In part of her conversation with Jacob Hutcherson, Wendy Kaler discussed the challenges of transitioning between hospital systems after spending 20 years in the same place. Hutcherson, with his recruiting background, pointed out that such transitions can often be difficult, especially for professionals who have built a strong foundation in one organization. Wendy reflected on her own experience and how her extensive background in Infection Prevention helped her overcome some of the challenges of moving to a new hospital. She explained that by the time she was interviewing for new roles, her microbiology expertise and years of experience were key factors in her success, and her non-nursing background no longer raised any concerns.
Wendy highlighted that once she stepped into her role at the new hospital, her experience and ability to implement evidence-based guidelines and infection control bundles made her an asset. She noted that her accomplishments and the structure she brought to Infection Prevention spoke for themselves, and her background in microbiology became irrelevant to the leadership. In fact, she realized that once you’ve proven yourself in the field, what matters most is what you’ve accomplished, not whether you were originally a nurse or came from another scientific background.
However, Wendy did notice vast differences between hospital systems, particularly when it came to leadership and their respect for science. She shared that while some hospitals were driven by science and evidence-based practices, others were not interested in the scientific approach she brought to the table. In some instances, leadership wanted her to take actions that conflicted with her scientific background, and Wendy made it clear that she could not support initiatives that would compromise her professional reputation. This experience made her aware of how inconsistent leadership can be across facilities, particularly in terms of understanding the role of Infection Preventionists.
Wendy stressed that who an Infection Preventionist reports to plays a crucial role in the success of the program. In some hospitals, she reported to quality directors who truly understood the importance of Infection Prevention, while in others, leadership was stuck in outdated practices from 30 years ago. She explained that in those cases, Infection Prevention was often siloed within nursing, and other support departments that also played critical roles in infection control were left out of the conversation. This fragmented approach made it difficult to maintain comprehensive infection control across the hospital.
Lastly in this segment, Wendy shared her experiences with quality directors who put her to the test, having been burned by previous Infection Preventionists who didn’t meet expectations. She appreciated the honesty from leaders who wanted to ensure that she truly knew her stuff before trusting her fully. Wendy emphasized that the biggest challenge in hospitals is the inconsistency in leadership and their understanding of what makes a good Infection Preventionist. A supportive and knowledgeable quality director can make all the difference in building a successful Infection Prevention program.