Closing the Gap Between IPC and Executive Leadership

Over the years, I’ve had the privilege of engaging in deep conversations with both executive leaders and frontline professionals in healthcare and public health. As I transitioned into consulting with a mission to help organizations strengthen their health systems by leveraging the strategic vantage point of infection prevention, one theme became apparent: leaders and teams aren't on the same page.  Infection prevention and control (IPC) professionals, executives and frontline teams often speak different “languages”, which leads to misalignment, siloed work, and missed opportunities for organizational progress. 

The Tangible Disconnect 

In a recent conversation, an executive told me: “Carole, I think infection preventionists have a lot of passion but they don’t understand our priorities. I can’t spend my time talking about infections. What good does their work lead to? It’s very unclear and that’s why we’re not on the same page.”  

From IPC leaders, I often hear the reverse:  

• Leadership support is seen as the biggest barrier to organizational success 

• Lack of alignment slows progress towards patient safety and healthcare excellence 

• Misalignment ultimately impacts the bottom line and long-term success of the organization 

Clinicians also share the frustration. They’re frequently caught in the middle, trying to follow IPC recommendations while navigating leadership priorities and operational realities.  

These aren’t isolated anecdotes. Studies, industry reports, and even my LinkedIn polls reveal recurring themes that show that IPC leaders and executives often have differing priorities, which create misalignment. When these perspectives aren’t reconciled, it can hinder organizational alignment and performance. 

Why This Matters 

Misalignment doesn’t just affect infection prevention; it also impacts: 

• Staff morale and retention: leaders and teams feel undervalued and unsupported 

• Organizational credibility: patients notice when safety is inconsistent and health care is suboptimal 

• Financial performance: preventable infections, waste and inefficiencies increase 

• Strategic progress: fragmented goals mean no one wins 

How to Change the Narrative 

Creating true alignment starts with a shared understanding of priorities and intentional collaboration across the organization. That means: 

• Bring all leaders together, organizational, IPC, and frontline, to define and pursue shared priorities. 

• Support a cultural shift that integrates an aligned vision into daily operations, not just crisis response. 

• Promote accountability at every level to ensure goals translate into real results. 

• Leverage IPC strategically as a core part of organizational strategy for long-term success, not just as a compliance function. 

• Consider high-impact risks and prioritize them to protect patients, teams, and organizational reputation. 

What Success Looks Like

I’ve seen organizations that apply this approach get great results:   

• Over $1.1 million in cost savings through leadership alignment and system optimization

• 60% increase in patient satisfaction via team coaching and leadership development 

• 30% reduction in infection rates through evidence-based practice and system refinements  

• Magnet recognition achieved through organization-wide alignment and engagement 

The common denominator in these success stories was a combination of leadership alignment, strategic use of infection prevention and a shared vision. By taking action, these organizations strengthened their systems, earned leadership recognition, improved employee performance and increased patient satisfaction. 

What to Do Next 

If you’re an executive or program leader, take a moment to ask this question: Are our IPC efforts aligned with our organizational strategy or are they operating in silos? Noticing these gaps is the first step toward meaningful change. 

What have you discovered in your organization?