For years, infection prevention conversations treated Environmental Services as a support function. A separate department. A cost center. The people who clean after everyone else goes home. That era is ending. The 2026 guidance is explicit: if your EVS team is not staffed, trained, and monitored, that is a leadership failure, not a staff failure.

The guidance documents do not use the word blame. They use the word accountability. The expectation has moved from “did the room look clean” to “can you prove it is clean, and can you show who is responsible when it is not.”

Continue reading this article here

Years ago, as a Supervisor, at a different medical center, I walked in and found nine callouts. Vacations already approved and sick calls reduced half of my team that same day. On paper it looked impossible.

I didn’t try to fix it myself. I pulled the team together, explained exactly what we were facing, and we worked through it as a group. We agreed on what had to get done that shift, the basics that could not wait, and what could safely hold until the next one, based on who was actually going to be there. It worked. We got through the day, and it still amazes me to this day.

Continue reading this article here

It’s not always a staffing shortage. We have a leadership development vacuum. If a paycheck is your only retention strategy, you are losing your best people to whoever offers a slightly bigger one.

I’ve hired people straight off the floor who had more leadership in them than some managers I’ve worked with. The instinct in a lot of departments is to look outside for that: post the supervisor job, bring in someone with a title already attached. Meanwhile the person who already knows the building, the staff, and the standard is standing right there, wiping down a room.

Continue reading this article here

Most advice about holding people accountable quickly moves to progressive guidance. Set the expectation, document the gap, escalate to discipline. The mechanics are not wrong. They are just second, and when a leader reaches for them first they usually do not work.

They don’t work because accountability is not perceived the same way by everyone. The same conversation, using the same words, can be help for one employee and a threat for another. The difference is whether that employee trusts me, and that needs to happen long before I sit down with potential progressive discipline.

If they do not trust me, accountability is not a correction. It is the first step in getting rid of them, and that is how they will hear it no matter how carefully I say it. Once someone believes I am building a case, nothing useful happens after that. They stop listening for what needs to change and start thinking about their defense.

Continue reading this article here

Real continuous improvement is a discipline. It runs on tools, structured frameworks and real data that tell you exactly where to look, what to fix, and how to know whether what you did actually worked. When I replace gut feel with a repeatable method, things shift. Problems get solved faster. Waste gets eliminated at the source instead of patched over. We stop having the same conversations about the same problems.

Continue reading this article here