In a recent interview, Kelly Zabriskie reflects on a significant transition in her career in Infection Prevention: moving from a role as a sole Infection Preventionist (IP) to overseeing infection prevention across three hospitals. As Jacob Hutcherson probes into the difficulties of this shift, Kelly explains how her background in Environmental Services (EVS) and facility management helped her develop essential skills for leading teams. Though her previous experience was in a smaller hospital where she managed EVS and facility teams, she felt her ability to support a group and coordinate across various functions prepared her well for the new challenges in a multi-hospital setting.
Kelly’s journey highlights the adaptability required in Infection Prevention, especially for those moving from independent roles to overseeing larger systems. She explains that, as a single IP, she became accustomed to wearing multiple hats, from educating staff to managing rounds, all while serving as the primary point of contact for infection control. This experience cultivated her influence across different departments, which would become essential when she transitioned to leading multiple teams across various facilities. Kelly notes that even though she had no direct reports, she treated her colleagues as team members, an approach that fostered trust and cooperation.
Once she stepped into her new role, Kelly encountered both familiar and new challenges. One major difference was the scope of her responsibilities—she was no longer handling tasks alone but rather guiding a diverse team with various professional backgrounds. This shift required her to adapt her leadership style, using her experience as an EVS director to delegate effectively while also leveraging each team member’s unique skills. The adjustment wasn’t without challenges, but Kelly found joy in building connections and empowering her team to make meaningful contributions to infection prevention.
In the interview, Kelly emphasizes the value of “leading with influence,” a skill she developed from her time as a solo IP. While managing multiple hospitals, she relied on this approach to foster collaboration without micromanaging. Her ability to influence, rather than directly supervise, became one of her most valuable assets in her leadership role. By encouraging open communication and setting an example of commitment to infection prevention, she created an environment where her team felt supported and motivated.
Kelly’s experience offers key insights for those in Infection Prevention or other healthcare leadership roles. Her story demonstrates that stepping into a larger role often involves expanding one’s influence, learning to trust and empower a team, and adapting skills gained in previous roles. For anyone aspiring to move from independent work to a leadership position, Kelly’s journey is a testament to the importance of adaptability, relationship-building, and the power of influence in driving change across healthcare systems.