Newsworthy

Administrative Director, Primary Care & Medical Specialties

Braden Shackelford made his way to Stormont Vail Health on February 6, 2023 from Tulsa, Oklahoma where he worked as the Director of Operations for Primary and Specialty Care for a National Health System. In that capacity, he was in lead of 15 service lines, including Obstetrics and Gynecology, Primary Care, Cardiology, Gastroenterology, Psychiatry, General Surgery, Urology, Ear, Nose and Throat, Pulmonology, Neurology, and Pediatrics – all of which had clinics in the northern part of Oklahoma and the southern part of Kansas. Other service lines included Capital Equipment Renovations and Supply Chain Activities. He has a Master of Business Administration from Southern Nazarene University and a Master of Science in Business Administration from The University of Tulsa. He received his undergraduate degree in public health from Oklahoma State University.

When he’s not working, Braden can be found playing board games with his family and watching sports.

Wendy, from Stormont Vail’s Organizational Development team, recently interviewed Braden regarding his thoughts on leadership. Check out his interview below.

Q: Who do you look up to for inspiration or mentorship?

A: I seek mentors who can help me fill gaps in my knowledge. When spending time with leaders and others, I take in everything they can share with me on areas where I can grow. I don’t hesitate to seek input from others. The Chief Financial Officer in my previous position was a mentor I looked up to, and I am building new relationships with Stormont Vail Health team members to mentor me in my new role. My leader and my team have been great resources to me already.

Q: What are the most important attributes of successful leaders today?

A: I believe the three most important attributes of a leader are high emotional intelligence: follow through, be transparent, and have collaborative communication. Having high emotional intelligence is essential for building relationships. I strive to nurture the work environment to create a place where others can speak freely and share ideas. I believe follow through and transparency are necessary tools that increase satisfaction for team members.

Q: How do you continue to grow and develop as a leader?

A: There are three buckets for me in my development as a leader. The first is my mindset, meaning I recognize that I don’t know everything so I must engage in constant self-evaluation to identify gaps in my learning. Secondly, I am observant, meaning that I work to be aware of things that can help me grow as a leader. The third thing is seeking to see the perspective of others, and recognizing that negative experiences can also be opportunities for learning.

Q: What do you find to be the most rewarding aspect of leading a team?

A: I enjoy building relationships – helping others and fostering growth. It is important to me to get to know others as individuals, to create a positive climate with authenticity. As a leader, I want to build true trust with my team members – creating a culture where they feel safe and can work together as a team.

Q: What three books would you recommend on leadership?

A: The 360 Degree Leader by John Maxwell. I believe you can lead from any seat at the table and that leadership is not a title or a position. Leadership is empowering others and gives one the ability to interact collaboratively within all layers of an organization.

Seeing People Through by Nate Regier. I like the structure of this personality profile with the “condo” framework. Understanding how to move within the levels of your condo improves relationships, allowing you to individualize your communication.

Conflict Without Casualties by Nate Regier. This is a great read for anyone who struggles with difficult conversations. It provides a specific framework to positively navigate those situations.