Gaining and Keeping C-Suite Support for Perioperative Quality Improvement Initiatives

Key Points

Understanding the chief executive officer (CEO) mindset and what they worry about helps teams frame performance improvement initiatives in ways that will resonate.
Proposed quality improvement projects should ideally have direct ties to an organization's strategic plan or key strategic initiatives.
Teams should be candid about “known unknowns” and have plans in place for addressing them.
Successful projects include timelines, with milestones and data, to demonstrate progress.
Be prepared for resistance and challenges to your ideas and proposals.

A Personal Perspective

I am honored to contribute the final chapter of this book and share the chief executive officer (CEO) perspective on quality improvement (QI) for perioperative medicine. Throughout my career, I have had the opportunity to observe performance improvement from the bottom up and the top down. During my career progression through financial leadership to my last 12 years as a CEO of top health systems, I have seen unlikely QI initiatives succeed, whereas simpler and much-needed projects fell apart.

This chapter provides suggestions and tips on how to understand the C-suite mindset and increase the likelihood that a QI project will receive the support and resources it needs to succeed.

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