Cash Keahey Show Notes Page
Cash Keahey was facilitating strategic planning for corporate executives when he realized he wanted to try leading people. He was placed in an operations role and was seen as a corporate outsider to many on his new team. Listen as Cash describes the tactics he used to move onward and upward faster.
Cash was born in Natchez, Mississippi, Cash Keahey grew up in Columbia, Louisiana, the oldest of 3 (with a younger brother and sister), to a crop-dusting, dirt-farming father who served the public and his profession at the local, state and national levels, and who built airplanes and boats in his spare time; and to a strong mother, who went back to work at 65, and recently retired at 82.
Early on, Cash’s parents encouraged independence and travel, sending him to Europe when he was 12, and to work in France for 3 summers when he was a teenager. They provided many other life-enriching experiences (piano and tennis lessons) and led by personal example. Their legacy is reflected in Cash’s growth mindset, strong work-ethic, and persistent optimism.
After receiving an undergraduate degree in Marketing, Cash began a 23-year career inside large, global organizations where he was exposed to many different corporate cultures and leadership styles. Along the way he picked up an MBA in Finance from the University of Houston, and several leadership roles himself. Cash’s first job as manager, leading development of marketing programs, led to his managing a sales territory, which led to his leading an enterprise-wide culture change for that 10,000-employee organization. Through these roles Cash realized the symbiotic relationship between leadership and culture: that leaders create a culture around them, but to succeed, must lead in a culture that values their uniqueness.
Cash now engages audiences around the world, having facilitated workshops with leaders in 21 countries on 6 continents. Certified in the Myers-Briggs Type Indicator® and other assessments, Cash received the Excellence in Leadership award from the Association for Psychological Type International (APTi). Based on Carl Jung’s theory of personality types he developed eight LeaderType™ profiles. His book, “Eight LeaderTypes in the White House” is a culmination of twelve years of research into eight ‘great’ or ‘near great’ presidents, revealing how their unique LeaderType shaped their style and this country. For now, the book represents Cash’s legacy and his purpose: to help new and emerging leaders be their best and most authentic leader-self.
Notwithstanding the book, Cash is proudest of his relationship with his two grown children: a son, Jared, working on his graduate degree in counseling, and a daughter, Jillian, a middle school social studies teacher. He lives in Richardson, Texas, a suburb of Dallas-Ft. Worth.
Tweetable Quotes and Mentions
“I hate to hear managers, six months into the job say, I really like being a manager, it’s the people I can’t stand.” -Cash Keahey Click to Tweet
“Most people are thrown into the job of leader or managing a group of people.” -Cash Keahey Click to Tweet
“I don’t care what your personality type is, you can be a great leader.” -Cash Keahey Click to Tweet
“A leader at 20, is not the same leader at 40, is not the same leader at 50.” -Cash Keahey Click to Tweet
“If I’m trying to get stuff done through people, I’ve got to begin where you are.” -Cash Keahey Click to Tweet
“I can’t just use the power lever and say, do it because I say so.” -Cash Keahey Click to Tweet
“Compliance does not equal commitment.” -Cash Keahey Click to Tweet
“If I’m going to drive performance, I better first engage you.” -Cash Keahey Click to Tweet
“A lot of times leaders don’t take the time to be one-on-one with people.” -Cash Keahey Click to Tweet
“If you keep focusing on your job and yourself, you’ll go nowhere.” -Cash Keahey Click to Tweet
“How often do you get a great idea when you’re focused on the problem, rarely.” -Cash Keahey Click to Tweet
Hump to Get Over
Cash Keahey was facilitating strategic planning for corporate executives when he realized he wanted to try leading people. He was placed in an operations role and was seen as a corporate outsider to many on his new team. Listen as Cash describes the tactics he used to move onward and upward faster.
Advice for others
Have more self-awareness
Holding him back from being an even better leader
Lack of self-confidence.
Best Leadership Advice
Have more confidence in your competence.
Secret to Success
I’m approachable. I’m human and I know it.
Best tools that helps in Business or Life
Listening and observing.
Contacting Cash Keahey
Resources and Show Mentions
[expand title=”Click to access edited transcript”]
175: Cash Keahey: I had to win their respect as a leader
Intro: Welcome to the Fast Leader Podcast, where we explore convenient yet effective shortcuts that will help you get ahead and move forward faster by becoming a better leader. And now here’s your host, customer and employee engagement expert and certified emotional intelligence practitioner, Jim Rembach.
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Jim Rembach: Okay, Fast Leader legion today I’m excited because the kiss that I have on the show today is really going to give me, maybe a little bit of insight to whether or not I have that presidential type of feel. Born in Natchez, Mississippi Cash Keahey grew up in Columbia, Louisiana, the oldest of three with a younger brother and sister to a crop dusting, dirt farming father who served the public and his profession at the local state and national levels and who built airplanes and boats in his spare time and to a strong mother who went back to work at 65 and recently retired at 82. Early on Cash’s parents encouraged independence and travel sending him to Europe when he was 12 and to work in France for three summers when he was a teenager. They provided many other life enriching experiences piano and tennis lessons and led by personal example. Their legacy is reflected in Cash’s growth mindset, strong work ethic and persistent optimism. After receiving an undergraduate degree in marketing Cash began a 23-year career inside a large global organization where he was exposed to many different corporate cultures and leadership styles. Along the way he picked up an MBA in finance from the University of Houston and several leadership roles himself. Cash’s first job as a manager leading development and marketing programs led to his managing a sales territory which led to his leading and enterprise wide culture change for that 10,000 employee organization.
Through these roles Cash realized the symbiotic relationship between leadership and culture that leaders create a culture around them but to succeed must lead in a culture that values their uniqueness. Cash now engages audiences around the world having facilitated workshops with leaders in 21 countries and 6 continents. Certified in Myers-Briggs Type Indicator and other assessments Cash received the excellence in leadership award from the Association for Psychological Type international. Based on Carl Jung’s theory of personality types he developed a fleeter type profiles. His book, Eight Leader Types in the White House is a culmination of 12 years of research into eight great and near great presidents revealing how their unique leader types shaped their style and this country. Now withstanding the book Cash is proud of his relationship with his two grown children a son Jared working on his graduate degree in counseling and a daughter Jillian a middle school social studies teacher. He lives in Richardson Texas which is a suburb of Dallas Fort Worth. Cash Keahey, are you ready to help us get over the hump?
Cash Keahey: I am indeed, thank you Jim.
Jim Rembach: Cash, I’m glad you’re here and I’m really excited about this book because I always wondered about the types of people that actually get into the White House meaning that who are they really? Notwithstanding some of the current presidential personality types and behaviors but looking at those people who really shaped the country like you were saying. So when I start thinking about you and the current passion that you really have, what is your current passion, please share that with us.
Cash Keahey: Really, Jim it’s about helping new and emerging leaders. I’ve always worked with leaders on the front line and that’s where my niche is, to help them understand the transition from individual contributor to leader. Whether it’s a supervisor or a team lead or now they’ve been put into the job of managing people. I hate to hear managers six months into the job saying, you know I really like being a manager it’s the people I can’t stand, something went wrong there. I’m trying to help leaders craft a brand early in their leadership to understand themselves so they can be more authentic as leaders.
Jim Rembach: Well, that’s great to hear because for me I’ve been working on launching a project called call center coach in the Academy and that’s what we do is we focus on—in the call center that frontline leader that that one who’s actually really getting all the work done and managing that frontline staff. Typically their development is a situation of, hey, you were great as an agent guess what tomorrow you’re supervising these people here’s a book go do a good job.
Cash Keahey: Yeah, and that’s the way most people are thrown into the job of leading or managing a group of people. So, what they tend to fall back on, I don’t know if you’ve seen this Jim, but they fall back on kind of—well, this is my style this is who I am and sometimes that works and sometimes it doesn’t. But if they don’t understand that they are coming from one of eight different ways of leading then they’ll miss out on other ways to motivate and engage their employees.
Jim Rembach: You’re right and so for me I’d like the way that you identified those eight and if you could just run through those real quick.
Cash Keahey: Sure, these are four pairs of opposites and that’s the thing that I want—you said it very well at the very beginning we get this idea of these presidents that they’re on Mount Rushmore and they’re in stone and they are this role and we don’t understand the nuance and the differences and how incredibly different George Washington was from Franklin Delano Roosevelt. I called George Washington the prudent leader type and that’s a word that Thomas Jefferson described him as very prudent. Innovating, FDR and that’s the label for his leader type he innovated in terms of the office of the presidency and the new deal. By the way, that’s an indication of an innovating leader type they’re always about the new the improved the different. George Washington wanted to look backwards and look at presidents and do what was best. Next let’s take John Adams who I call an independent leader type very much a thought leader. We wouldn’t have the form of government we have today had it not been for John Adams. The three branches of government the upper lower house of legislative those are things that are attributed to John Adams. He could not be more different from Harry Truman who was the engaging, persuasive and that’s the label I use for that leader type very persuasive a lot of extraversion a lot of engagement and motivate—if I could just talk to people I can convince them of what I need to do. Next up let’s go down the chronological order Thomas Jefferson, Thomas Jefferson one of my favorite quotes is, I prefer the dreams of the future to the history of the past, he was a visionary he was the first visionary. It was really his vision that came in clash with Alexander Hamilton’s and how that played out and how that continues to play out shows what a consequential impact he had on this country. Now the opposite of that and I think it’s very interesting he called this person a dangerous man. Andrew Jackson is the exact opposite of a Thomas Jefferson and Andrew Jackson is very proactive, very pragmatic, very in the moment my favorite quote on Andrew Jackson is, when the time for action arrives stop thinking and go in, so just do, go, get it done and that was not the deliberate Thomas Jefferson. And then you move forward to Abraham Lincoln who I see as an inclusive leader type. He was inclusive with respect to the country and trying to hold it together. He was inclusive in terms of making African-American slaves truly part of the American experience. And he was inclusive with his leadership team, Doris Kearns Goodwin wrote the book, Team of Rivals. So, that inclusive leader is trying to pull everyone in and get them to all agree on, here’s the way we move forward. You might think of it as a servant leader that’s another way to describe the inclusive leader type. The opposite of that would be Theodore Roosevelt. Theodore Roosevelt was just a walking force of nature. He was extraversion to the extreme but he took charge of situations. He took charge of negotiations but had a strong sense of fairness as well. So, think about Mount Rushmore now you’ve got four of those eight up there and they are very different personalities.
Jim Rembach: As you were talking I also started thinking about timing. I started in retail many, many, many years ago when I had gotten out of college and I remember when we had certain stores that were underperforming they would switch out the manager and they would bring in a person who was essentially a cleanup person he had to set things straight. But those people they weren’t there to stay forever, it was a situation where they came in they did their work and then they moved on and they had to get him to someplace else because they weren’t the ones that were going to nurture and sustain and do all that they were there to do something specific. So, of these presidents the ones who we kind of hold our minds the ones who’ve been really the driving force, is part of their success also a timing issue?
Cash Keahey: I think absolutely, Jim. I think it would be very hard for a George Washington to be elected president today with his personality type, highly conscientious. Now here’s where we get into the struggle of what does it take to get elected versus what does that look like once they’re in office. And of course, the need for a candidate that is outgoing and extroverted I think has been shown by other researchers but what does that predict about what they’re going to be like once they get in the office. And so, I totally agree and I think there’s been an FDR kind of set a template for leaders going forward, he was about the New Deal, JFK was the new frontier, Clinton was a new Democrat—you see that word new? They are all in that mold and that has been proven to be fairly successful in recent history. Of course, I was going back way back because these eight their history has been written we know what the consequences are of their presidencies.
Jim Rembach: Well one of the things that also kind of struck me—when you start looking at historical record and you’re trying to essentially determine somebody’s personality type, how clean is that data?
Cash Keahey: Here’s where I benefited tremendously Jim from a book that had been written about 12 years ago, that’s when I got the idea. Two psychologist, Steve Rubinser and Bill Fashion Bower they got historian experts who knew these presidents and in the case of these eight between 13 to 20 experts in these presidents did a psychological assessment of them. Now what I did was I got ahold of their data and for a nondisclosure agreement and I used that data to develop—and what I saw, I translated it into Myers-Briggs types and that used by 80 percent of the Fortune 500 and 89 percent eighty-nine percent of the Fortune 100, that’s a more common language that people in the corporate world know, the I know my type. And what I couldn’t believe is in the top ten US presidents of all time were eight different leader types which shows to me that I don’t care what your personality type is you can be a great leader and that’s my concern in a lot of organizations. If they don’t see their leader type in the top leadership the team or accepted or valued or respected in their organizations they’re not going to develop that they’ll develop a mask to wear that makes them successful in the moment. I think that’s unfortunate, I want leaders to understand you can be a great leader no matter what your personality.
Jim Rembach: That’s a really great point. Because even for me thinking about the course of my history and career and life for that matter is I’ve adapted. When you have to adapt it just sucks the life out of you we call it burnout we call it a lot of different things. But it’s hard to get up it I don’t want to come into work anymore all of them things that we associate with just being done with it mentally it’s because of—I think what you’re talking about.
Cash Keahey: Yes. And here’s the other thing I think that’s part of it I think you’re absolutely right. As opposed to other typology systems which put you in a box or say that you are one of these eight guess what I believe as Carl Jung did you are all eight of these leader types. Over your lifetime—and this is one of the things I’m most proud of in the book Jim, is I’ll even looked at stages of these leaders lives and how they changed over their lifetime and you know that. A leader at 20 is not the same leader at 40 is not the same leader at 50 their nuances, there’s growth and when I saw healthy type development meaning they incorporated all eight of these the more successful they were. And so I think that’s a lesson for leaders as well.
Jim Rembach: The whole thing as you’re talking I start thinking about—and you said it a moment ago it’s really valuing the difference, it’s referred to for me as difference management. It’s quite different than diversity, diversity is a whole different ball game. When we start talking about difference management it really gets down and has a more personal view to it. If I’m leading somebody I try hard, not to say that I failed because I do fail, is I try not to force them to be adaptive and be something else. I try to focus in on their differences and leverage that and I also try to point that out and I’ll say, look I’m not good at this you’re good at this so therefore that’s why we work well together. They appreciate that because oftentimes they don’t see that.
Cash Keahey: A lot of people don’t Jim. And if I could relay that is situational leadership whether you believe Paul Hershey’s model or Ken Blanchard’s adapting to the person. But when I teach people on the front lines maybe you see they more often than not feel they have to adapt to their manager rather than their manager adapting to them. And we have to begin with, if I’m trying to get stuff done through people if I’m trying to get you motivated I’ve got to begin with where you are. I can’t just use the power leaver and say do it because I say so. One of the big truisms I’ve found is compliance does not equal commitment. If I’m going to drive performance I better first engage you and really get you on board to set you up for success and so that we all succeed.
Jim Rembach: I was just having a conversation with somebody the other day and they made some type of comment to the effect of, I need to be motivated. I’m like, that has to come from within. I said if you’re looking for me to motivate you I said, that’s the wrong place to be looking.
Cash Keahey: Yeah, that’s the classic intrinsic versus extrinsic and we know intrinsic works. Extrinsic is short term, the carrot and the stick kind of thing.
Jim Rembach: Absolutely. When I start thinking about the work that went into this your journey of it also the data that you leveraged I start looking at a lot of different things that have had a significant impact. One of the things that we look at that has impact on the show are quotes and I know you have a ton of them. Is there one or two that stand out for you that you can share?
Cash Keahey: You have no idea how much I love quotes Jim and there’s over 200 of them actually in the book. I actually find quotes as a great way to type someone and that’s one of the ways that—if this quote really resonates with you and the opposite you’re like, no that didn’t sound like me, that’s telling you something about your preference and about your type. I have to go back to a quote though that I said on stage, I’m a sometime actor and I love Shakespeare and there’s actually been books on Shakespeare and leadership. It was in the role of Polonius in Hamlet where he’s giving advice to his son and he says, to thine own self be true, and it must follow as the night the day thou canst not then be false with any man. And that is something that I believe that if you begin with know yourself be yourself that is incredibly powerful empowering to leaders. So that’s one of my big messages.
Jim Rembach: Thanks for sharing that. As you were talking—and we’ve been talking a lot about this what can seem to be appeared to be all things that are happening from an internal perspective of an organization is that all of what we’re talking about here totally affects the customer experience as well. Because if you don’t appreciate the differences if you don’t bring those differences into your organization and use those in order to focus in on serving the customer better you only end up trying to serve the customer in one way and that never works.
Cash Keahey: Absolutely you’ve got to begin with the fact they’re buying from you, how do I get them to understand? How do I get inside their head to really understand them? So begin with the end in mind begin with them in mind.
Jim Rembach: So I’m sure with this entire journey that you’ve had, just even in your career, that you’ve had several humps that you’ve needed to get over yourself and I know writing the book is huge and the even bigger hump is actually promoting it so I’m glad you’re on the show. When you start thinking about a time where you’ve had to get over the hump and you learned a lot is that something you can share with us?
Cash Keahey: Absolutely. It really relates to why I want to help leaders on the front line with the transition. It’s when I got my first manager job and I’ll never forget I’ve been in the corporate headquarters, they called it galactic headquarters, that gives you kind of an idea of the opinion of that role it was an individual contributing role it was facilitating strategic planning for the corporate executives, but I realized I wanted to grow and try my hand at leading people and in a reorganization I got tapped to be brought into the operations. The customer-facing group which was developing marketing programs, and I’ll never forget David Osmond my first boss who hired me as a manager I now look back on him as a very different type from me but I didn’t know it at the time but they brought me in because of my personality type to facilitate a culture change in a group. I came into an organization where there were of course, and I know a lot of your listeners can relate to this one they get promoted to manager, there were other people reporting to me who wanted my job who thought they should have got my job and who is this guy from corporate that’s coming in. And what I found worked for me, Jim, and this kind of goes along with my personality is coming in with some humility coming in with I don’t have all the answers but I am going to ask questions and tough questions. And so I think that facilitative leadership worked for me and that’s part of my gift also kind of the optimism and the energy and extraversion helped as well but not—you know, one of the big challenges as a new manager I see this I hear this all the time in my classes is micromanaging. The idea goes I was put in this position because I was the best doer and so shouldn’t people do it exactly the way I do it? I don’t have that mentality I believe everyone has their best way of doing that you manage the outcome you don’t manage people around how exactly they do it and so that worked for me. I’ll never forget that led to a larger position managing managers in a sales role and so I thank David Osmond for that. It was a challenge though because I had to win the respect of the people reporting to me, like what is your value add here? That was certainly a challenge.
Jim Rembach: For me as you were talking I started thinking about what we were mentioning a moment ago the whole issue around that difference management and focusing in on the individuals. If you were to say the people who you know were the ones who were kind of bitter that wanted your job?
What did you have to do differently to them or with them in order to win them over so to speak?
Cash Keahey: I think it was building a rapport individually with them, Jim. I think a lot of times leaders don’t take the time to just be one-on-one with people and get to know them and understand what’s important to them what matters to them, how can I help you? One of the things they appreciated was—and one of the guys reporting to me actually then did get promoted I said, how can I help you get the next promotion that comes along? How can I you know help you grow? I think Jack Welch said it really well in a YouTube video that you can find on candor he was talking to Stanford MBAs he said, before you become a leader it’s all about you but the day you become a leader it’s about them and your success is tied to their success and if you keep doing your own job or kind of focusing on yourself you will go nowhere in a layered society you’ve got to build the people around you.
Jim Rembach: Well, that’s so true but we know that it’s not easy to do it’s very simple to say.
Cash Keahey: Yes and I think one of the challenges managers and I was getting pressure from above but you’ve got to manage that with the expectations from below and to understand these are the people that are going to actually get the work done, how do I best engage them? I think that rapport building that respect building turns into trust that you leverage.
Jim Rembach: To me even when you were explaining it you didn’t come right out and say the specific bit it sounded to me like your tactic was more forward-thinking as well.
Cash Keahey: Yes. I’m trying to get them to think not now but in the future where do we want to be. Because my strategic planning background that really kind of resonated with them that at least I had the future vision that I could help them with.
Jim Rembach: That whole foresight component is something that I’m seeing coming up as an issue in a lot of different ways in today’s work. I just got through some parent-teacher meetings with kids it seems to me like we don’t necessarily do a good job of foresight teaching people foresight abilities and skills what do we need to do differently in order to change that?
Cash Keahey: Well, let me give you the bad news first. By the way, I’ve learned that from the book by Daniel Pink, it’s better to give bad news before you give good news. For that just that little sound bite there may be useful to some of your listeners but the bad news is I think that’s a very rare gift. We’ve all got it within us but it’s like you’ve got to be paying attention to things we don’t usually pay attention to your unconscious. Where did that idea originate? Where did that come from? How might that play out? See, giving your mind space to dream to even fantasize and to think what could be what might be I think in our high-pressured go go, go, do do do world we are not given the space to really spend that time in recreation and thinking because that’s where the insight and the vision comes. It’s amazing to me how much comes from play, how often do you get a great idea when you’re focused on the problem? Rarely. When you get great ideas is when you read something else that you then relate to what you’re working on. Or you go take a walk or you’re kind of like, wow! That—it’s having those moments of reflection and paying attention to what’s going on in your unconscious to me that’s the only way you’re going to develop that.
Jim Rembach: Okay, so that’s an interesting connection because when you start reading about some of these people who now we associate as being just absolute genius they did some of those really tactics associated with what you’re talking about. I was reading somewhere about someone who used to take a two-hour afternoon walk and would intentionally go and do things that were more out in nature and then that helped them be more creative in their thinking process.
Cash Keahey: Absolutely. If you look at Steve Jobs his mindfulness, his Zen, his meditation, I think that was one of the big keys for him that he gave himself some space to get away from. Not that you can ever eradicate your thoughts but just to examine your thoughts and say, what is that about? And where did that come from? And where is that going?
Jim Rembach: I’m really excited about being able to learn a little bit more about these people who are on Mount Rushmore and how they were different and then seeing how the whole of timing fits because I think it does give kind of perspective and good opportunity to do some self-reflection. But when you start looking at all the things that you’re doing, we talked about your passion we talked about the book and promoting the book and all of that and a lot of things you have going on but if you had one goal right now what would it be?
Cash Keahey: I would say it’s—the world needs better leaders and I don’t mean just at the top. Look at what’s happening in schools right now look at what’s happening around the country and around the world we need leaders, A, and we need leaders earlier and better leaders. So, that is what I am most about how can I facilitate that how can I work with them to help them realize their potential and to help create the next generation of leaders.
Jim Rembach: And the Fast Leader Legion, and even the southern boy here, wishes you the very best. Now before we move on let’s get a quick word from our sponsor.
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Jim Rembach: Alright, here we go Fast Leader legion it’s time for the Hump Day Hoedown. Okay, Cash, the Hump Day Hoedown is a part of our show where you give us good insights fast. I’m going to ask you several questions and your job is to give us a robust yet rapid responses that are going to help us move onward and upward faster. Cash Keahey, are you ready to hoedown?
Cash Keahey: I am ready.
Jim Rembach: Alright. What do you think is holding you back from being an even better leader today?
Cash Keahey: I think it’s lack of self-confidence and I need to work on that.
Jim Rembach: What is the best leadership advice you have ever received?
Cash Keahey: It ties in with what I heard from Rita Baron, Cash, you need to have more confidence in your competence.
Jim Rembach: What is one of your secrets that you believe contributes to your success?
Cash Keahey: That I’m approachable. I’m, human and I know it.
Jim Rembach: What do you feel is one of your best tools that helps you lead in business or life?
Cash Keahey: Has to be listening. Listening and absorbing.
Jim Rembach: What would be one book that you’d recommend to our listeners, and it could be from any genre, of course we’re going to put a link to Eight Leadership Types in the White House on your show notes page as well.
Cash Keahey: Of course. A book that I not only read and re read is, The Obstacle is the Way by Ryan Holiday.
Jim Rembach: Okay Fast Leader legion, you can find links to that and other bonus information from today’s show by going to fastleader.net/Cash Keahey. Okay, Cash, this is my last Hump Day Hoedown question. Imagine you were given the opportunity to go back to the age of 25. And you’ve been given the opportunity to take the knowledge and skills that you have now back with you. But you can’t take everything back you can only choose one. What skill or a piece of knowledge would you take back with you and why?
Cash Keahey: I would take back a copy of Carl Jung’s, Psychological Types. I didn’t discover that until I was 40. If I’d known that when I was 25, I would had tremendous more self-awareness.
Jim Rembach: Cash, it was an honor to spend time with you today. Can you please share with the Fast Leader Legion how they can connect with you?
Cash Keahey: Absolutely. Reach out to me on email, email@example.com, my email inbox is always open. Check out my website leadertype.com, it’s really a platform where leaders can understand themselves and coach themselves. So, look forward to connecting with you on Linkedin or wherever.
Jim Rembach: Cash Keahey, thank you for sharing your knowledge and wisdom the Fast Leader Legion honors you and thanks you for helping us get over the hump. Woot! Woot!
Thank you for joining me on the Fast Leader show today. For recaps, links from every show special offers and access to download and subscribe, if you haven’t already, head on over the fastleader.net so we can help you move onward and upward faster.
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