Oct 2, 2019
Terry Smith: Life is 10% of what happens to you and 90% of how you react to it by John Maxwell. I'm Terry Smith, and I'm a Tri-Cities Influencer.
Paul Casey: Then when you're faced with a situation you're tempted to cower you're going to summon the courageous version of yourself, and then you'll say, "What would the courageous version of me do in this situation?" Put that on your whiteboard.
Intro: Raising the water level of leadership in the tri-cities of Eastern Washington. It's a Tri-Cities Influencer Podcast. Welcome to the Tri-Cities Influencer Podcast where Paul Casey interviews local leaders like CEOs, entrepreneurs, and nonprofit executives to hear how they lead themselves and their teams so we can all benefit from their experiences. Here's your host, Paul Casey of Growing Forward Services coaching and equipping individuals and teams to spark breakthrough success.
Paul Casey: Thanks for joining me for today's episode with Paul Drake. He is the station and operations manager at Townsquare Media. And I usually ask for something quirky or funny. Paul, I'm just going to let you tell this story because it's so funny.
Paul Drake: First, thanks for having me today. This is great. I'm honored to be here. I was a little hesitant on whether I should share this story or not, but I had just turned 40 years old. This was about 14 years ago, giving away my age. And I was going through a difficult time in my life emotionally with family and work everything, just wasn't doing so well. And a longtime friend of mine, lifelong friend, invited me down to LA to visit. And we were walking around Hollywood Boulevard and went into this curiosity trinket shop. And he told me he says, "You're taking yourself way to seriously, way to seriously. You need to lighten up." He bought me a fart machine. And at first I was real hesitant, right, but all I can say is it's brought me more joy and laughter when friends and family come over to the house now it's a running joke. And I get my sister every time. It's brought a lot of joy.
Paul Casey: That's one of the best ones we've ever had on this show. Well before we check in with Paul let's also check in with our Tri-City Influencer sponsors.
Neal Taylor: Hi, my name is Neal Taylor. I am the managing attorney for Gravis Law Commercial Transactions team. I have Josh Bam with me.
Josh Bam: Hi, I'm Josh Bam. I'm one of the attorneys with the commercial transactions team, which has been growing very rapidly because a lot of the clients really appreciate the really reliable services we provide at extreme value. For example we provide really business savvy legal services by paying special attention to our client's current situation and long and short term goals and the best legal plan to get them to where they want to be.
Neal Taylor: We provide an initial consultation for $100. And then we produce a business and legal plan with your goals on top and legal costs through a thin schmear of your benefits. And if we can't deliver on the thin schmear rule then we will not launch your business but you will learn a lot through the consultation. Let's get started on protecting and accelerating your business today. Give us a call at 509-380-9102 or visit us online at www.gravislaw.com.
Paul Casey: Thank you for your support of leadership development in the Tri-cities. Well welcome, Paul. I was privileged to meet you as the trailing spouse of your wife, Heidi, who was in my leadership tri-cities class, class 11 back in '05, '06, and she said, "My husband works for this radio station here in town." I'm like, "Really, I've always wanted to be on the radio." And you opened the door for me to be on radio for the first time. I've been doing it for 12 years now recording Growing Forward and Out in Front, little educational minutes, and I really appreciate that.
Paul Drake: Yeah, you bet. We see each other about once a month for the last year.
Paul Casey: Once a month, yes, recording four spots.
Paul Drake: Yeah, that's great.
Paul Casey: And remind our listeners what is Townsquare's radio stations?
Paul Drake: That would be 102.7 KORD, The Key 98.3 The Key, 97 Rock, Newstalk, and the all new 97.5
Paul Casey: Awesome, awesome. Well, Paul, what did you aspire to be when you grew up? How did that morph throughout the years until you got to where you are today?
Paul Drake: Honestly out of high school I had no idea what I wanted to do, no idea, no clue. I got this opportunity through a friend to move to Hawaii and work for Thrifty Rent a Car just for the heck of it. I didn't know what I wanted to do. I didn't know what school or whatever. So I moved to Hawaii and I ended up driving a van taking people back and forth to the hotels and the airport. Also ended up working for a court reporting firm and filed depositions for a while. Did some IT work. Somehow I landed that job at a real estate company for a while. And after a few years of not knowing what I wanted to do I decided to move back to the mainland, go to school, and my plan was to go to the UW, but I heard this radio ad for a new trade school that was for radio and TV, and I thought that sounds interesting. I'm just going to go check it out.
Paul Drake: So I went and I checked it out. I got really intrigued with it and excited about it, but I didn't know anything about the industry so I did some research. I read this book, The Birth of Top 40 Radio by Rick Sklar, and he was one of the creators of top 40 radio. Anyway, I wrote him a letter. I said, "Hey Mr. Sklar, what do I need to do? I'm thinking about going to get my communications degree. I'm thinking about this trade school." I didn't expect him to respond. He responded, sent me a letter back and said, "Hey Paul, that's great. The degree is great, but it's the practical experience to get you started that's most important." So I dove into this trade school, and the rest is really history. 30 years later I'm still in the business.
Paul Casey: Wow, so you wrote a letter.
Paul Drake: Yeah.
Paul Casey: There's something to be said for initiative. That's pretty cool. Who've been your mentors and advisors in that leadership journey? How did you find them? What did they produce in you?
Paul Drake: The first one I can think of is his name's Rob Conrad, and he's still in the radio business today. He's been all over the country. He's in Birmingham, Alabama now, probably in his late 60s still on the air. He's the one that hired me for my first internship at Magic 108 in Seattle. He was one of those guys that was really honest. He actually hired me he said ... Later on I found out he hired me because my tie, my belt buckle, and my shirt were all aligned, and my fingernails were trimmed.
Paul Casey: Wow. Good first impression.
Paul Drake: That's why he hired me. Right, first impression. Rob taught me to be honest, to be on time. My schedule when I started there was at 4:00 a.m. in the morning. That's an early start. And if I was even just a bit late he was on me. But he taught me to pass things on, to be a sponge, and to be a responsible member of the team.
Paul Casey: Do you still pass on some of those traits to the people now that you supervise?
Paul Drake: I do, I do. I think that's one thing that I need to be better at really is I think leaders make people in management positions get so busy that ... One thing that Rob did for me he took the time out to train me and spend time. That's one thing I could be better at. What I've learned from him is being on time and staying late if I have to is important.
Paul Casey: For leaders, leadership development and people development is such an essential part of the job, and you can look back on your calendar this last week if you're a leader and say, "Okay, so what percentage of my week did I spend on leadership development," and that is usually telling. It's like, "Wow, not enough, not enough. I want to spend more time in people development." I know there's a lot of side conversations. People development happens in so many different ways, but most leaders say not enough. What's the best team that you've ever been on? What made that special? What did it teach you about leading a team?
Paul Drake: This is one, that's kind of a difficult question to pick out the best team. I want to say the best team is the now team, the team that we're on. They've all been good, and they've all had their strengths over the years, but what I've been ... I've been at 2621 West State Street in Pasco since 1991.
Paul Casey: That's amazing longevity.
Paul Drake: With the exception of a couple of ... I guess there was a year there that I left, but I came back. But I was always with one of those stations. The team, radio today is so different than it was before, and we have so many responsibilities, so much more to do. It's not just on air, it's online. It's at events. It's on social media. So the team that we have together now if we didn't work the way we work being open and honest with each other, we're all creative thinkers, we're all very passionate about what we do. We have our opinions. If you know radio people they have their opinions. But we communicate really well, and that's what I think is great about our team. When someone needs help it doesn't matter who you are if it's me or whoever no job is too small, no job is too great for somebody to jump in. We're all cross trained and all these platforms that we use today, social media, Instagram, Facebook, Twitter, all this stuff that we've had to learn and how to communicate in a different way. And we've come together there. So it's just a great group of people right now.
Paul Casey: So you mentioned cross training. Why is that so important?
Paul Drake: Well when one person goes down who's going to step up. And radio is I call it a drag race with no finish line.
Paul Casey: The show much go on, right?
Paul Drake: We're never done. So if somebody falls, somebody's out, somebody's on vacation the next person has to step in and do it, and that's why it's really important that we cross train. Me I'm not on the air like I used to be. I'm more behind the scenes, which I prefer. That's my strength. I fill. They call. I fill in. So when people are out sick or on vacation I'll jump in depending on the format. So we have various people that are cross trained on different formats to do that.
Paul Casey: Being two deep in every position is so important in any business. And yeah one time you even recorded me because the guy that was recording me was on vacation and you just, "Here, I can do that." I can hit some buttons. I can record that. I was like, "Wow, there's a lot of buttons on that board." Paul, may I ask you this, so leading creatives is difficult. What have you learned over the years in leading creative people who are opinionated, lots of ideas all over the place? How do you sort of herd cats?
Paul Drake: I think being patient and open. I think listening is important. And when it's a good idea really celebrating the idea and taking it. And then when it's an idea that maybe isn't quite going to fit being able to say no in a way that isn't discounting the idea because we want all the ideas and we meet every ... Every Monday we have a content meeting with all the talent, and everybody gets together and we brainstorm ideas for the week, the hot topics, or for the month rather. Some days get pretty-
Paul Casey: That must be a fun meeting.
Paul Drake: It's a fun meeting. It really is. When anybody new comes on the staff they're always surprised like wow. There's a lot of those meetings that I'm really proud of, and there's a few that maybe got a little out of hand.
Paul Casey: Well, Paul, if you had three adjectives to describe leadership, it's hard to narrow it down to three, but in a nutshell what would you say those are and why?
Paul Drake: I think trusting is a good one. If people can't trust you why would they follow you if they can't trust you. I think honesty, being honest. Talented people want to work for people that are honest. Creative people feelings can get hurt, but honesty you got to be honest and say really that break or that bit you did this morning it was okay, but maybe if you did it this way might be better. You got to be able to be honest when things aren't going well too. And then when they're going great. Humility, I think that I often use myself as an example when we talk about work-related shortcomings because I have my shortcomings. And I think that leaders sometimes are afraid to make themselves vulnerable. And I'll be the first one to say when I make a mistake that I have no problem admitting that, "Hey, I was wrong. I made a mistake." So I think that's important.
Paul Casey: Yeah, so Tri-City Influencers Paul mentioned being trusting and trustworthy in that leadership chair. Give them that honesty, that honest feedback. I really like how Marshall Goldsmith talks about feeding forward, not just feedback because we don't want to dwell too much on the mistakes of the past. We need to address them, but we need to give that concrete, those suggestions to make it better in the future. And then humility, being willing to be vulnerable, just declaring your own shortcomings instead of trying to cover them up. People really respect that, and they move toward those who are humble and trustworthy and honest. Leaders also have to see around corners, so in that leadership chair what do you do to look ahead and envision the future? And then when you have that vision, what do you do with that vision?
Paul Drake: I really am fortunate to work for a very forward thinking company. Townsquare Media is probably the most aggressive media company in the industry right now. Forward thinking, always something new. We like to put it as we're ahead of everybody else when it comes to the digital side and combining the digital side with the radio side and merging the two and delivering the product and the content. So I'm really fortunate there. Looking ahead I think the biggest thing is we come together, we put together a blueprint for the day, for the week, for the month, for the year. And then we follow that. And I think if you have a plan you're always prepared going forward, so you can be prepared for the things that might come up that you weren't expecting. It's one of the rules of a radio personality before they go onto the shift. They've got to be prepared. And if they're prepared it frees them up to embrace anything new that's coming and maybe another direction to go. We teach that. We talked about that.
Paul Drake: I think for a leader the more prepared you are and not ... You can make all the plans in the world, but don't be afraid to, "Oh, I got to change this now." So I think that's kind of how I prepare myself for the things coming down in the future.
Paul Casey: Yeah, the old Mike Tyson, plans are great until you get punched in the mouth. Then you're going to have to make some adjustments. I've heard it said, it sounds like you guys practice this, but have a DWMY plan, DWMY is D-W-M-Y, daily, weekly, monthly, yearly. And I know when I'm in the studio I could see just in the news talk studio the plan by the minute. What ads are running, what song is playing. It's just really amazing. And most of us in our jobs can't script out like a radio does, but we can be more prepared as a leader.
Paul Casey: Before we talk about Paul's leadership rhythm and his ideal day let's give a shout out to our sponsors. Jason Houge American Family Insurance. Jason, what is the biggest pushback you get about life insurance?
Jason Houge: Hey Paul, yeah. One of the biggest pushbacks I get on life insurance is from folks that are saying, they usually ask me, "Why do I even need this? I don't have kids. I don't have any dependents of a spouse. Why do I need this?" Ultimately whenever you pass on there's going to be somebody there to pick up the pieces. There's going to be somebody to deal with your affairs. And I would say it's your responsibility to make sure that there is funds, that there's money there so that person can take the time needed to go through it properly and not make it their responsibility.
Paul Casey: Awesome, Jason, so tell us how can our listeners get in touch with you?
Jason Houge: You can swing by our office on Road 68 in Pasco or give us a call at 509-547-0540.
Paul Casey: Well Paul, let's talk about your leadership rhythm. What does your ideal day look like? Not that you hit it every day, but if you could craft this ideal day to be successful what would it look like?
Paul Drake: I typically start my day my wife and I we're early risers. I start my day with coffee and meditation. I like to spend a good 15 minutes in the morning. There's some certain things that I read to prepare myself mentally for the day. I overlook the day ahead. I think about what's coming up and what I got to get done in the next 24 hours not just professionally but personally. I try and start the day with a good attitude so before I go out the door I'm in a state of mind that's in a winning state of mind. That's not to say that on the way to work somebody won't cut me off, and I lose it all. But that's kind of how I like to start my day, and then this sets me up for a right frame of thinking getting into the office.
Paul Casey: What's like then morning is it, do you have some priorities that you try to tackle in the morning or is it a meeting-driven kind of morning? How does it work?
Paul Drake: Yeah, I'll make the rounds. I'll go through the studio, say good morning to everybody, and then sit down. My day I get, being the operations manager I'm really around the clock. I'm really never off. In the office I try and make myself available for any concerns early in the morning and have some daily tasks that I do that are really reconciling things, but to set out the day I think walking around and saying good morning and greeting everybody it's-
Paul Casey: It's huge.
Paul Drake: ... makes me feel connected because there's some days when I'm feeling closed off. So if I force myself to go around and say good morning to people even when I don't feel like it ...
Paul Casey: Yeah, they say the research says that if you just do that, and if a boss comes in and says a pleasant hello to everybody in the morning it sets the whole group up for positive morale for the rest of the day. That little thing of just going around and saying hi. I'm sure other conversations get triggered like, "Oh, there he is. There's the boss. I've got this thing I was meaning to tell you, and I didn't want to walk over to your office," but those things can also be addressed right there in the moment ...
Paul Drake: Right, that's true.
Paul Casey: ... just by being available. Do you take lunch typically?
Paul Drake: I do. I try and take a lunch at noon every day, and it's kind of been my routine for years. And I'll use lunchtime sometimes to restart my day if things aren't going well. I think that's a great remedy for if you've had a bad morning. One of the things I like is ... Because not every day is perfect, right?
Paul Casey: Right.
Paul Drake: We're restraint of tongue, pen, e-mail, or text. Sometimes I will write something or I'll send something or I'll say something that is just either out of line or wrong. That happens on occasion, and I think that the remedy to that is I apologize or forgive or ask for forgiveness or I go back and I set it right. I don't like to wait on things. And there's other days that are just emotional. It could be a hangover by lunch time emotionally. So when I go home I know that I can start my day over at any time, and that's a remedy that I've tried to practice, take a moment, shut my door, take a deep breath, and start my day over right now.
Paul Casey: Well, that's one of the best tips that have been on this program is use lunchtime as a restart of your day. You don't have to say, "Well, this day is toast," and then it continues this downward spiral. But it's like nope, at any time you can say, "From here on out this is going to be a better day." And I love how you use that. There's just so many people that I know that each lunch at their desk, and they just continue checking e-mail, and they don't really get that break, that mental emotional break. So the cumulative stress of the day overtakes them. So I really love that that's a habit. You hit another little nugget in there by saying, what did you say the restraint of ...
Paul Drake: Restraint of tongue, pen, text, and e-mail.
Paul Casey: Wow.
Paul Drake: There has been times, Paul, where I've written an e-mail, all of us have maybe. I'll speak for myself where I've sent an e-mail out of frustration or anger or whatever, and after I sent it I think, "You know, I wish I could take that back." So I have those things I try and remember. I can write the e-mail but sleep on it first. Sleep on it. Give it some time. If I still feel the same way in the morning send it. If not, trash it. At the very least it's a practice of getting it out, and then I can clear that off my mind.
Paul Casey: Yeah, yeah, some people journal. There's no harm as long as you don't hit the send button. There's no harm in writing that, opening an e-mail, don't even put the person's name in the to button just in case, and then deleting it because you got it out, but you realized no it would not be prudent for me to send this. And you also mentioned then apologizing or setting it right when you realize, "Well, that came out wrong." Do a correction so that it doesn't bleed damage.
Paul Drake: I think it's really important to do it as soon as possible too.
Paul Casey: Oh absolutely.
Paul Drake: Yeah.
Paul Casey: Absolutely because people will stew on that. And a leader has such power in their words, so the people look up to their immediate boss or manager as that person who gives them the most validation. So when we use too harsh of words it can hurt them pretty deeply. Well, you're constantly energizing others when you're in leadership. What do you do on a regular basis to recharge your batteries? You mentioned meditation in the morning, and you mentioned putting on that good attitude almost like you're putting on a jacket, that winning mindset. Anything else that you would add to that?
Paul Drake: Exercise. I think for me that's my biggest release from the stress sometimes is ... Some people say I overdo it, but I'm in the gym doing some sort of exercise four days a week, and then I go to hot yoga once a week with my wife trying to stay stretched. So that's what I do to kind of unwind. I love to hike. We do Badger quite a bit. But exercise is my thing right now.
Paul Casey: That's a good way to relieve that stress. My mind goes blank when I exercise, which is what it's supposed to do so that I can just focus on either a Podcast I can learn from or just nothing.
Paul Drake: Right.
Paul Casey: That's my nothing box is when I'm exercising. As leaders we know we much change in order to grow. How do you personally handle change? And then how to you lead change in your organization?
Paul Drake: Change is when my happiness really is in direct proportion to my resistance to the change. I've worked the same building like I mentioned earlier for a long time and same radio stations but different ownerships, nine different ownerships.
Paul Casey: Nine different ownerships, okay.
Paul Drake: And sometimes I wonder how have I survived that I'm still here, and I think the only answer I can give is I've had an ability to adapt to the changes.
Paul Casey: It's your superpower.
Paul Drake: Yeah. Somehow some way. There's some other folks that have been there a long time too, and I see that in them. When a new group comes in they have new strategy, new marketing plans, new healthcare, new providers. Everything's new. A new manager, somebody you have to get to know again. And everybody's different, so I think being open and not resisting that change. You can question it, and you can go back and say, "Hey, maybe we try it this way." But maybe after the third or second no you might want to just say, "Okay. If this is the way we're going to do it let's do it." And then don't bring it up again.
Paul Casey: Aye, aye captain.
Paul Drake: Yeah, right. I think hopefully I answered your question there, but I think it's the ability to adapt to change and not fight it.
Paul Casey: Because you've seen many people not able to adapt, and they didn't make it probably through those different changes.
Paul Drake: They go, right.
Paul Casey: Well leadership isn't all roses as you alluded to there. How do you handle disappointment when you're in leadership, and how do you bounce back from that?
Paul Drake: It can be lonely sometimes in that office as a leader. From disappointment, how do you bounce back from that. That's a really good question. I think taking a look at my own shortcomings is one. And if the team hasn't hit a goal or maybe ... We're in the ratings business. We had a bad rating on one of our stations a few years ago, and it was tough to take, right? It's like, "It's our baby. What are we going to do?" So we go back and we regroup. I think that ...
Paul Casey: When you're regrouping, so you're regrouping as a team. You see everybody's pooched lips. How do you pick them up?
Paul Drake: I think you hear them out and listen, regroup, go back to the plan. It's always good to take that inventory to see where we went wrong. There was one more mentor, this kind of falls into that, a guy by the name of Bill Bradley was one of my supervisors years ago, and he was always calm even when it was stormy, right, when things were going wrong. He was always cool, just seemed to have it all together. And I remember asking him in his office, and I just said, "Bill, how do you do this?" You're working through this just so calm. And he made himself vulnerable to me, and he said, "Paul, you know what, some days I sit in here and think what do I do now. I don't know. When are they going to find out I don't know what I'm doing?"
Paul Casey: Wow. Feel like a poser there for a minute.
Paul Drake: It was just like immediately I felt like I totally connected because it was a difficult time and a lot of changes going on, and here this guy opened himself up and said, "I don't have it all together but here's what we're going to do." I don't want to say he was shooting from the hip because he was a real planner, but ... Hopefully that answers your question.
Paul Casey: Yeah. Keep calm and go back to the plan.
Paul Drake: Right.
Paul Casey: Keep calm and be vulnerable, a whole bunch of ones on that one. At the end of your time in your current position what legacy do you want to leave behind? What do you want to see accomplished when you turn around and hit that retirement button?
Paul Drake: Well, I hope that people will ... Legacy professionally would be that I was honest and that I cared about people. Nobody's perfect. I don't think that I've made so many mistakes in my career, but I hope that that would be my lasting impression. When I do retire I do hope I retire at 2621 West State Street in Pasco. I've got ... Well, I don't want to say how many years I've got. I don't have much time left. But I hope that ... I've been there ... The average, radio is really transient. People move on and they move around. But most of the people that I work with now have been there over five years. But I think that the one legacy for me and accomplishment for me to achieve would be to retire there and leave that legacy to the next person coming along.
Paul Casey: Mm-hmm (affirmative). That would be amazing to be that long in one industry in one building with one company amidst all the changes, all the different management systems.
Paul Drake: A day at a time.
Paul Casey: Yes. Well, finally, what advice would you give to new leaders or anyone who wants to keep growing and gaining more influence?
Paul Drake: I think my biggest piece of advice would be be open, be on time, be honest. Don't feel like you've got to take it all on yourself. Know when to say, "Okay, I got to go be with my family." I think the biggest piece of advice I could give anybody is if you're not happy at home you're not going to be happy in the office. And that bleeds through. It really does. It's amazing my coworkers they know when something's going on. If there's something that's going on outside the office I bring it in and vice versa. I know when my coworkers. I can sense it. So spend time with your family. That self worth comes from within not your position. If you've got that right, which I still don't have right.
Paul Casey: It's a life-long quest.
Paul Drake: Right. I think that would be my biggest piece of advice.
Paul Casey: Yeah, really spend time nurturing those key relationships at home because it does. It bleeds over into work. And work people don't deserve to have all that dumped on them, but we are whole people so we're not going to hit all home runs on that. But that's a great lesson on work life balance. Well, Paul, how can our listeners best connect with you? Is there a way they can get in touch with you?
Paul Drake: Sure, sure. I'm on LinkedIn under Paul Drake. And you can reach me e-mail too, pauldrake@townsquaremedia.com. Or you can reach me at Townsquare at the office 509-547-9791.
Paul Casey: Fantastic. Thanks again for all you do to make the tri-cities a great place and keep leading well.
Paul Drake: Thank you, Paul.
Paul Casey: Let me wrap up our Podcast today with a leadership resource to recommend. Josh Toner based in Pacific Insurance. Applications for productivity. Josh the app man, what do you got for us today?
Josh Toner: Hey Paul, thanks for having me here today. Today I'm here top talk about Habitify. This is a habit tracking app. This app is on IOS and Apple devices, so it's not on any of your Android devices, but there is a ton of apps like this so if this one doesn't work for you please go look around. But this is a habit tracking app used to monitor the habits you're either building or breaking. When working on habits consistency is the name of the game, and repetitive action seals in a new habit that you're working on. So being able to monitor those tendencies is a really cool thing to have in your pocket, and be able to pull out your phone and take items off that you've finished or be able to go in and see your tendencies throughout the week. As an example I start off the workweek really strong and then tend to get tired and less consistent towards the end of the week.
Josh Toner: This app is good for things like 30-day challenges, working on exercising, stop eating at 7:00 p.m., daily walks at 10:00 a.m. if you're trying to get a break during the workweek, smoking habits, brush your teeth three times daily. If you want to use it for work you can cold call 10 people a day if you're trying to get two referrals throughout the week. But really you're not working on anything, you're not monitoring and tracking. So this is a good app if you're trying to get out there and maybe start a new morning routine, a nightly routine, or just have clearer, more focused goals, stay on track, monitor your goals and your tendencies, keep notes on your progress, and then show progress in tables or charts. There's good monthly progress, things like that you can check out.
Josh Toner: Other apps to check out are Momentum, which creates a chain-like experience so as you take things off it creates a chain, and if you miss those habits it breaks your chain. There's apps like Habitica, which makes the habit tracking into a game where you have a character who gains points and armor, things like that. New ones come out daily, so check out new ones if none of those work for you.
Paul Casey: Habits are the key to your daily success. Thanks, Josh. How can people get in touch with you to talk more about apps?
Josh Toner: If you want to get a hold of me you can reach me at jrtoner@basinpacific.com, and that's B-A-S-I-N P-A-C-I-F-I-C dot com.
Paul Casey: And don't forget to consider patronizing our sponsors of Tri-City Influencer, Gravis Law, and Jason Houge American Family Insurance.
Paul Casey: Finally one more tidbit for the road to help you make a difference in your circle of influence, Maya Angelou quote, "Courage is the most important of all the virtues because without courage you can't practice any other virtue consistently." Keep growing forward.
Speaker 10: If you enjoyed this Podcast or it piqued your interest in learning more about leadership and self leadership you can continue to glean from Paul and his Growing Forward Services. Check out Paul's blog and the products, tips, and tools on his website at www.paulcasey.org and opt into his target practice inspirational e-newsletter. You'll get his 33 top tips for becoming a time management rockstar when you subscribe. And consider buying one of his three books, the most recent one being Leading the Team You've Always Wanted.
Speaker 11: This Podcast has been produced by Bonsai Audio at Fuse Coworking Space.