewick said, the workers are always willing to satisfy the customers. And that says a lot. Thank you for everything. Since key services is a locally owned and operated company that has been in the business of lawn and tree care for nearly 75 years. This means nobody knows green lawns. Like Senske let Senske help you achieve the lawn of your dreams by visiting sinskey.com today to learn more. So is probably easy to get trapped and do reacting to crisis being in law enforcement. How do you as the head leader specifically step back and intentionally look at the bigger picture?
Ken Hohenberg:
Hmm. I think that's a great question as well. You know, I mean being strategic rather than being tactical right in the moment at the time. And I know it's, it's hard for me to give you some specific examples, but I know with my current command staff and I have a great bunch of leaders that I get to work with every day and assistant chief and four commanders and poodle lieutenants, and it's sometimes we'll be dealing with a situation and it's not that they're in the panic mode, but they think I'm going to react to it. And I have the least reaction out of everybody. And it's not because I'm not engaged or I don't care. It's I know how I react is probably going to dictate how others react as well. Yeah, well certainly in leasing where you're dealing with community issues and sometimes a crisis, the last thing that you need is for somebody to add to that crisis.
Ken Hohenberg:
And, you know, fortunately the longevity I'm sure has helped me over the years. I don't know that I was as methodical as I am today, you know, 40 years ago. But I can tell you that I really want to set the tone, not only for the command staff, but also for the rank and file. We're dealing with all of this police reform right now. And you've read and heard about issues where police are not going to respond to this type of call or that type of call. And I've had a lot of people ask me about that. And you know, my answer is it depends on the circumstances. No, I've never been a guy that's just black and white and say, you know, we do this and we don't do that because sometimes one set of circumstances will dictate one response versus another set of circumstances may dictate no response.
Ken Hohenberg:
But you know, once again, we have an obligation to the public for public safety. And I feel very strongly about that. And regardless of what challenges we're given, we're going to work within the guidelines of the law and we're still gonna deliver excellent public safety. That's what we're we do. Like a lot of other businesses, people don't have a choice where they go to get that service. So I want to be everything for everybody all the time, or as much as, and, you know, I work with really smart people that can figure that out. And that's the reason why I also feel very fortunate. We have three unions within the Kenwood police department at the management association, the police officer's benefit association, and then our professional staff are represented as well. And I've had one grievance in 18 years. Wow. Now, which is, which is huge. And that was moved to the city manager over a termination, moved to the city manager and the city manager upheld by position and the union wouldn't take it forward past, past that point. But all the communication to me is, is key. And also letting employees know that you truly do care about not only them personally, but about what they bring to the table and what they're doing molar here.
Paul Casey:
Well, so you would probably be an advocate for the way to avoid union conflicts is to care about your people probably have great communication with them. Any other tips for those that might be listening that are in a union environment?
Ken Hohenberg:
I I'll tell you. I I've been very fortunate. I was an interim fire chief for six months, and I had an opportunity to work with the fire union and my first meeting with them, I chose to have over lunch. I bought them all lunch. And it's amazing when you sit down over food and you're honest and open with people and you tell them what you can do and what you can't do work, you can get done. And we just, we had a fabulous, I think they were a little reluctant at first, but after our first meeting, they ask if we could continue those meetings. Wow. You wanted me to buy him lunch again, but great time. And I, I just always have strived, you know, relationship relationships are built on trust, which would be willing to get out of your office in order to build those
Paul Casey:
Here you're here. And if you get nothing out of this interview, Tri-City influencers lead with food leaders lead with food. Yes.
Ken Hohenberg:
There's a reason why people have broken over the years.
Paul Casey:
Yeah. There's something about the table, you know, that that develops trust and relationships. I don't know. Well, Ken, it's been a tough year for, for everyone and I'm sure for the police department, you've had to be responsive and strategic in an uncertain time. What key moves did you have to make? And I'm talking about both COVID and civil unrest, and you've alluded to a couple of those things already. What, what strategic moves did you have to make in the last year and a half?
Ken Hohenberg:
Well, you know, I'll take the protests because as you know, we had, we had protests in the Tri-Cities and in all three cities kind of what original inner Pascoe. We also had some challenges with people exercising their second amendment rights and growing up with semi-automatic weapons, protecting businesses. And you know, one of the things that I decided to do, and it's going to sound like a common theme here again, but I actually invited three different groups together to, to protesting. And one that was second amendment rights. And they were all somewhat in conflict with each other. And, and once again, I, I bought them pizza for lunch and they were, I was surprised. I mean, we had, our detectives had developed relationships with all three groups and everybody was passionate about what they were doing, but we have some really, really good dialogue in about just under three hours.
Ken Hohenberg:
And, you know, I know one of my commanders ended up picking up the pizza cause I wanted good pizzas. I didn't buy cheap pizza. And I bought the pizza, you know, you know, we got, we got phones, we can. And I said, no, I want to buy the pizza. I think there's, there's something you put your money where your mouth is, right? Yes. Strongly enough that there was enough conflict that could, I didn't want to see larger conflict. And at the end of our meeting, we actually ended up standing together at a news conference and the, the protest steers or not the protesters, but the, the people that were trying to defend some of the businesses where we weren't having issues, they decided that group ended up ultimately disbanding. So, well, I think there was some honest, effective communication that was done between those three groups. My role was really just facilitating.
Ken Hohenberg:
But once again, somebody has to have the, I don't know what you want to call it, the insight at least to try to bring people together so that they could hear each other. And I was, I, it was w I love human dynamics. I love watching people that are skeptical of each other, you know, after a period of time, actually be able to express their, their thoughts and people listen and not interrupt. And then at the end of the day, actually come together and shake hands. And it was pretty cool. And some lay people still have some very strong, powerful beliefs. Sure. And I can certainly respect that, but you know, a lot of these issues when I, when it comes to civil unrest, certainly when it's centered around policing, there are examples that have occurred. I had to Tri-Cities, they've occurred outside the state of Washington and they've occurred in other parts of the country. And, you know, I, if, if I do have a bias, I think that here in the trace cities, regardless of which police department it is, I think we provide a pretty good service here, here. We've heard
Paul Casey:
Listeners that Ken brings people together, whether it's in a union environment where it's in people with drastically different perspectives on an issue, or whether it's his own staff, bringing people together is the key so that people aren't stewing in their own little silos, wherever those are, they need a place to engage in constructive dialogue. And, and Ken kudos to you for doing that. How about, how about the COVID pandemic and how did that affect the police department?
Ken Hohenberg:
So, you know, once again, leaf and fire, you know, you don't really have a choice or, you know, if you end up having to get physical and connect with people, and also, you know, I serve as deputy city manager to remotely our city manager and have for the last eight, nine years. And that was really a city wide strategy of trying to make sure not only our city leadership, white team stayed healthy, but also really focusing in on our own departments as well. And we've been very successful, I think, through these virtual meetings, even though that's all I've been doing today, that's
Paul Casey:
Yes.
Ken Hohenberg:
But I think, you know, thanks to our elected officials in the city of Kennewick have been so, so supportive of public safety. And I think it's hard, especially for elected officials not to meet in person because they don't get a chance to, you know, up close and personal to their constituents. Right. But they've also realized the value of making sure we keep our employees safe so we can continue to provide over 300 different services that we do to our community through all the different departments in the city. But it has been a challenge. I mean, it's been a challenge for us when it community events being able to interact with in our schools when we were doing remote learning, obviously we have dare program and Kennebec or school resource officers. It limits those opportunities. We went through not having a waterfall is 4th of July. Those are all big summertime functions that bring families together and certainly brings communities together as well. So fortunately, we're, we've seen more opening up, but we're still watching those COVID numbers. And probably while we're doing this virtual meeting as well, so
Paul Casey:
True. True. Well, finally, chief, what advice would you give to new leaders or anyone who wants to keep growing or keep gaining their influence?
Ken Hohenberg:
Gosh, that's a, that's a tough question because, you know, I mean, for me personally, I have a, sometimes I have a hard time with people will say, well, you know, you, you've been such a great leader in the police department. Are you such a great community leader? And, you know, I have a hard time taking that title leader to begin with because somebody times you need to know when to be a good follower. Yeah, no, I think it's like I tell new sergeants when they get promoted inside the police department as formal leadership position, you have for far more power with your personal power, you know, Ken Hohenberg than I do with my positional power as chief of police, most of you know that I'm going to retire and into February of next year and people say, well, aren't you going to miss that position?
Ken Hohenberg:
Wow. You know, I love having the opportunity to serve as the Kenwood police chief and I've enjoyed every day. And when I walk out the door, am I going to miss it? Sure though, it's going to be times that I'm going to miss it, but it doesn't define who I am. I, I hope that I've defined that position somewhat. And so I guess one of the things I would tell people is, you know, never forget where you came from. Certainly always be willing to do the work yourself, people that do things that you wouldn't be willing to do yourself. Sometimes I think people forget that and you know, you never arrive someplace and you're there. I think, I think as a person, whether it's in an organization or in the community, I think you have to strive every day to make it better. And, and if you quit, you have any quit. You haven't just quit for yourself, but you've, you've quit for a whole host of other people that rely. And whether it's in a family situation, a business situation or community situation.
Paul Casey:
Yep. Well, good stuff. And I like, I, you led that answer with, you know, we have to, we need a class on followership, not just leadership, really. So that's, that's the leading yourself first, before you even get put into a position of leadership, good stuff. Well can, how can our listeners best connect with you? They wanted to give one of those compliments to the KPB.
Ken Hohenberg:
There's a, you know, there's a variety of way to connect with us, whether it's on Facebook or if you call down to, we have a police administration line at five, eight to 1305 8 2 1 3 0 0. We have a website that you can connect that way. If you called the police administration number, my assistant can get you connected. And I just, you know, one of the things I think that I am very proud of is over the years is we try to be everything to everybody all the time, because we truly do value. Not only what happens here in Kennewick, but also with our partners in our neighboring jurisdictions. We're just blessed to live in a, in a great supportive community that no matter what the national narrative may be, we still have great community support here in the Tracy. Thank you.
Paul Casey:
Well, thanks again, Ken, for all you do to make the Tri-Cities a great place and keep leading. Well, thank
Ken Hohenberg:
You.
Paul Casey:
Let me wrap up our podcast today with a leadership resource to recommend. I love a good assessment and I got a whole bucket full of them. Here's one on multiple intelligences. We're all smart in a different way. And there's ones like interpersonal or interrupt personal or a musical rhythmic or a spatial or kinesthetic. We're all smart in different ways. If you want to learn how you are smart, especially if you're feeling down on yourself like, oh, I don't know what strengths I have. You can take a multiple intelligence test at personality, maxx.com, personality max.com/multiple intelligences test. And again, it'll sort of pick you up and say, this is how I need to lead when I'm in leadership. Again, this is Paul Casey. I want to thank my guests, Ken Hohenberg from the Kennewick police department for being here today on the Tri-City influencer podcast. And we also want to thank our sponsor and help you invite you to support them because we appreciate you making this possible. So we can collaborate to inspire leaders in our community. Finally, one more leadership tidbit for the road to help you make a difference in your circle of influence. It is Seth Godin. He said the secret to leadership is simple. Do what you believe in paint a picture of the future. Go there and people will follow until next time. Kgs keep growing forward.
Speaker 2:
Thank you to our listeners for tuning in to today's show. Paul Casey is on a mission to add value to leaders by providing practical tools and strategies that reduce stress in their lives and on their teams so that they can enjoy life and leadership and experience their key desired results. If you'd like more help from Paul in your leadership development, connect with him@growingforwardatpaulcasey.org for a consultation that can help you move past your current challenges and create a strategy for growing your life or your team for Paul would also like to help you restore your sanity to your crazy schedule and getting your priorities done every day by offering you his free control. My calendar checklist, go to WW dot, take back my calendar.com for that productivity tool or open a text message. 2 7 2 0 0 0. And the
Speaker 4:
Word ground, the Tri-Cities influencer podcast was recorded at fuse SPC by bill Wagner of Safe Strategies.