Name: Kelton Jeffery

Title: Director, Surgical Programs

Organisation: Children's Health

Kelton Jeffery is the Director of Surgical Programs at Children’s Health. Children’s Health is one of the top pediatric hospitals in the nation. Children’s is ranked in all 10 pediatric specialties by US News and World Report. Kelton also sits on the Plano DEI Council on the campus.

In addition to Kelton’s leadership role, he is also the Chair of the largest employee workgroup Health Equity Diversity and Inclusion Commission (HEDIC) in the organization, which includes 605 members. Through this workgroup, Kelton helped create the first scholarship geared towards people with diverse backgrounds in his organization, which is a significant step towards increasing diversity and representation in the healthcare field.

In Kelton’s current role he works on the Growth and Development Team and focuses on leading a hospital-wide effort to make more surgeries and complex surgeries available to families in the Northern Part of the DFW Metroplex.

One of Kelton’s most notable achievements was leading the team that created the first discharge lounge in Texas. This innovative initiative received national recognition for decreasing turnover time and freeing up beds during the early part of the pandemic. Kelton was recently recognized as one of the "40 Under 40" by the Dallas business Journal for his outstanding contributions to healthcare. He is deeply passionate about being a voice for underserved communities and strongly believes in advocating for their needs and the needs of everyone as whole.

In addition to Children's Health, Kelton sits on the Board of Directors for Kayla Cares 4 Kids a non-profit organization that helps sick kids feel better by donating entertainment and educational items to children's hospitals worldwide. Kelton also sits on the membership committee for National Association of Health Service Executives (NAHSE), a healthcare organization promoting the advancement and development of Black health care leaders and elevating the quality of health care services rendered to minority and underserved communities. As a member of this committee, Kelton is able to contribute to the advancement of healthcare policies and practices that support diversity and inclusion in our field.

Outside of healthcare, Kelton serves as an Adjunct Professor at the University of Southern New Hampshire, where he shares his expertise in business management and leadership. Through engaging coursework and real-world insights, he empowers students to develop essential skills for navigating the complexities of today's professional landscape.

Kelton attended Sam Houston State University and obtained his Bachelor of Science Degree in Healthcare Administration and received his Master of Business Administration Degree from The University of Arizona. Kelton is currently working to obtain his Doctorate in Healthcare Administration from Virginia University of Lynchburg.

Thank you to the 2,000 leaders who’ve generously done the 7 Questions on Leadership!

I hope Kelton's answers will encourage you in your leadership journey. Enjoy!

Cheers,

Jonno White

1. What have you found most challenging as a leader?

Navigating diverse perspectives and personalities within the team can be complex. It requires a delicate balance of understanding individual strengths, motivations, and communication styles. Ensuring everyone feels valued and heard while driving towards a common goal can be challenging. It's about fostering an environment where differences are celebrated and leveraged to propel the team forward, rather than hinder progress. This demands active listening, empathy, and effective conflict resolution skills, all while maintaining a unified vision.

2. How did you become a leader? Can you please briefly tell the story?

My journey to leadership in healthcare began with an unexpected turn during my college years. While pursuing my undergraduate degree, I faced a unique challenge during a practicum requirement. Despite excelling in most classes, I received a low grade in an internship course due to personal circumstances, this was probably the easiest class anyone could take in college.

During my time in the internship course, my father received news that he was matched with a kidney and within hours he was undergoing a kidney transplant in a different city. This prompted me to leave school to be with him. Upon my return, I encountered skepticism from a professor regarding my desire to secure placement at a prestigious hospital for my practicum. This practicum was a big deal for aspiring healthcare administrators as for most – it would jump start their career – a situation akin to the rigorous master’s degree level leadership residencies in healthcare administration. She told me that she would not recommend me for such a prestigious organization because I made such a low grade in my internship class.

Undeterred, I applied to the hospital of my choice, despite being warned against it. Through determination and multiple interviews, I not only secured the practicum position but also stood out among top candidates from renowned universities. In just six months, I immersed myself in various hospital departments, demonstrating adaptability and eagerness to learn.

Remarkably, before completing my practicum, a director at the hospital recognized my potential and offered me a management position at the age of 20, despite my limited leadership experience. This pivotal moment marked the beginning of my exponential career growth in healthcare leadership.

3. How do you structure your work days from waking up to going to sleep?

My days typically start with a glance at my calendar, setting the tone for the day ahead. Ensuring my family is cared for is a non-negotiable priority before I head out. During my morning commute, I always use that time to listen to music, connecting with my passion as a musician.

Once at work, I dive into the day's challenges with laser focus while probably drinking out of a fire hose most days, but that is the demands of healthcare. Despite the intensity, I approach each task with determination and a sense of calmness, I try to never let the challenges of healthcare consume me.

Evenings vary - sometimes I can fully disconnect, while other times, professional commitments extend beyond typical work hours with meetings or organizational duties. However, one thing that remains the same is my role as a husband and father. Upon returning home, my focus shifts to family, embracing the unpredictability and joy that comes with it.

My evenings are fluid, often filled with quality time with my son, followed by music practice and cherished moments with my wife before winding down for the night. I end every night in prayer, reflecting on the day's blessings and challenges, finding peace and gratitude in my faith journey. 

4. What's a recent leadership lesson you've learned for the first time or been reminded of?

A recent leadership lesson I've been reminded of is the importance of vulnerability and authenticity in fostering trust and connection within teams. Sharing personal stories and struggles can humanize leaders, creating a culture of openness and empathy that empowers individuals to bring their whole selves to work. This not only strengthens bonds but also encourages collaboration and resilience in overcoming obstacles together.

In this walk of life, extenuating circumstances will inevitably arise, and I've learned the value of handling them with empathy. While it's crucial to uphold policies and procedures, not every situation fits neatly within those frameworks. As a leader, I recognize the need for discretion and flexibility, especially when faced with unforeseen challenges that demand a compassionate response. This approach ensures inclusivity and equity, even in circumstances where policies may fall short.

5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?

One book that profoundly impacted my leadership journey is "Move Your Bus" by Ron Clark. During my practicum, my preceptor recommended this book, and its message quickly resonated with me, providing a framework for growing individuals on my team.

In the book, Ron Clark introduces the concept of sitters, walkers, joggers, and runners, likening them to passengers on a self-propelled bus without an engine. Sitters are dead weight, while walkers move the bus but slow it down. Joggers excel in their roles, and runners are exceptional contributors who keep the team afloat.

During annual evaluations with my team, I ask each member to identify where they see themselves on the bus. I then provide my evaluation, focusing my efforts on helping walkers and joggers progress to the next level. As for runners, I understand they're likely one interview away from a promotion, so I support their growth while preparing for their departure. Sitters who can't progress to walkers are placed on performance improvement plans, with the ultimate goal of either improvement or transition out of the department.

6. If you could only give one piece of advice to a young leader, what would you say to them?

Identifying Goals and Building a Strategy: Setting clear, measurable goals is the first step toward success. Whether it's advancing in one's career, achieving personal milestones, or making an impact in the community, having a roadmap is essential. Once goals are defined, developing a strategic plan outlines the steps needed to reach them. This includes breaking down larger objectives into smaller, actionable tasks, setting deadlines, and adjusting strategies as necessary.

Gaining Field-Specific Understanding: In any field, comprehensive knowledge is key to effective leadership. For instance, in healthcare, understanding various departments, processes, and industry trends is crucial. Actively seeking out opportunities to immerse oneself in different aspects of the field, whether through internships, job shadowing, or continuous learning, enhances expertise and informs strategic decision-making as a leader.

Building a Network: Networking is not just about making connections; it's about cultivating relationships that offer support, mentorship, and opportunities for growth. Engaging with peers, mentors, industry experts, and professional organizations expands one's knowledge base, provides valuable insights, and opens doors to collaboration and career advancement.

Conducting a SWOT Analysis: Self-awareness is a cornerstone of effective leadership. Conducting a SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis enables individuals to identify areas for improvement, capitalize on strengths, and mitigate potential challenges. It serves as a roadmap for personal and professional development, guiding decisions and actions to align with overarching goals.

Identifying Personal Core Values: Core values define who we are and guide our behavior and decision-making. They serve as a moral compass, anchoring us during times of uncertainty and shaping our leadership approach. Aligning actions with personal core values fosters authenticity, integrity, and trust, both within oneself and among team members.

Embracing Discomfort for Growth: Growth occurs outside of comfort zones. By intentionally engaging in activities that challenge and stretch their abilities, young leaders develop resilience, adaptability, and confidence. Over time, what once felt uncomfortable becomes second nature, expanding their skill set and capacity to lead effectively in diverse situations. By expounding on these principles, young leaders gain a deeper understanding of how each aspect contributes to their growth and success in leadership roles."

7. What is one meaningful story that comes to mind from your time as a leader, so far?

Early in my career, I encountered a profound lesson in leadership that challenged my understanding of policy enforcement and the importance of empathy. A dedicated employee, consistently performing at their best—a true "runner" as described in the 'Move Your Bus' book”faced an unimaginable tragedy when their fiancé was killed in a car accident. Despite the severity of the situation, our policy didn't recognize fiancés as eligible for bereavement leave.

Confronted with this heartbreaking circumstance, I grappled with the rigidity of policy enforcement versus the human need for compassion. Ultimately, I chose empathy over strict adherence to policy and granted the employee bereavement leave. However, my decision wasn't without repercussions; I faced criticism from higher-ups for deviating from protocol.

Determined to advocate for the staff's well-being, I escalated the issue to HR, highlighting the policy's shortcomings in supporting employees during times of personal crisis. After intense discussions, HR recognized the necessity for change. As a result, they revised the bereavement leave policy to be more inclusive, extending support not only to fiancés but also to other overlooked categories.

This experience taught me the power of advocacy and the responsibility of leaders to challenge and improve outdated policies for the benefit of their team members. It reinforced the importance of empathy in leadership and the need to prioritize the well-being of employees above bureaucratic constraints.