Becoming A Better Leader With John Bradley, PT

Whether you like it or not, you automatically become THE Leader once you open a PT clinic. Along with learning how to own and run a PT clinic, it will take additional learning to become a competent leader, someone people are willing to follow. In this episode of the Physical Therapy Owners Club podcast, John Bradley breaks down key fundamental traits a good leader should have while Nathan shares his own experience related to his personal leadership development. John also shares books invaluable to his development as a leader, books that leaders and their teams would be wise to read together. So, jump into this insightful episode and become an effective and better leader with John Bradley today.

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I’ve got a new guest, John Bradley. He’s the partner of a multi-time guest, Stephen Rapposelli . John is the CEO of Performance Physical Therapy with three clinics in Northern Delaware. John, thanks for joining me. I appreciate it.

Nathan, thank you so much for having me. It’s a pleasure.

It’s great to bring you on. What we have planned is this going to be a two-part episode where we’re going to spend a couple of episodes talking about leadership. It’s a common question or concern for those physical therapy clinic owners who are looking to grow and expand beyond the solo practitioner and maybe even into multi-clinic situations where leadership is necessary if you’re going to expand your influence and your reach, especially in a community.

It’s vital that we be clear as to what leadership looks like, how to develop it in our team, and how to become better leaders ourselves. To jump right off, I would like to talk to you a little bit about how leadership has been viewed and how leadership is seen across time because you and I were on the older side of the working class in physical therapy, and how we view leadership is going to be significantly different than the new physical therapists who are coming out of school.

It’s different generations with different ideas of leadership. Some of that is appropriate. Some of it is not but let’s start there. What are you seeing? You’re doing presentations about leadership at the PT programs near you and talking to the students about what leadership looks like to them. You come from the mold probably that I came from. What are some of the differences that you’re seeing in terms of leadership and expectations there?

It’s a great place to start. Generationally, there has been a real shift in the understanding of what leadership is. I consider myself incredibly fortunate to have been the child of World War II generation parents and the whole concept of the Greatest Generation, which I don’t think anybody would argue differently, a generation that was marked by countless episodes of self-sacrifice and service. You are always looking out for your neighbor. You’re not waiting for somebody to come and ask you for help. You are walking toward them and asking them, “How can I help you?”

Whether they need help or not, it’s an innate desire to help. That was a foundational ingredient in our parents probably born out of very challenging times. Both of my parents were born in 1929 and grew up in the post-Depression where we didn’t have five of everything. They grew up often experiencing want that none of us will ever experience, thank goodness, and that adversity, whether it was perceived as adversity or not. My parents said many times over the years they didn’t know they were poor. They didn’t know they didn’t have.

Part of that was this modeling that was occurring. Even though they didn’t have a lot, they saw their parents going to other people and asking, “How can we help?” They were giving out of their lack. As our culture, particularly in the US, has gotten wealthier, and luxuries have become more widely distributed and available, the idea of lack is not in front of us. As the generations have moved forward, we don’t see that as they did in the 1930s, 1940s, and the post-war era.

People in the succeeding generations, not necessarily through any fault of their own, become very affected by what the culture is teaching. There was a period when the teaching of younger people was largely done by parents and educators. Now, there are a multitude of teachers. We’ve got teachers who are on this thing from all different parts of the world with different perspectives in almost an unfiltered way. Whatever you want to listen to is out there.

There is culturally more a focus on what’s good for me. I’ve often had very important conversations with people at times about performance and behavior. I always use the example of what our culture as a company is. Our company can’t be an individual with everyone else circulating around them. We can’t have that. Unfortunately, that’s the cultural message that a lot of people are being delivered through all types of avenues. Whether you’re a YouTube influencer with half a million subscribers or whether you have this incredible TikTok channel, leadership has gone from service to fame, “How famous are you? How many followers do you have?”

The word follower is creating a false sense of what a leader is. The attraction to a follower is often more voyeuristic than anything, “Are you on board with that person’s mission? Is it more about the way they appear and the way they sound? Is it style versus substance?” That’s another very catchy way to think about this. Leadership has shifted from, “What can I do as a leader in my position to help the person behind me or the person to my right and my left?” It’s shifted more to, “How can I get ahead?” It’s more related to accomplishment than service.

It goes from a team-centered approach to a more selfish approach. What it sounds like you’re saying is should their idea of leadership be coming from an influencer or someone on media? They’re not experiencing leadership in a one-to-one personal relationship because what they experience as leadership from an influencer point of view is someone who says something, and they can take it or leave it.

There’s no accountability related to that. It’s up to me if I want to improve it but it’s all about improving myself, and I’ll take what’s good from them and try to improve it but there’s no need to develop the one-on-one personal relationship with that “influencer.” That doesn’t happen. You can pay for that if you want but that’s not typically there. It’s all about improving yourself.

I’m not saying this is bad but your parents and my parents would have more than likely stayed with the same company for 30, 40, and 50 years until they retired compared to now. You’re going to be switching jobs every 4 to 5 years. Doing so increased your wages, skills, and opportunities. I’m not saying that’s bad but that’s indicative of the difference that we’re seeing as it pertains to how these generations view leadership.

For PT owners who are dealing with people who might have different ideas of leadership, how are you recommending those owners approach the individuals? Do they need to be mindful and have a customized approach to leadership as it pertains to the people that they’re working with? Are you finding some commonalities that work across generations? What are you recommending?

To footnote one of the comments you made a moment ago, I do think that there are a lot of people in the more recent generations who are demonstrating exceptional true leadership through behaviors that focus on service and elevating the people around them. However, those instances and those individuals are very much under-reported and unrecognized because it’s not a fashionable style of behavior.

It’s not being reported and posted on social media.

Oftentimes, these leadership behaviors that are so important to cultivate in our younger clinicians as they’re developing are the silent things. They’re the little things that aren’t going to be posted on Instagram, it’s not going to be an Instagram reel or a Facebook reel. It’s going to be the little stuff. As we get farther down the road, I’ll give a lot of examples of that.

These leadership behaviors are important to cultivate in our younger clinicians as they develop.
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How do you try to teach this? If we recognize and admit that there is a problem or a deficit and an understanding of leadership and leadership behavior, how do we do it? That’s one of the reasons why I have made an effort to try to reach out to educators in the PT programs, be very direct with them, talk about this stuff, and say, “Do you have anything in your program that speaks to this?” To a person, the answer is no. There is no formal training or presentation of the concepts of what it means to be an effective leader.

It needs to be clarified at that general level that we’re not talking about how everybody is trying to become the CEO or the clinical director of ten offices. The leadership we’re talking about is the leadership that occurs in a patient-therapist relationship. It’s the leadership behavior that is going to be helpful when you’re working with support staff upon whom you depend for your success. It’s the understanding that this isn’t all about you and that there are people who support you in the mission. You want them to be on board with you.

Some people support you in the mission, and you want them to be on board with you.
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Getting people to understand that there has to be this concept shift is the general thing. There is a lot of credibility for a customized approach to teaching this. As people have different learning styles for didactic information and technical skills, leadership skills are learned differently by different people. Overall, people will absorb observed behaviors well.

A younger clinician or someone perhaps at a tech level who’s doing their undergrad, working their way through school, and working in a PT clinic is watching you and listening to you, whether you realize it or not. If I can, I’ll share an anecdote from many years ago. Since we’re all PTs, this hopefully resonates with everybody. Back when I was treating a full schedule of patients, and this is a while ago, we had a fitness facility or a gym embedded in our largest PT office.

Our patients, as we discharge them, often join the fitness center and keep up with their exercise programs. We kept in touch with them as therapists. We had exercise physiologists and personal trainers who were good at working with our population, which is middle-aged older adults with comorbidities and orthopedic issues. It was a great setup.

A lot of our clients were elderly people. They had these physical and medical challenges. I distinctly remember this. We had a gentleman who was elderly. He was working with one of the exercise physiologists. Unfortunately, he had an accident in the bathroom where he wasn’t able to control himself. The bathroom was not in a very sanitary condition. We gave him some clean clothes, and in a very embarrassed way, he left but we handled it well from a personal standpoint.

We’ve got this patient bathroom. It’s out of service, and we’ve got 25 to 30 patients in the office. We need to get this thing cleaned. I wasn’t treating any patients at the time. My schedule was open at that moment. I have a clinic full of therapists and techs who are working like crazy getting their patients treated. I went to the gentleman who was working with him and said, “We have to clean this bathroom up.” He looks at me and he says, “I’ve got a master’s degree. I don’t clean bathrooms.”

At that time, I wasn’t the CEO. I was the COO. I didn’t have any patient care duties. I gowned up, put on a pair of gloves, filled up some buckets with disinfectant, and went in with a bunch of rags. Twenty minutes later, I came out, and that bathroom was spick and span like an operating room. That’s it. We dealt with the response of that gentleman at a later date but I never thought about it. It went off my radar.

A couple of years later, one of the techs who was working that day at that time had finished her PT program and started working with us. We hired her. I knew her very well. It’s a very easy interview process. You know what someone who’s worked with you for a couple of years is about. She worked with us. She knew our culture. She pulled me aside one day. We were talking about how it’s going, and I said, “Aside from the fact you knew everybody here, why did you come back and work for us? I’m curious. You could have worked anywhere.”

She said, “I’ll never forget the day you cleaned that bathroom. You never said anything about it. You never complained. You just did it. That’s why I came back to work here.” I’m not saying that to tell you that at that moment, I was thinking, “Let me see how I can model leadership behavior.” All I knew was I’ve got a dirty bathroom. I’ve got 30 clients who are probably going to need this bathroom. I’m the only one not busy. I’m going to clean the bathroom.

It was that level of thinking, and then I was done but that proves my point. What I did that day, perhaps the lowest-level task in the clinic in terms of maintaining a PT clinic, got us an excellent therapist who worked for us for years. What you do is always being watched. It’s what you do on the positive and what you do on the negative. We have been in the game long enough. We all have anecdotes. I can fill the hours with stories of bad leadership examples from everyone, myself included.

I like to tell people I wasn’t thinking about this. I didn’t have a good self-awareness. I didn’t have good self-management skills. It was all about me, “I have all the answers. I’m the tenured PT. I’ve seen it all now. There’s nothing you can do to impress me.” I walked that walk, and I know I left bodies by the side of the road because of that level of thinking. The first real step in teaching this is you need to understand how you are or are not behaving in front of your staff.

You’ve done a lot of work on this and studied many resources on leadership. What have you taken from Corporate America’s view of leadership and been able to articulate or present to the healthcare side, the physical therapy, specifically, of leadership? How are you able to distill what you’ve learned at the corporate level down into physical therapy?

There is an almost overwhelming amount of information available through all types of media on leadership theory training at the corporate level. You go from Southwest Airlines to Disney and Apple. Pick any corporation and keep scaling it down to small to mid-size corporations. There’s a ton of stuff. What I have distilled over the years is there are some very simple principles that permeate through all of that training no matter who’s writing the books or speaking. I do have some leadership experts that are good and some books. I’ll share that.

What keeps coming back no matter who you listen to and no matter whose book you read is this idea of self-awareness. You need to know yourself. You need to be able to step back and look at yourself. Years ago, when I was an arrogant, know-it-all, and young PT, and I was leaving the bodies by the side of the road, I didn’t spend any time thinking about how people react to me. I was so enveloped in my worthy goals of getting patients better. The PT skillsets and all of that stuff that I was working so hard on building were all about me. It was about building myself up.

Were you an owner at the time?

Yes.

You’re talking about patient results and KPIs. You’re making sure it’s very objective.

It’s black-and-white stuff that I could control. It was easy on paper. On a spreadsheet, I got it.

You measured yourself by those things.

I wasn’t picking up on the clues if I knew then what I know now. There were certain techs who didn’t want to work with me. They found me scary. I was probably exhibiting behaviors that were intimidating and very much focused on, “How are you going to serve me?”

At the time, did you care that they were scared to work with you?

To a large extent, I didn’t even know.

You didn’t know but if you had known, would you have cared?

If I had known, I would have been very embarrassed because what would have been resounding in my head like a symbol would be my father or my mother. I would probably hear their voices in my head saying, “Step back.”

I look at myself as a young owner. If someone had been scared of me, I would have been like, “That’s fine. This is how it is working for me.” I’m going to get to the point and not going to play Mr. Nice Guy. That was at a time when my definition of your job was, “Do whatever I tell you to do.”

Oftentimes, we cloaked ourselves in, “It’s for the patient.”

“We’re doing what’s best for the patient and the business.”

One of the underlying themes of all that corporate-level leadership theory and training is self-awareness and how to manage yourself. Those are the first 2 principles of 1 of the most important books that every leader or someone who wants to improve their leadership should read, which is Emotional Intelligence 2.0 . That book has been out for a long time. It is truly a timeless collection of good advice and teaching. The first two skills to master in emotional intelligence are self-awareness and self-management. To whoever is speaking about leadership, if you listen very carefully, a lot of the denominators are those two things.

This is where I fall short, and I speak for a lot of people. In a moment of heated emotion, confusion, and decision-making, what do you do to check yourself in those times? If that’s not a strong suit of yours, what is?

That’s a great question because that’s real. Going through any leadership training, whether I am presenting it or whether it’s a world-class leadership trainer, everyone has these moments where you have your boiling point, and everything seems to be going wrong. It’s normal to have that emotional reaction. There were a couple of things there. There was a story or a little anecdote that I picked up many years ago. Someone was talking about this very issue.

If you’re in a rage because something bad has happened, you go off. You start to react badly, and there’s plenty of justification for why that would happen. You’re saying things you shouldn’t say. Your voice is elevated. You’re being very scary to the people around you. If someone came up to you and said, “I’m going to give you $1 million if you stop and calm down,” would you stop and calm down? The illusion that you have is that you don’t have control of yourself when you do. Part of that is that self-management. It’s the awareness that I don’t lack control. I can stop or start. Being able to believe in yourself is important.

Here’s one of the things that I teach about leadership behavior. This is a little snippet. You’re in a meeting with a group of people. You’re in a team environment. You might be the CEO, the CFO, the clinic manager, or the clinic director. You’ve got a group of people around you, and you’re working on solving an issue together. You should be the last one that ever speaks, and you should never either agree or disagree in any way with anyone who is speaking as they’re speaking. Don’t dismiss them by nodding an affirmation or shaking your head in disagreement. Let them speak.

It’s very normal. Somebody is saying something. You agree with it. That’s a natural reaction but let them experience that. Let them get it all out. Part of it is holding back. One of the leadership gurus that is a genius when it comes to leadership is Simon Sinek who’s written a multitude of books. He’s done TED Talks, podcasts, and YouTube channels. He has done a lot of work with the military. He wrote a book. I don’t know when it was published but it’s still very readily available. It’s called Leaders Eat Last , which is a culture in the military. He takes that cultural behavior, which is expected in the military, and extrapolates that into business.

That’s an important behavior for leaders. I don’t care what your business is. We’re talking about PT. You’re in that team meeting. You speak last because by speaking less, you are showing everyone else in there that you want to hear what they have to say. That’s a big difference from walking into that meeting, clapping your hand, and saying to everybody, “We know what the issue is. I pretty much got it figured out but let me hear what you have to say.” Someone on that team may have spent hours or days working on how to present their solution, and you went in and dismissed it. Are they going to want to follow you?

You brought up the book Crucial Conversations . I don’t think it was in Crucial Conversations. Maybe it was in The Five Dysfunctions of a Team by Patrick Lencioni. He very much encourages healthy debate among team members. By bringing up your idea and solution, the people who have other ideas are going to be stifled, and they’re going to learn very quickly that their voice doesn’t matter. That leads to a culture where inadvertently, you might have the answer but you are going to become the answer man or woman from then on.

That’s going to breed the culture of your clinic, such that everyone is a follower. They’re going to do what Nathan says. They’re going to do what John says. We’re all going to go along quietly, which is exactly what you don’t want as a culture even though you know the answer or you think you know the best answer. There might be very good answers that might even be better than yours, and you don’t know it.

You do come to that problem typically with some experience having been the main employee of that company for a period to let everyone else come up with ideas and give them back to the team. Even if a problem comes from the team, to then turn around and give that back to them, that notion, idea, or action in and of itself breeds an entirely different culture than if they come at you with a problem.

This might be going back to a little bit of the self-management because I thought if it does get very heated, they say, “What about this?” It’s not that this is right and the best way to do it but what if you gave it back to them? “What do you think we should do about it?” “You’re the owner. You have all the answers.” “What if you were the owner? What would you do? How would you handle it? If I made you CEO for the day, here’s the magic wand, what would we do? What should we do? That’s a great idea. Who else has some ideas?”

Turning that back to them to find the answers from within might discharge things a little bit. It also starts developing a culture where you can come at me with a heated emotional argument but I’m not going to come back at you with more emotion because that goes nowhere. We start getting into emotional responses instead of logical responses, which is what we want. I like how you brought that up.

You mentioned Crucial Conversations. I inadvertently brought that book up. That’s the other key book that every PT owner should be reading because, at this point, you’ve had crucial conversations. Maybe they went well. Maybe they didn’t but the techniques and the very practical advice that’s given in there speaks to some of the points you brought up. One of the principles in that book is you need to start with the heart. What do you want out of that conversation? What do you want out of that relationship?

How do you want them to feel after that conversation?

If you understand what you want, what’s the goal? Let’s say it’s a patient relationship, “I want this patient to get better. I want them to meet their functional goals.” Everything you do should be moving toward that at all times. There may be a heated conversation with a patient. Maybe it is about their sporadic attendance or non-compliance with the home exercise program. At the end of the day, how you have that conversation if you have the end goal in mind, you are much more likely to proceed in that conversation in a way that respects that person’s position.

You want to know what their story is. Don’t presume you know why they’re not being compliant and why they’re missing appointments. Don’t create a story if you don’t have the data. It’s asking lots of questions rather than assuming, “I don’t think they think this is important. They’re always talking about their jobs.” You’re creating a story that’s not based on any fact. You’re telling yourself a story to make yourself feel like, “I want to come down on them.”

“I can blame them. They are at fault.” Getting past self-awareness and self-management, are there any other factors that tend to stand out that you recall?

The other thing that weaves its way through all good leadership theory and teaching is consistency. How you are in displaying these leadership behaviors is important. How often you are at it is important. It’s not a good culture if you as the clinic manager, director, or maybe even the office manager on an admin side, if your staff thinks, “It’s Monday. Here she comes. Everybody, keep your heads down. Do your work. Don’t talk. On Tuesday, she’s bringing flowers.” That’s a dramatic contrast.

It’s a rollercoaster.

People want consistency. They want to know what to expect. Simon Sinek talks a lot about this concept of safety. In the very early period of human history, people banded together for safety. Being together in a community is almost a primordial reassurance of safety. If people in that community are consistently behaving, that creates even greater safety. If you have someone in that community who goes rogue and is fanatical one day and beautiful the next, that’s not a nice feeling. That insecurity is not good.

People want consistency. They want to know what to expect.
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You do not want a culture where your staff is tiptoeing on eggshells because, number one, when you ask for people to raise their hand to help with something, “I don’t know if I want to work with him. I’m not sure what I’m going to get.” Part of that is you are consistent in all situations. This is why leadership is hard. You’re coming to work, and something has happened at home. It could be anything, family or health. You can’t let that jump in the way of how you manage those relationships at work.

I’ve told people, “It’s okay if you can’t do that but you have to tell me, and I have to pull you out because, as the leader of the company, I can’t have someone who reports to you feel that they’re not being supported because you’re not capable of doing what you need to do. It’s not because you’re failing. You’re in a place in life that’s not allowing you. It’s okay to not be perfect all the time but you have to know when you’re not so that you don’t leave a body by the road.”

You see that in employees as well as leaders. As leaders, it’s more magnified. The best employees are those who are consistent. If you’re consistently bad, that makes it very easy for me to let you go. If you’re consistently good, then you’re going to stand out. When you vacillate, and you have the rollercoaster, some days are good, and some days are bad. Sometimes they show up and sometimes they don’t. To get that in a leader is much more magnified because it’s difficult to lead a team in that regard. They don’t know how to respond. They’re especially going to get different answers depending on the day to the same question. You’re setting up for chaos at that point. It’s difficult.

The best employees are those who are consistent.
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It’s important that there’s some structure to it. Some of that consistency can provide safety in structure. That’s why it’s so important to stress policy, procedures, and systems. You name it, “This is how we do things.” When there is that structure, then that lends to safety and a feeling of safety among the team. If the employee handbook has all the answers, then I know I can trust the employee handbook. If I know exactly how to request paid time off and there’s a system in place, and I know exactly how it’s going to get denied or approved, then I can have some safety and understanding of why. That goes for it as well. That consistency can be seen in leadership but it also is seen in leaders who set up structure.

That’s a great point. When those policies and procedures and that structure are adhered to consistently, that builds even more safety. That’s important. When people know what to expect, they feel so much safer. I’ve always felt that structure, however you want to define that, whether it’s an employee handbook, the organizational chart, or a listing of roles, responsibilities, accountabilities, policies, and procedures. I know this now. I don’t want people to think, “I’ve made every mistake possible.”

That took fifteen years to figure out.

Overnight success took fifteen years. I’ve often shared with my partner, Steve, “We could do a lecture on how to do everything wrong and still be in business,” but structure is not meant to create convenience. A structure is meant to create safety, consistency, and ultimately, a high-quality product because if you look at a structure, whether it’s requesting paid time off or whatever you have in your clinic, there’s a certain amount of time that it takes to execute these structures. You don’t build a structure for convenience.

You could sidestep all that by having a shout conversation two doors down the hall and say, “Do you need Friday off? No Problem.” If that deviates from the structure, it was more convenient but then why isn’t the person who requested time off two weeks ago who heard that occur able to shout down the hall to ask for time off? It’s about trust and consistency.

As PT owners, particularly Steve and I, for a long time, we were chief cooks and bottle washers. We did everything. We fixed the broken windows and the equipment. We cleaned the office. There was so much informality to the management and ownership of our practices in the early days. It’s hard to break from that and adhere to a structure because we were so informal for so long sometimes to our detriment. I would encourage practice owners. That structure helps with this whole leadership scheme.

You might have more to share. We’re coming up against it as far as time but there’s one thing I wanted to ask you about. It struck home with me in reading Jocko Willink’s Extreme Leadership book. Within the very first few chapters. Everything comes back to the leader. If things go well, it’s on the leader. If things go bad, it’s on the leader. That’s something that I didn’t necessarily take on as a newer leader. If there were mistakes, it was their problem. They did something wrong.

Now, I can look back and see that they were acting out because they were in a state of confusion and maybe a lack of safety, and they didn’t exactly know where to go next. They forgot. You name it. Even if it was a matter of forgetting, it was because I didn’t set up the expectations ahead of time and hold them accountable the first couple of times they did it wrong, and now they’re doing it a third time. I didn’t say anything the first two times. It’s hard to hold them accountable now. A lot of it comes back to poor leadership if you’re not understanding that anything that goes wrong in your clinic can be directly related to the leaders.

There’s that expression, “The fish stinks from the head down.” Most practice owners tend to have built the practices themselves. I don’t want people to take this the wrong way but there’s an inbred arrogance, “It can’t be me. I built this,” but that goes back to that self-awareness. It all keeps cycling back to, “Who am I when I’m acting in my clinic?”

That’s something that hit me, and I didn’t quite understand it. It took me fifteen years to figure it out. I could be the root of the problem. Even if my clinic was “successful,” any issues that I might have within a clinic could come back to me and my lack of willingness to put time, attention, and energy into it. Some of it might have been out of naivety or ignorance because I didn’t know how to run a clinic. I decided to open a clinic, and I had no business ownership experience in the past.

That explains most PT owners. There’s some ignorance in that regard but that doesn’t absolve me of the fact that I needed to take the time to learn and get some support, get some guidance, read books, listen to podcasts, and get a coach to figure out what it meant to be a business owner. I’m assuming that’s what it took you over the years to do the same.

As PTs, we’re trained to treat patients, do differential diagnoses, develop plans of care, and execute the plans of care. Steve and I, in our dreams, want to teach how to do everything wrong and stay in business. We could fill that with all these examples of what we were never taught, and we did something. If it didn’t work, it’s like, “That didn’t work. We will try this.” That includes our behavior. It took us a long time with a lot of intensive coaching. To some extent, it didn’t begin to hit me and Steve until we started to back a little bit away from patient care. Once I began to back away from patient care and get my nose out of the patient book, I began to understand how I was operating. It wasn’t always pretty.

You have to have the time to sit back, reflect, see, listen, watch, and observe. If you’re treating patients the entire time, you can’t do that. Plus, your brain space is filled with so many other things. It’s hard to put the energy into ownership at that time. Let’s wrap up part one. In part two, we’re going to talk a little bit about developing leadership within your clinic.

We talked a little bit about how to manage younger team members at the very beginning of this episode but we’re going to talk about what a leadership development program looks like and what some of those aspects need to consist of. Before we do, are you willing to share how people could get in touch with you? If they have questions or concerns and want to talk to you about the show, how would they do that?

The easiest thing to do is to shoot me an email at JBradley@PPTAndFitness.com.

Are you on any of the socials?

I’m on LinkedIn. I do all my professional stuff through LinkedIn. You can find me there.

We will wrap up this one. Stay tuned for part two.

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