Sterilization Station: A Sterile Processing Empowerment Podcast
Welcome to "Sterile Processing Empowerment Podcast, the podcast dedicated to elevating the field of sterile processing and surgical services! In an industry where precision and care intersect, we believe that knowledge is power. Our mission is to empower, encourage, and motivate every professional engaged in the transformative world of healthcare.
Join us each week as we delve into enlightening discussions that shine a light on best practices, emerging innovations, and the critical role sterile processing plays in patient safety. Whether you're a seasoned expert or just starting your journey, our panels and expert guests will provide invaluable insights through engaging conversations and real-world stories.
From the nuances of instrument handling to the latest in sterilization techniques, we cover it all. Expect thought-provoking interviews, educational segments, and motivating content designed to inspire you to elevate your craft. Together, let’s foster a community that champions excellence in surgical services and celebrates the unsung heroes of healthcare.
Tune in to where expertise meets passion, and every episode empowers you to make a difference in the operating room and beyond.
Sterilization Station: A Sterile Processing Empowerment Podcast
Kenneth Campbell's Journey: Transforming Sterile Processing Through Authentic Leadership
Kenneth Campbell's journey from cleaning instruments in the back room to commanding boardrooms is nothing short of extraordinary. In this deeply personal conversation, Campbell opens up about his childhood in rural South Carolina, his military service, and the unexpected path that led him to become one of sterile processing's most respected voices.
Campbell shares the pivotal moment when he realized the critical connection between proper instrument processing and patient outcomes while serving as a military scrub tech. This realization sparked his lifelong dedication to sterile processing excellence and education. His transition from military precision to civilian healthcare revealed stark differences that shaped his leadership philosophy—focusing on building trust, amplifying frontline voices, and maintaining calm under pressure.
The conversation turns deeply moving when Campbell recounts how a company CEO flew across the country just to check on him as a single technician—a demonstration of leadership that transformed his understanding of mentorship. This experience inspired him to become that same kind of leader for others, eventually leading to his current role as Director of Implementation at Turbett Surgical, where he helps facilities improve their processes and efficiency.
Throughout the episode, Campbell delivers powerful insights for sterile processing professionals feeling undervalued: "Nobody's going to speak louder for you than yourself," he advises, encouraging technicians to pursue certifications, training, and opportunities that make their voices impossible to ignore. His books "Time to Talk" and "Learn to Listen" extend this mission of empowerment and education.
What makes this episode truly special is Campbell's vulnerability and wisdom—whether discussing his recent achievement as one of only 25 HSPA fellows nationwide or sharing his ultimate hope: "If I could get one person to say 'I'm a manager today because of what he taught me,' that would be my legacy." For anyone seeking inspiration to dream bigger in sterile processing, this conversation is an essential masterclass in leadership, advocacy, and authentic growth.
What does it take to move from cleaning instruments in the back room to commanding boardrooms and shaping the future of surgical services? Well, today's guest didn't just climb the ladder, he helped rebuild it. If you've ever felt stuck, unheard or underestimated in sterile processing, this episode is your permission. Slip to dream bigger. Buckle up, because we're about to trace the rise of Kenneth Campbell, and it's nothing short of transformational.
Speaker 1:This episode of Sterilization Station, an empowerment podcast of sterile processing, is sponsored by MedTech College. Are you looking for a rewarding career in healthcare that doesn't require years of medical school? Well, medtech College in Hayward, california, offers a comprehensive sterile processing program that prepares you for a vital role in patient safety. As a sterile processing technician, you'll be on the front lines of infection control, ensuring that surgical instruments and medical equipment are properly sterilized and ready for use. With hands-on training, expert instructors and job placement assistant, medtech College gives you the skills and confidence needed to step into a high-demand field with great career potential. Classes are enrolling now, so don't wait. Take the first step toward your new career today. Visit MedTechCollegecom or call 510-432 for more information.
Speaker 1:So welcome back to the Sterilization Station, where we dig into the lives of leadership lessons, of those shaping the future of sterile processing and surgical services. Today's guest is someone whose career spans every layer of the industry. Kenneth Campbell is an author, educator, a certified Six Sigma Black Belt, current director of implementation at Turbid Surgical and former sterile processing manager, and he's also the host of a podcast and leads his state's HSPA chapter. Wow, right, do you feel underqualified yet? Good, let's get into it. So today we have Kenneth Campbell here, and really glad to have him here. He's such an inspirational person who's had a great, great impact on my sterile processing career and is one of the reasons that's right, one of the biggest reasons why Sterilization Station even exists. And so, kenneth, it's so glad to have you on the podcast today.
Speaker 2:Thank you, bill, for that warm introduction. It's a pleasure and an honor to be here. I'm glad you actually we'll get to why you're here but I'm glad that I'm here to share this journey with you. It's amazing to see you doing the big things you're doing. We had that conversation a while back and I see that you took it and just ran with it and I'm so proud of you, sir.
Speaker 1:Thank you, kenneth. Thank you very much. I don't know, I'm kind of over here, you know, pinching myself. Am I on the podcast with Kenneth Campbell? This is great. So I'm really looking forward to this dialogue. And you know the sterilization station tagline is an empowerment podcast for sterile processing.
Speaker 1:So, being in the industry for 20 years and just you know being in those toxic environments or being under bad leadership or challenging leadership, you know I remember in the pandemic how it was really challenging. And you know, last year I was in a major car accident and didn't know what was going to happen, didn't you know? Went back to work and was sent. My team sent me back home because, you know I was, my speech was slurred, my speech was slurred and I was just having a very challenging time and I was thinking like man, am I going to have to hang up? You know the scrubs. I didn't know what was going to happen.
Speaker 1:And I remember, you know I'm a praying man. I remember praying and I was wondering what to do and I woke up one morning and I heard it was. You know, when you have a concussion sometimes you don't sleep well and I was up every morning at two o'clock and I rolled out the bed and I heard sterilization station, so I started writing things down. And so now we're here, you here, and looking forward to empowering, inspiring and motivating.
Speaker 1:And that's what I was thinking was, you know, if there was a podcast there's lots of educational podcasts, but if there was a podcast you could tune into and you could just really, it would really speak to kind of where you were in some of the challenges and how not just identifying the problems but really giving solutions that could really encourage. And so I know this episode is going to be very life changing for people. You know we're planting seeds, we're giving knowledge and encouragement that's going to help them in their career. And so just if you could take a few seconds and maybe a few minutes, however you feel would like to, and just kind of walk us through your journey from your first role in sterile processing to where you are now.
Speaker 2:I think what makes this emotional and thought-provoking for me is that, if I go back to the humble beginnings, I wasn't even supposed to be here. This will be the first time I'm talking about this out loud to people. So my dad's a Haitian, my mom's an American. I grew up in the backwoods of South Carolina. So think about that like growing up in the backwoods of South Carolina. So think about that Growing up in the South. In that time the odds were stacked against me from the beginning. But I found solace in the military so gravitated toward ROTC. Mindset was stuck Like I'm going to find a way out. This was my way out. So I joined the military in high school. Now you got to think about that. I joined the military in high school, had an illustrious 18-year career, went to Afghanistan a couple of times. But I say that to say my first job in the military believe it or not was a scrub tech, slash, sterile process In the military. There's no difference. So if you're a scrub tech in the military, you're a sterile processing person by default. So when you go in that day you decide they put on the board where you're going to be, whether you're still processing or you're scrubbing cases. So this particular day I happened to be scrubbing cases and I got a tray that wasn't quite where it needed to be. I took it, went downstairs and something clicked. I don't know. I was down there trying to explain to the privates what's going on and blah, blah, blah and it just clicked, like if this isn't correct, then the part that I just left out of patient on the table in critical situations isn't going to be correct. I'm not going to have what I need if I don't get this part right. So from that moment I dedicated myself to training the sterile processing piece better. So I ended up becoming an instructor for sterile processing and teaching and it just stuck so right out of the army into the civilian sector, still sterile processing.
Speaker 2:I know we talk about those aha moments seeing the way the military did things to the way the civilian sector did things. That was my aha moment, like okay, we need more something. What is that? At the time I didn't know. Yeah, I think I'm coming from structured military to civilian, where it's all different. Over here there's a regiment Over here. I learned very quickly that it's not so much. So it just became my mission to the same attitude I had in the military I wanted to bring to the civilian side.
Speaker 2:So company not to be named, I can't really say, but I joined this company straight out of the military and my first assignment I never make this up my first assignment we were tasked to go into a facility and fire everybody, and that was a shock to me because I had never seen it done. But it was like one of those why are we doing? It Didn't match what we were doing. So my thought processes about the civilian sector weren't gravy at the beginning. So I started formulating in my mind like how can I change this? How can I change this?
Speaker 2:So, yes, I was a regular tech coming out With all my experience. I still got had to go through the be a tech one, be a tech Two, earn leadership. So I went through all of those stages and slowly but surely, people started saying hey, he knows a little bit more than the average, took on some contracts. Which is how I met Sips. Everybody knows Sips, right? That was my second company that I came into contact with coming out of the military and, as you know that you know, and people that know me know, I still rock with them to this day and as you know that you know and people that know me know I still rock with them to this day, 30 plus years later, you see what I'm saying, oh yeah, it's like wow, Like they showed me a different way that what they were trying to do They've grown now but from where they were at, it was a different mindset.
Speaker 2:And that chance meeting that I had with the owner, Karen Cherry I was on a contract with them in West Virginia. It's the only tech she had there. She got on a plane to come see how I was doing and now at the time she's the CEO, she's running the owner and I'm sending him myself and I'm like she took the time to come check on this one little tech in West Virginia as the CEO slash owner. Wow, that's leadership, that's guidance. And from that day she was my mentor. And here we are, you can see the fruits of my labor, saying, hey, I want to see that in me, I want to be that for somebody else.
Speaker 2:So I worked my way up Lead tech supervisor manager, assistant director, director Hence, here we are now Still a director, just in a different role, and I know we're going to talk about that in a bit, but I worked through all those things just to say I wanted to show people that it's not. It's everybody, from the lowest person on the totem pole to the director sitting in the office at the root of it all. We're still still a process. Me growing up on a farm in the South during the hard times and I say that to say when I said I wasn't supposed to be here, I was never supposed to leave the farm, given statistically, but I found a way out and I took my chances and made the most of it and that's why I put the work in that I put in, because I said to myself I would never go back to that.
Speaker 1:So here we are. Yeah, that's great Thinking about your history, and I really appreciate you sharing that, because you think about a farmer as someone who tills the ground, prepares the ground, plants the seed, you know, make sure that they're keeping all the weeds out, they're watering, they're fending off foxes, and now look at you taking all those qualities. They're reaping the harvest, they're planting the seeds, and now you're taking all that and you're investing it into leadership. So it's pretty interesting how it's a little different, but the same.
Speaker 2:The reason I say it the way I say it, though, is because and I'm not going to get race and all that stuff into it oh, for sure. Growing up in that situation, people who know that time frame. We weren't that type of farmer. They call them sharecroppers. You see what I'm saying.
Speaker 1:Oh, okay, I got you.
Speaker 2:To me it's another form of slavery. I'm just going to say it now Right, right, right. Sharecropping is you get told what to do, you do it so on and so forth. So early on my mindset was yeah, this ain't me. I didn't know why, I didn't know what was in store for me. I just know I wanted more for myself. I found that in the military.
Speaker 1:That's great.
Speaker 2:So, like I said, it was the work ethic of the military, plus seeing the things I saw. You know I went to Afghanistan, so you know how that was. I saw some things and it just changed my mindset about a lot of stuff.
Speaker 1:No, and that's really good, because even with the military I know in sterile processing, especially where I work at. I work right next to a big military base and so most of the people that come there to leave that to go into the public sector they do everything right. I mean, the scrub techs can do sterile processing and they fully understand the whole process. So I think when you're coming from the military you have a lot of advantages and things that you're exposed to that can transfer right over and you're doing different aspects of it. So you're almost like learning it all at the same time, which can be very beneficial, especially when you're going into leadership.
Speaker 2:Yeah, that's why I think I appreciated it more. I think I appreciated the fact that, even though I had all that experience 18 years in the military when I came out it still was a work through the stages.
Speaker 2:So I could see how the frontline techs were, I could see how the leadership led the teams and I could see everything from a different lens, because, even though I was experienced, you treated me like a rookie and I had to earn my keep per se. You know what I mean. So it was a great experience and I wouldn't have done anything differently. I don't think I would have wanted to come out and automatically be put in a leadership position, because I had to see how they did it.
Speaker 1:No, it's good, that's really good. It's a good segue into another question. I really wanted to ask you just to dive deeper into a lot of the experiences that you've had and continue to empower, and that would be what was the biggest mindset shift you had to make when you stepped into leadership.
Speaker 2:For me it was more. I want to say I think you have to expect that everybody has a different reason for why they come to work. You have to expect that everybody's coming to work to do a good job. However, the reality of the leadership side says you have to expect the worst too.
Speaker 2:You train, you train and you know what's supposed to happen, and you expect people to come in and do that, and when it doesn't happen, you're always surprised, like this is the basic function of our job. So my mindset had to shift from expecting everybody to be because I come from the military so expecting everybody to be dressed, right dressed and see the dysfunction and to be able to work amongst it. Because even though you're training people, you're teaching people everything doesn't resonate with everybody. So, even though we know what the basic function of the job is, it's, how do you get that to be the standard and the norm when you're dealing with people who are not military minded? So my biggest thing in leadership was at that point is how do I get everybody to see the greatness of themselves?
Speaker 1:Yeah, make them think outside of that. So, yeah, making them think outside of the of the way that they normally think. And that's only going to be if you have certain experiences and so certain you think a certain way based upon your experiences and the environments that you're in. And if people aren't exposed to that, then you have to create that experience for them to be able to think the way that you do. And that's regarding, like you said, coming from the military military, like your triage and you're addressing, you're looking at what needs to be having first and how do we not, if we're going to make it happen. But how are we going to make it happen? And kind of mapping it out. And then maybe you have limited, limited resources, and so everyone on the team knows how to do everything. So at any given moment, you could say I need you to go do this because it needs to get done, versus someone saying that's not in my job description, right?
Speaker 2:Hey, we know that famous statement. Hey, that's not in my job description.
Speaker 2:Right right, and then you know. The other part of that is, I had to adjust my own temperament because, again, I was in Afghanistan. You got to be cool under pressure, bombs and stuff going off around you. You still have to do a job. I noticed that when I came to the civilian side. As you move up, everybody's panicking. Cool, calm, it's not bombs going off. It's not bombs going off. Yes, it's a patient on the table, but we should be at a place where, in our mind, all right, we know what we need to do. Why is everybody on pins and needles? Why is everybody jumping? Why is everybody angry? So adjusting the mindset of getting people to see the process doesn't change by somebody yelling at you. That does nothing. So why are you upset?
Speaker 2:So changing the mind shift of that like why can't I be calm and everybody else around me is? Like the doctor said, he still can only get the tray in the time frame where we can give it to him.
Speaker 1:Yeah, it's true, that's true.
Speaker 2:Yep, but having to change people's mindsets about stuff like that I think that goes back to your question. It's like that's the biggest mindset. It's like everything's not panic Mindset is like everything's not panic, everything's not an emergency. Yes, a trauma is a trauma, but at the end of the day, our processes don't change because there's a trauma.
Speaker 1:You're right. Yeah, they have to be mapped out so that everyone understands. Talk a lot about casting vision, and wherever I work at is when you're making changes, casting vision and even maintaining vision. So it's important that people understand what is that specific? What's your department mission statement? Right, like, do you have a mission statement for what your department is going to do? And understanding that, if we all have the same mission statement and we're all in accordance to the end goal, right, which is great patient outcomes, great surgery outcomes, but also standardizing that sop right, so that everyone understands exactly what needs to be done, and it's something that we're consistently talking about is what we're. I could talk a lot about culture, right from urco, michael parker. He talks about what you do consistently, what you allow, what you celebrate, and that's you're speaking of the culture where you work at right.
Speaker 1:It's like if we just follow the process, it doesn't matter if it's a trauma, the trauma, the trauma is. It's like you ever seen that kid toy. It's like the square, the circle, the box and the little baby's trying to figure it out. So it's like the, the shape, the, the, the box that houses the toys is our process, whether you're a trauma, whether it's the need of intubation box in the ER. No matter where you're going, you're just a different shape that has to fit into our process. You see what I'm saying. So the process is the process. It's a matter of doing things in accordance to the vision or process.
Speaker 2:Yeah, I think that when they talk about sense of urgency and things like that, I think that when they talk about sense of urgency and things like that, I think people confuse that with oh, we have to rush, oh, the doctor's waiting. I get that he's waiting, but guess what? If there's three minutes left on the sterilizer, there's still three minutes left on the sterilizer. Exactly that tray's in the wash. It's still in the wash, so you panicking is not going to help the situation.
Speaker 1:No, and that's so true, you know, I mean it's so true. So I'm really just excited to think about you, know your journey and everything and understanding where, everything that you've been through, and just want to want to keep going more into it. So I wanted to hear you, just hear more about so how did you like so you always see yourself going beyond SPD. Did you always see yourself going beyond SPD or did the opportunities come organically? So we know you're in serial processing, we know you're in the military, we know you got off the farm, you joined the military and now you're in serial processing and we're talking about the processes. And now, when, when or how did this? Did you always see yourself staying in SPD or when did this? When did these opportunities come for you?
Speaker 2:Ever since that, my military days, I knew that this is what I wanted to do. Even when I hit the civilian sector, I said to myself. I said I'm going to be the top whatever that is civilian wise In the military, you know you go up to generals and colonels, but as enlisted you go so far before you actually stop being hands-on. I knew as soon as I knew I was coming out that I was going to be somewhere up here. What that looked like I didn't know at the time. It wasn't until, like I said, that fateful visit from Ms Karen Cherry that the leadership and mentorship aspect played a part in it and I can tell you that it started this trajectory of how can I give back, how much more can I learn, where do I want to take it? And just being a part of them all together and listening and learning from the SIPS team, it just showed me that there's a different way to do stuff and putting it in perspective of how do you want to get there.
Speaker 2:I didn't know that I was going to write a book until I saw them do it. I knew I had stuff I wanted to say, but what was that voice like? I didn't know that I could do the podcast thing. Until I was on the podcast with them and they showed me how. And I go back to what you said when you called me, it was like me calling them they didn't pull no punches. They said, hey, it's going to be hard if you're worried about views, if you're worried about this and you're worried about that, but you got to be consistent, you got to persevere, you got to go through it. So what did I say to you? Hey, you can't worry about views right away. It's about getting the content out there and being consistent with your message and keep it going. And that's where you, where all of these things come from, somebody else showing me the way. But I knew I wanted to do more, so it was my steps.
Speaker 2:Tech lead supervisor manager, director. So then when I hit director, it was what do you want to do next? Oh, I want to go to Amy. Oh, I want to be on the board of directors. I want to write books, I want to do a podcast, I want to do a fellow. So anything that was in that realm, it was obtainable because I had a vision to do it. And that's where it starts. You got to have that vision, you got to start somewhere, but you got to see yourself wanting to do it.
Speaker 1:No, that's really good. And I think it's like moment of impact, right. I mean Karen Cherry. I also have a story where she had a great impact on my life. I remember just real quick, I'll just share it. I remember she just started, she was at Children's Hospital, oakland. Quick, I'll just share it. I remember I was, I was, she just started, she was at Children's Hospital Oakland and she came there and I met her and you know, of course, she always has this bright like her face, has always got this brightness to it, and she had that smile and I was just like, okay, this is another manager, right, I was just in my career for three years. I was very new in stroke processing. I was a fireball.
Speaker 1:I was always in the huddles, you know, just always trying to if something was wrong. I just I had to speak up. I didn't know how to find the right timing in the right season and I remember how this lady was just was wanting everyone to know that she was a know-it-all and she was just blurring out answers all the time. And I remember how Karen pretty much said you know, we all know that you know everything. And I was like, wow, like man, this new manager. She's like kind of mean, right Cause she like direct, she's like so direct with her. And the lady just quieted down and she was like everyone knows, you know everything, we all know, we all know, you know whatever, I'll just make up a name Stephanie, we know, you know everything. So I'm thinking like man, this new manager is like man, that was kind of harsh. She just cut her and you could tell she kind of cut her right and so. But later in that same huddle, she was like we're going to be going through the trays and we're going to be creating new count sheets and we're going to be making it's going to be a big project. We're trying to, like, you know, do this and that. And then she said and stephanie, I'm going to really want you to lead that project because we know that you know a lot about the instruments. And then step, she was all happy and she was brought in.
Speaker 1:Man, it was like the, the light, the, the emoji brain went off, right. I'm like who is this lady? So I go into her office and after the huddle, and I was shaking my finger like I saw that, and she was like what you talking about, bill? I said I saw that that was awesome. And she's like what'd you see? And I was like how you like, cut her, put her in place? So then came back around in wisdom and brought her back into the department. And you didn't, she didn't even. You put ointment all on the cut.
Speaker 1:And that was my first exposure to a, to a sterile processing manager, that and she told me how she mentored so many people. And she might've been talking about you, I don't know, but she was talking about how she mentored so many people and I was like, well, when you leave, can, can you mentor me, you know, and and then she ended up transitioning out and and she, it just had a great impact. She had great impact on me. So I thought I would share that story, because I also was a recipient of, had that moment, that, and in the URCO we call it the CEO moment. It's that moment where you realize, oh wow, this is springing me into something. And then that leads me to ask another question to you is was there a specific moment I think this might be it when you realized SPD leadership needed a stronger voice at the table? That stronger voice?
Speaker 2:Yes, if I'm being honest, I think that was part of that moment with her, because I had been to three locations civilian-wide before I got to the location with them and in every one of those places what I saw was absentee managers and people doing pretty much whatever. There was no talk about Amy, there was no talk about our standard, there was no talk about consistency and, you know, there was no talk about productivity. People were running ramp shot and I'm like where are the leadership? But then that's when I learned oh, you don't get paid to do ABC. It was a big disparity in pay. People weren't listening, people weren't certified. It was all big disparity in pay. People weren't listening, people weren't certified. It was all these other little things.
Speaker 2:But where were the advocates for us? Because, at the end of the day, what we're doing it for right, patient safety, patients on tables. So whether you're getting paid the big dollars or not, your goal is still the same. And I get people do work for their money. I absolutely 100%. I know that people chase sacks now People out here that will take a job and be gone in six months if somebody offered them something better. It is a thing I get that.
Speaker 2:But at the time when I'm coming up, that wasn't. They weren't job hopping at the time. Travel was big but people were not just jumping from place to place. So I couldn't understand why wasn't leadership speaking up, why wasn't leadership a part of it? And then, knowing the SIPS model, I'm like, okay, if they're going to be out here trying to help people grow, I want to be an advocate, I want to be a part of this for the long. Do something. Great, you still got a phone call. Hey, I still can call Dottie. I still can call Ms Karen, I still can call Sharon. Hey, you know, blah, blah, blah. And it's still the same connections. But it all started with that one fateful trip, though, because a CEO took the time to come see, like a lowly tech one I'm going to call myself a tech one at the time, but it might've been a tech two but took time to come see that one tech. That, let me know, like, okay, she's speaking up for all of us. You're traveling the country to see one tech. Think about that impact.
Speaker 1:Yeah, no for sure. And that's where it started. That's great. Yeah, no for sure, because you're the face of her company and she was securing her investment. And so now look at it today. I mean, maybe you're not flying out here to Fairfield, california, but the day you took my call you might as well have been on a plane, because you stepped in and you said hey, I'm checking on you, I want to see how you're doing, and you started depositing empowerment into me. Empowering is to give the authority for someone or something to take ownership of something. So the day you took my call, you were empowering me to be able to do what I'm doing. So I say thank you for that.
Speaker 2:That's great, and I definitely appreciate you even thinking of me, to call it that moment. I know that when you're talking about your dream and something you want to do, you don't entrust it to everybody, because you got to think not everybody has everybody's you know path at their you know, at the front of their mind. It's like people try to hold you back, people try to steer you in the wrong directions, but for you to come and say, hey, I see you doing something, I'm thinking about doing it, what do I need to do? And that was a big moment for me because I'm like, okay, I'm doing something. Right, if people want to do the guidance, they want to get on the train and let it go. So why hold on to that information when I can help my fellow brother do some great things, like I see you doing?
Speaker 1:No, I appreciate it Like I it. I do appreciate it. I appreciate the relationship, the friendship. I've been able to guest on your podcast a few times and it's just been really excellent. So this is great. I'm enjoying it.
Speaker 2:I want y'all just to know that. I've been watching his growth. I see when he hit 1,000 downloads, I see when people are. It's amazing that I do want everybody to give him a big shout out, give him a big round of applause, because just not that long ago he started this thing and you can see the growth immediately. You can see where he's going with it, you see the vision and build.
Speaker 2:So we want to give you a shout out because I tell people all the time. I know you go to YouTubes, I know you do all these things and you're looking for information. Be wary of where you get your information from. Everybody's not an educator. Everybody's not. You know what they say. They are on the internet, but I can tell you you're 100% authentic to who you are. I love what you're doing. I love the podcast and I've seen the different things you're trying to do. That's fresh and new and you're always trying to educate people. So I definitely want to give you a shout out for continuing the legacy that all of us podcasters have done and, you know, keeping it fresh for the newer generation coming in. So again, kudos to you, sir no, thank you.
Speaker 1:Thank you, kenneth, I appreciate it. I mean, I really appreciate. It means a lot to to get that in. You are right, you know, initially you're looking at that, you're looking at your downloads, you're trying to your downloads, you're trying to count them, and then you know, I remember I hit this plateau, where I was, I posted an episode and it didn't have like a lot of views and everything. But you know, what I remember was when I first started, I remember something came into my mind. It said we grow, we grow as we go. And so I just keep telling myself that, you know, we grow as we go and it's all about encouraging, inspiring, empowering, motivating. And you know, and, like you said, when you're building something, you know Rome wasn't building in a day. So you know, sterilization station, you know, isn't going to be building one day. Neither was Time to Talk or neither was Beyond Clean. Neither was SPD 911. Neither was Time to Talk or neither was Beyond Clean. Neither was SVD 911. Neither was Red Line. You know, neither was Knowledge of Nonsense, right?
Speaker 2:I can tell you that season one I had my doubts. I, like you, even though the noise was there, I tried not to pay attention to the noise. I'm looking at numbers. I'm like, oh, it's not growing, it's not growing. And here we are, six seasons later, and I'm like, okay, I can see the progression. I see it happening, people running up to me in public hey time to talk. And I'm like, oh, people are looking it is influential to people.
Speaker 2:It is helping people, so it definitely takes a mind of its own and it's its own thing. So I can guarantee you like when you show up to conference, hey, the sterilization station you're going to be like I am listening, People are tuning in and it's going to be a different feeling. The first time you hear somebody yelled at a crack, you're from the sterilization station. It's going to be changed your whole mindset.
Speaker 1:Yeah, no, and I think that's what's really cool. Kenneth is like is you know, when someone reaches out to you and they're they're like I heard your podcast or someone, just you know they, they message you and they comment. Or when you when you get a notification on LinkedIn that someone shared your post, and it's those people that are very consistent in like they listen to you know. I'll give an example there's a surgical tech that is on my job before I even asked him to do a mini series and where he's going to do a mini series with me, he's just so supportive, right, he just comes in the department and it's like he works night shift and so Friday morning, when the episode goes live, he comes into our job and he works the double because he works there, comes here and he's like, oh yeah, I heard it this morning. He's like, listen to every episode. And it's so crazy.
Speaker 1:I flew to Dallas to go to this church convention in baton rouge uh, a few last week. I'm getting on the plane in dallas and we're both from california and he's literally walking right by me and I'm like what, what are you doing on this plane? And we started cracking up like what's the chance of that. But, yeah, I think it's those people that you know maybe write a review, or they comment, or they or you see them every time your episode goes that they're liking it, like those are the ones that, those are the ones that are sitting down and you know, I remember, um, when, uh, when Carol you know, carol Malone when she messaged me directly and said, like you know, you know, you're so authentic and your passion comes through and like I love how you're inspiring and different people, like that, it just maybe you don't have the downloads that you wish you had, but when you get that person who's saying like I'm listening to every episode and you're helping me and you said this and it was a critical moment, like that's more important than a thousand downloads, right, I mean, having that phone call with Bill Rochelle probably meant a lot more than a thousand downloads.
Speaker 1:When you're like man, I had a direct impact on this person's, you know and then coming out of an accident and not knowing if I could do SPD and wondering about what's next for me, and then for you to just do something like that, that meant more to me than a thousand downloads, you know. So I just appreciate that.
Speaker 2:I think that's the thing, though. You remember that mantra. They say if you could just reach one person and that's a true statement Like you can have two downloads, but if both of those people go on to do great things, where are they going to say they got that inspiration from?
Speaker 2:Right, right, you know, Kenneth Campbell you touched and helped somebody create their own path, and you're right. I think that that changes the trajectory of anything you can do once you know that somebody's actually listening to you and wanting to have you in their corner. And I remember those conversations. You were like I'm still laid up, I can't do nothing right now, and I'm like hey, you're going to be all right, sir, you're going to get back on your feet in no time and you're sitting there like no, I don't know, you got this and look at you now.
Speaker 2:So that's why I said like it is. It's those other conversations that mean more sometimes than you know getting back to work, it's the encouragement, it's the things that you don't talk about on the air. Sometimes that changes how people think about stuff.
Speaker 1:No, I think that's great. I really think that's great. I think this has been really really good and I really would like to shift and kind of go into your current role. So you're currently at Turbette Surgical. You're driving implementation there. Could you maybe help some of those who might listen to this understand, like, what is your current role? And then what does the director of implementation mean, like in a day by day?
Speaker 2:So my current title is director of implementation and clinical services and what that means is that I get to go to all these facilities. So first let me tell you just my region. I cover from Maine to Virginia. If you think about that on a map, so my area is the whole top northeast. So I cover from Maine to Virginia and I go to these facilities and I'm helping them with the educational pieces.
Speaker 2:So I go in and do the in-services. As far as implementations, I help them with that. So if they say that they reached out and they reached out to Turbin and said, hey, we want to change our efficiency, we want to do more with our quality, we want to get some on-time starts, we're having problems with holes and wrap and you know this type of thing it me to fix that for them. So my every day is actually helping people redo their processes and putting SOPs in place and how they could use the pod more effectively. Whether that's loner cases where there's a bunch of ortho stuff, or if people want to say, hey, I want to be all sufficient pod user, I show them how to do that as well. So the implementation and clinical services says that I'm their come in educator. I'm the one who goes in and helps them with their utilization of said pod.
Speaker 1:Okay, that's pretty amazing. So the technology there with that, I mean I remember when I first saw it I was like what is this? If someone doesn't understand what the technology is, could you just touch on it real quickly, like what is a pod and what is as when you look at when you're talking about sterilization containers.
Speaker 2:The pod is a bigger version so I can fit up to 15 trays in one pod.
Speaker 2:So the pain point that we fix is like so you know, when they do a revision or they're doing joint cases and they're bringing in 10, 15, you know revisions, they bring in 30 loaners. The pod will fix that so that you're not standing there having to wrap all of that kind of stuff, the holes they wrap, having the excess trays that you have to try to find storage for. We fix that for everybody. The sustainability, when you talk about all of the wrap and blue wrap and trash that comes out of surgical suites, we get rid of all of that as well. So it helps them become more self-sufficient in the OR because you're no longer having to stand there while everybody checks their wrap before you can put that tray on your back table, as per plain language of sterilization, a rigid container that just holds multiple trays and allows you to be more efficient in your department, because now that you don't have to worry about wrapping trays, containerizing all of that, you spend more time on the quality of the tray.
Speaker 1:Okay, no, that's really good. What are some of the biggest challenges you see in surgical workflows and sterile processing integration?
Speaker 2:Still staffing is still a big one. Standardization of education Still staffing is still a big one. Standardization of education for sterile processing is still a big one. And the implementation of new policies and standards. I think that we're still behind the curve as it pertains to implementation of said policies and standards. We have a new AMI standard that comes out every so often. We know the 91 came out. Now we talk the water quality, now we're talking transportation.
Speaker 2:I think those, as they come out, facilities are having to try to pivot, to get caught up to where we should be, and a lot of people don't plan for these changes and the footprint that they cover is what it is. They can't grow inward because that footprint is what it is. So I think that a lot of the challenges that we face in the workflow of that is that it's just not built for change. Like we get new standards, like the transportation. If they say I need to have a truck that is climate controlled, temperature controlled, humidity, budgets don't allow for us to purchase that type of stuff right away, so I cannot transport these trays to this facility now. So what do I do in the meantime? Do we keep doing it wrong now that there's a new standard out, or do we have to try to say C-suite, we need more money, and who's the advocate for that? Because it all comes back to store processing. So who's going to be the one to fight for that?
Speaker 1:Yeah, no, that's so true. I mean, especially with a lot of the changes that are coming and, of course, as they're rewriting and, I guess, reestablishing policies and standards, it's, it's, you're right. I mean I was at one of our off sites and they were asking the same question about transportation, and then I went onto social media and I saw how there's a new standard coming out. So I'm like, wow, this is a, it's a a lot, it's a lot deeper than it's a lot bigger picture than just saying well, I got a dust cover over the tray, can I just put it in the back trunk and transport down the street? Right, some of our clinics are down the street, but is that the right way? Or in the cabinet, so there'd be a certain temperature control for the trays actually being stored, and and how, what does that look like? And so I'm really interested to get my hands on that and review that, especially being a coordinator supervisor oh, it is okay, the tir is out, it's out
Speaker 2:so definitely if you haven't seen it, definitely get your hands on it, because it does change a lot. As far as that goes, just like you said your second facility may be right down the street, but if you got to have a truck, that's you know all of these things and it can't go in a dust cover and just in the back of a van. I was at a facility and they were using carrier vans and it wasn't even SPD people doing the transportation. It was like the pharmacy and the store room.
Speaker 1:So they know our standards. I love when new standards come out.
Speaker 2:I get my little highlighter, a cup of coffee, go to the break room and I just take my time going through it. So, no, that's great. And how do you approach? They see as the good, the bad, the ugly. So that for any process that you're going to implement and you want to have that buy-in, it's going to take a team effort.
Speaker 2:Because I tell people this all the time the directors and sometimes the managers we're not the ones doing it. We can write up a policy, we can write up an SOP, but until you've walked that line with somebody and let them tell you, oh no, we can't do that because that won't work in this scenario. You got to build the trust that way. You have to keep them involved in that process and the voice of the front line, believe it or not, is probably the strongest voice in your department because they know what boots on the ground is. They're the ones who have their hands in the sink, they're the ones who are emptying the sterilizer, they're the ones who are doing these things. So if you don't keep them involved in the process, then your process is 90% of the time.
Speaker 2:That's when we get several different processes. So there is no trust there because you might have wrote it, but if I don't feel like it's going to work, I'm not doing that. I'm going to continue doing what I'm doing. So they have to be a part of that process, and you have to be willing to listen. That was a cheap segue to learn to listen. By the way, we're going to get to that, though.
Speaker 1:Oh yeah, for sure.
Speaker 2:But you have to be willing to listen to your team and that's where you're going to build that trust that if you're not listening to them and you're just one of those managers who implement, implement, implement without any buy-in from the team, then all you're doing is you're a glorified paper pusher because nobody's following your processes anyway.
Speaker 1:Yeah, no, I think that's good. I mean, I'm looking forward to hearing about the book. We're going to take a quick pause just to thank one of our amazing sponsors. We're going to get right back to discussing some more great information with Kenneth here and so if you are looking for an excellent educational and learning tool, whether it be for your SPD department or for help with studying for certification exams, you need the World of Surgical Instruments.
Speaker 1:This 498-page hardback textbook covers all you need to know about surgical instruments, from frequently asked questions testing and inspection, repair, sharpness testing and much more. So go to wwwinstrumentlearningcom and use the code BRBOOK to get a 20% discount and, to compliment the textbook, check out the instrument coaching cards 165 color-coded flash cards with all the most commonly used surgical instruments. Order those today by using the discount code BRCards or, better yet, use the code BRSET to order the book in card bundle and get the best deal. So we're going to jump right back into the next segment with Kenneth. We're having a great conversation, spending some time together today, and we're going to dive into leadership lessons in sterile processing, and in this section we're going to focus on his leadership philosophy, training and lessons for others, and so I guess we can go ahead and dive into. Right now is hearing a little bit about you know? What does it mean to lead in an environment that is often overlooked?
Speaker 2:It's challenging because it's not about the people. People don't make it about the people and they treat a treat store processing, you know, like it's an entry level position and you've been in there. I've been in there. The work that they do, you know we ask a lot of them. We ask you know them to go above and beyond. We, you know we worked, like you said, back from COVID times. We worked, you know, with less but the work slowed, but it didn't stop and people weren't coming to work. You know things still needed to be done.
Speaker 2:I remember them replacing cases with ventilators and you know, with all of these types of things, what were? They called PAPR machines. So you still had a function but you still get treated like so leading at that. And you're trying to encourage people. You're trying to keep them motivated and spirited, and it's hard because how can you get people to see the value in themselves when your upline doesn't see the value in them? So when you're talking about motivation and trust, that's when you're leaning on your team, because you have to encourage people to be greater than themselves and see more in themselves than other people see in them. And sometimes that's hard because you have career people that's been in the field, as they call them, grandfathered in. You have people that's you know 30, 40 years in and they saw stuff crumbling around them.
Speaker 2:And you got the millennials that come in and it's a different work ethic, it's a different mindset and that yet you're still got to be at the helm of it and say I want you and you to meet me in the middle and let's make this ship run. But all the while they hear the whispers from like the or even the or looks down on them. The c-suite don't want to give them no more money, so finance ain't looking, they're looking down on them. The C-suite don't want to give them no more money, so finance ain't looking, they're looking down on them. But yet you got all these slogans about being the heartbeat of the hospital oh, we can't run without you.
Speaker 2:But they don't get treated that way. So as a leader, it is your job to motivate, stimulate and try to keep them upbeat so that the work still gets done. But again, you're your own advocate when you're still processing. And if you have a leader that understands that and has a philosophy that can resonate with everybody, you may be okay. But what about those that don't? What about those that haven't found their voice yet. They're still processing. You can see the change in the cultures of those still processing departments.
Speaker 1:Yeah, you're sharing some really good stuff here. I don't know, did y'all have your pen and paper out on this? I mean, there's just jewels flying everywhere. I'm hearing bombs going off.
Speaker 2:This is some good stuff here. I appreciate that.
Speaker 1:Thank you, yeah, no, no, this is good. I was wondering do you want to take a second real quick? I really want to make sure that we get a chance for everyone to see the books and to get a little bit of information about the books and how they can benefit them in sterile processing. So I definitely want to make sure you have some time before we move on to really talk about your books, because I remember reading your leadership book and it was outstanding. I remember texting you as I was reading through it. I haven't had a chance to read your new book, but I'm going to order one. Y'all Y'all got to order this book.
Speaker 2:Now a chance to read your new book, but I'm going to order one. Y'all. Y'all got to order this book now and that's a good segue, because my original book, time to Talk what they Didn't Tell Me, talks about what you just talked about. It is actually a leadership guide that helps you find your voice, because what I learned was during that pandemic time, people were getting pushed into positions without the training of how to do the position. So as we slowly started coming out of the pandemic, you were being requested to do things that nobody showed you how to do, because they needed a body, not say you didn't deserve the promotion, but you needed to be trained to get that promotion, not just thrown in a position. So Time to Talk what they didn't tell you is actually that guide. It helps you find out what type of leader you are, what skills you possess and how to manifest those things into being the best leader that you can be.
Speaker 2:Now, one of the things I talk about it in the book and people hate that I put it in there but one of the things people say he's a naturally born leader. No, he's not. He might have certain characteristics but you have to hone those skills and characteristics to become that leader and time to talk and help you do that. So then when people say, okay, now I'm a leader and I got this thing down pat, but yet you don't know how to talk to people. So that's where learn to listen comes in at. Learn to listen so others are willing to talk.
Speaker 2:It is my latest offering and it takes you through intentional conversations and it helps you improve the communication skills between you, staff, loved ones, all through the whole gamut. So it helps you with those soft skills, because listening is a skill. I can hear you all day, but if I'm not listening, I'm only waiting on my turn to jump in to say what I got to say, instead of deciphering what you said. And now let's address the real issue. So hearing versus listening, active listening and being able to improve those relationships and conversations is where learn to listen so others are willing to talk in at now, this is great.
Speaker 1:And then, just so that the viewers have access, where can they get your books at if they're interested? Where can they find them?
Speaker 2:they're both on amazon. If you type in kenneth campbell, time to talk or learn to listen, they both come up immediately. If you do have a group or you're one of those leaders who wants to do something bigger for your teams, reach out to me directly. I do have some discounts for bulk orders and things like that. So if you reach out to me directly we can talk through those things. But Amazon, barnes, noble, where all you get your literature is at, I'm in all of those sites. So definitely, and if you get it, don't forget to find me, because you know the signatures I do. People run up on me with a book. I just want to be ready. So I got my pens ready. So I got my pen ready, we got you.
Speaker 1:That's great. Yeah, I know Maricel Nguyen from MedTech. She when I precept her students and she came during SPD week and bought us all. Everyone got breakfast from Black Bear. I mean like everyone got their own breakfast, not like a little you have to figure out the share Like it was in its own container. She bought us some good refreshing drinks and then she hands me time to talk. I said what's this? And she said this is for you, bill, and had the book and so I read. It was a great book. I really enjoyed it and if you can get your hands on that book, you're going to enjoy it as well. So this is great. I'm really enjoying this conversation.
Speaker 1:I'd like to now transition into hearing more about you know, so we got the book, we are the author, we know you're an author, we know you're an educator and now you are a sterile processing podcaster. Right, we got time to talk the podcast. Could you you know maybe, like what inspired you to start the podcast? And then, when did you start it? And just getting the viewers a little bit of an understanding that don't know about the podcast, when did time to talk what caused it? Just a little bit of history of that.
Speaker 2:I had reached a level of what do I do now. I went through a program called Reset that was offered by UCDI and Sherry Combs and during the Reset it was one of those moments of clarity. They do this one exercise called a brain dump and everything out your mind, write it down and as I'm looking at mine, it's all these things I want to do and how do I do it and how do I get here and how do I get there. And Time to Talk was a brainchild of all my thoughts. I get there and Time to Talk was a brainchild of all my thoughts. I wanted to talk about it. So what better audience do you get than you can give it to the people? Because that's what it was essentially for. What can we do about education? What can we do about staffing, leadership, this and conversations.
Speaker 2:This and Time to Talk started about two years ago. Where originally I started with my first season was let's define what sterile processing is. Let's talk about the training. Let's talk about the tech one. Let's talk about a tech two. Let's talk about preceptors. Let's talk about a manager. So I went through the whole gamut of what is sterile processing and where these people are. Magically it took off Again. Like I said, when you get that first person to run up on you in the streets and be like you're him like it changes you and then I started asking people like what do they want to see and what do we want to talk about?
Speaker 2:so we've talked about during the six seasons. We've talked about everything from amy standards to joint commission. I evolved into this thing where now my season finale is a trivia show where the sponsors have given me the leeway to give up money to our people that's on the front line, who can't go to conferences and stuff, and you know, just a reward for them and their hard work. It's a way that you practice your knowledge but you get something out of it. So I'm one of those people where I appreciate the people stand up at eight o'clock at night to hear me talk or my guests talk and I can see them and I acknowledge them.
Speaker 2:But time to talk came out of a necessity to give back to the frontline staff. It's grown into something more, but it came out of a necessity that we didn't have these type of outlets before, these type of outlets before. Yes, beyond Clean has been around forever, the Red Line, all these things but when you're talking about meeting people at that level and bringing it to them straight, where it's straight, no filter, we have organic conversation. It's real. For people who don't know and you can tell them it's not scripted by far. We go where the conversation goes and I think it's been a joy to be a part of and get the people what they want.
Speaker 1:No, that's excellent. So was there ever an episode on Time to Talk or a conversation that you just looked back to that really stood out to you? Or maybe I don't want to say best episode, but let's say maybe the most impactful conversation that you had were as a podcast, so let's just like this episode right here was one of those that just kind of stuck with you.
Speaker 2:I have a couple of them, but I think, if I'm being honest, I think you were just there with me I had a doctor, tech, everybody that's involved in that process and to hear them have a real conversation. Involved in that process and to hear them have a real conversation, the doctor saying, hey, I expect ABC. Or when I don't see this. This happens in the tech seg but what I hear is yelling. I don't hear somebody who's compassionate and needing ABC. To hear them be in a room and have that type of conversation.
Speaker 2:I think was more impactful to me just because we don't get to see that often. You don't get to have a doctor walk through an SBD and have a real conversation with the staff. It's a joy if it happens, but everybody wants it to happen but nobody's trying to materialize it and make it happen. So that was my giving as close as I could get to getting him in SBD. I got him to the show with SBD people. I invited you in that same realm because as a coordinator, you need to hear what he had to say too. So getting everybody there. It was an impactful episode and I think I'm not going to quote me, but I think it is like one of our higher shows, because people wanted to see what that interaction looks like. So that's one of the ones. For me, that's really good.
Speaker 1:Yeah, no, that's great. I really enjoyed that episode. It was amazing.
Speaker 1:You know, sometimes things happen and you're just you can't even believe like you had no idea that I was a liaison and the way the doctor wanted to be a part of that department because you had had a conversation with him and you could tell like it really empowered him to want to understand and look through the eyes of sterile processing right to see how he can make a change.
Speaker 1:And he was looking through the eyes of you know, you could tell there was a conversation that really impacted him and he wanted to be a part. He had no idea he was becoming a liaison and didn't know that someone on the call was a sterile processing liaison, and so I thought it was just amazing because you didn't really you knew, okay, bill's a coordinator, but you didn't really know that I was a liaison and so that was really. It's just amazing when those impacts happen and I'm hoping to maybe sit, you know, have a more of an in-depth conversation with him and would be willing to even share more insights if he's interested. But I thought that was a very, very, very good episode and I learned a lot as well from that. So that was, that was phenomenal.
Speaker 2:Yeah, I think that he is very open to hearing more, and I've talked to him a couple of times since then, so he is very open to hearing more about how he can help and get involved. So I'm glad that you said that, because now I can say, hey, bill, I can share your information with him and y'all can have a good conversation because he is very, very, very looking forward to being an advocate, for my first book would be to actually write a book about being a successful sterile processing liaison, like the seven secrets to being a successful liaison.
Speaker 1:So that's something I want to work on in the future. But this is a good segue to ask a question about what are the voices that we need to amplify in sterile processing that you would say that still aren't being heard yet.
Speaker 2:If I'm being honest, I still don't think people understand the plight of the frontline tech Only because when we're in those rooms they see us as the leadership. They don't know what that tech is going through down there in the department, because all they want is their tray. They don't care about the behind the scenes, they don't care about you know you had three call-offs. They don't care about any of that, they want the finished result. So I think that, if anything, we still need to bring that frontline tech to the forefront Because, like I said earlier, it's not me, the director, that's down there putting the trays together unless I have to be down there putting trays together because I'm in a situation, but on a normal day to day it's not me in the trenches. You see what I'm saying. So it's the people that are in there daily that I think needs to have the loudest voice in the room. We're an advocate for that. Let me be your beacon to say this is what they're going through. I talk to them daily. I'm in there, I'm in decon.
Speaker 2:They were backed up. They had 10 carts. I had to go back there and do this because y'all wasn't doing your job up here. You're not doing your pre-cleans. You're not restricting, you're not separating. You have to let them know what those texts are going through, and I think that'd be the biggest impact that anybody can do. That's why I'm an advocate for new nurses and doctors coming down to sterile processing to walk the process. Spend a day or two down there so you see what these people are going through, because that's where your impact comes from the frontline staff, not the person sitting in the room over there. They already consider us a non-revenue generating department, so they're not focused on what's happening down there. They're focused on the fact that they have to give you an FTE. Why do they need to give you an FTE? Well, come let me show you why. Talk to the staff, because who does the joint commission talk to? They talk to the frontline, they don't talk to the leadership.
Speaker 1:That's right. They're coming after you. They come right to the text. Why is Joint?
Speaker 2:Commission putting a focus on the frontline staff for knowing the information, but your own facility's not. Yeah, I'm going to get off that right now.
Speaker 1:I'm not going to take you there, bill, I was about to go there with them. But yes, the frontline staff, I think, should be the ones that are highlighted. We'll have a part two and dive into that. It'd be great, it'd be great, it'd be great. So I was thinking about, you know, offering some advice for those technicians out there that they just feel maybe underrated and overworked. This is to inspire those who are grinding in those trenches. So what advice would you have to a tech who feels like they're stuck or undervalued?
Speaker 2:In reality, do more, not in the aspect of do more work. I want you to work, but when I say do more, go after those extra certifications, go after that extra training. Make it so that your voice can't be denied as part of my speeches that I give. When I go places and speak, I tell everybody in the room in front of my leadership you're your own advocate. Nobody's going to speak louder for you than yourself. That's right. But when you're speaking for yourself, people want to know what you've done to garner that attention.
Speaker 2:And it's not that you have to be a triple crown or gold crown or any of that. But what are you doing for yourself? It's not a handout, it's not you're going to get this raise just because so are you putting in the work to be heard. So that would be my advice Don't let because it's not mandatory, because they don't want to give you the extra dollar or two for it, stop you from being gone and becoming great, because that's the part of how all of this works is when they see that you're putting in work and you make yourself more marketable and valuable, whether it's at that facility or another one you put in the work for yourself. Seek out those mentors. Don't be afraid to ask a question, because that's where you're going to get that extra push from, because somebody's story is going to resonate with you. Somebody's going to have that advice for you. But you have to be willing to ask the question.
Speaker 1:Yeah, that's excellent, that's really good. I mean that stuff right there is worth going back over and listening to this again to hear, because that's what's going to really help to activate you. You know, when I was in cleaning scopes at Children's Hospital, they had the high-level disinfectant and there was a little bottle that came with it and it was called the activator and it would activate. You know the chemical and so sometimes you need that activator to be poured in. And so I know kenneth campbell here he's poor he poured that activator into you and now you have know exactly what you need to do to he empowered you right to take authority of the situation and to empower your department. So I think that's that was excellent real quick bill.
Speaker 2:Yeah, can I give him one more? Can I give him one more, can I?
Speaker 2:give him one more charge. Go for it. I don't know if y'all know, because there wasn't an official list put out yet. However, thanks to me feeling the same way, I just asked y'all to feel. So my last thing that I've done and I know Bill was going to bring it up, so I'm going to go ahead and just throw it out there. So the last thing that I've recently done, if you see on my name there it says FCS, so I have attained fellowship for the association. What does that mean? That means that and it's not a bragging point, but it's the highest level you could go as far as HSPA is concerned. It's one of the highest honors that any organization can bestow upon one of its members.
Speaker 2:Ours is obtainable. If I could do it I know you could do it it does require some work on your end. So that's my charge to you. We only have 25 fellows out of 150, 200,000 SPD people, whatever that number is. I know I may be exaggerating, but I know it's over 100,000 of us. It's only 25 fellows. So put that in perspective Of all these years of doing sterile processing and all the history behind it.
Speaker 2:It's only 25 fellows. It's not because the process is undaunting, it's because you have to be willing to put in that work. So my charge to you is to look into it, because your voice matters. I did my paper on the future state of SBD and AI, how AI is going to be integrated into SBD. There are topics out there that everybody wants to hear something from, and let your voice be the one to tell it. You have to apply to become a fellow, but if I could do it, I know you could do it, and you're going to be excited when you hear the list of these five people that made it this year. Become greater than what you want to be, because you're going to motivate somebody else. The way you're feeling right now may be motivation for somebody else. So don't let it limit you. Don't say I can't. It's always a way to make it happen. So that's my charge to you let's go, be great, and you know the world is yours.
Speaker 1:Yeah, no, that's excellent. I mean that's wow, that's phenomenal. Yeah, I know one more person who who, I believe, got it. I'm not going to say their name, but, um, but yeah, that's, that's a great accomplishment. I actually just recently learned about that from an educator in sterile processing, and so I'm still learning things and definitely something that intrigued me and got my interest. So that's great Congratulations on that one.
Speaker 2:You're going to be the next one to write a paper bill. I feel like I see it coming. I see it coming Once you pick your topic. I know there's no stopping you once you pick your topic.
Speaker 1:Yeah, I'm, I'm, I'm, I'm editing an episode I did and I was really passionate in it and it was actually the episode was on like it was on passion and understanding your why and that's something I'm very passionate about is just how you know, you don't want to lose your passion in sterile processing, and a lot of times it can happen when you're in those environments where you do feel undervalued, you feel underappreciated, but always remembering why, always remembering how you felt when you put the scrubs on the first time, when you got that first name badge that said you know so-and-so, whether it's central service or whether it's sterile processing or whether it has comma, crcst or whatever certification, like never forgetting that why and that passion, and that's what keeps you through those very bad environments, and so that's something I'm really really passionate about.
Speaker 1:And um, and so, yeah, I think that's great, great, I mean, I, I, I'm getting the charge right. You know I'm getting the charge. So you plugged in, you know, you, we have electric cars in our family and we're E people and you know, and, uh, you just hooked up the charge right to me. So that's, uh, that's great it just empowered me.
Speaker 1:What legacy you think about? A legacy, right. What legacy do you want to leave in this space when it's time for Kenneth to hang up the scrubs or to step away? What legacy would you want to be remembered by in this space of sterile processing?
Speaker 2:All the accolades are fine. They make us character-wise, but for me it would be how many people I was able to motivate to do more for themselves. If I had to get a room full of people to say how many of y'all came through the Kenneth era. And if I could get five people and I say five, but if you could get one person in that room to say, hey, I'm a manager today because of what he taught me, that would be my legacy.
Speaker 1:That's great, man, that's great. That's great.
Speaker 2:Like I said, the books, all that stuff is going to be there, but it's not what you did for yourself, it's what you did for somebody else. So if the legacy becomes hey, I'm a director today because I read, learned to listen, so others are willing to talk, or I'm a manager today because I read, learned to listen, so others are willing to talk, or I'm a manager today because I found how to be a manager from time to talk, that would be what it would be.
Speaker 1:Yeah, that's great.
Speaker 1:I mean, you think about just people that have been influential, you know, and like I'm the kind of person that I never forget those people that did something for me and you know, it makes me stay in touch, it makes me I was thinking, like if you were in a retirement community, like what person would, if you were getting older and you were in a retirement home, let's say you're in that point in your life like you know what would cause a person to say, today I'm going to go visit Kenneth, right, because I remember, you know that they, they did this, and so I just appreciate that, because that's true, you definitely want to make sure you leave a legacy and there's nothing more important than the impact that you can have on a person's life and catching them at the right season. And so, right before we end this episode, I'm just going to do a rapid fire. This is going to be fun. I'm just going to ask you quick questions, just kind of shoot out an answer, we'll just roll through them. So what's your favorite instrument to reprocess?
Speaker 2:Ooh, endoscopes.
Speaker 1:What's your worst instrument? Set to open? No Certification. You secretly hated studying for Leigh Six Sigma.
Speaker 2:Your favorite product. I got to take that back. I don't want people to be discouraged by Leigh Six. Actually, the APIC was the worst one ever. I'll be honest about that the APIC was the worst one ever.
Speaker 1:Okay, thank you.
Speaker 2:favorite productivity hack task task because you gotta think, with the task you just put in a number of how many times you answered the phone, how many times you went to the door right right coffee or energy drink. I don't drink coffee, so it would be an energy drink yeah, I'm all coffee, I'd be like coffee.
Speaker 1:So you know what this industry runs on precision, people and perseverance, and Kenneth Campbell is a living example of all three. So, whether you're just stepping into SPD or climbing your way into leadership, I hope today's episode gave you something to think about. You can follow Kenneth's work on Time to Talk or dive into his new book for a deeper look at how to build the best version of your leadership self. We'll make sure we post his email at the end of this episode. There's his books. You see them. He's right there. If you want to get them, he told you you can get them on Amazon. They're both there. Until next time, keep it sterile, but never static. We thank you for tuning in today for the Sterilization Station. Please like, comment and subscribe to us.
Speaker 1:Sterilization Station Empowerment Podcast for Sterile Processing. I hope this episode empowered you through the life and legacy of Kenneth Campbell at Time to Talk. Once again, we will post his information. You can definitely find him on LinkedIn. You can listen to his podcast and just make it a great day. Until next time. Stay empowered, stay encouraged, stay inspired. Always remember that Sterile Processing Week is every day. Every day is Sterile Processing Day and we appreciate you, we salute you, frontline people out there doing such a great job. I say superheroes without the capes sterile processing technicians, sterilization Station signing out. Have a great night, thank you.