The forum showcased a continent-wide perspective on patient safety and quality improvement. You can watch a LIVE RECORDING of the session and read more about ACQUIRE here.
Session 6 of the ACQUIRE Quality Improvement (QI) Leadership Forum emphasized the importance of strengthening leadership communication and fostering a thriving community of practice to advance QI across African healthcare systems. Themed Building Effective Leadership Communication and a Quality Improvement Community in African Healthcare experts highlighted the pivotal role of leadership and structured communication in embedding quality improvement across health systems. Using practical frameworks and case studies, Session 6 emphasized that sustainable quality improvement can only be achieved when it is woven into the daily practices of healthcare teams at every level—from national departments down to individual facilities.
Building Quality Improvement across Africa
The session opened with a reflection on the diverse, ongoing efforts across the continent aimed at institutionalizing quality care practices. From Kenya’s Ministry of Health QI initiatives to parallel initiatives in Ghana, Botswana, and Namibia, African countries are actively advancing QI agendas in healthcare settings. Participants noted that a foundational aspect of this progress has been cross-country collaboration and learning, allowing facilities and health systems to exchange strategies, develop consistent standards, and refine practices. It was noted that there is a need for multisectoral partnerships and institutional buy-in to drive QI efforts forward. Representatives from countries such as Nigeria, Cameroon, Uganda, and Tanzania shared how partnerships between government agencies, healthcare facilities, and NGOs create a robust support network for quality initiatives.
Dr. Lydia from Kenya’s Directorate of Health Standards emphasized the collective commitment across Africa to elevate care standards. “As a continent, it is not all gloomy. There are exciting examples across Africa. From Botswana’s international accreditation efforts to Ghana’s national health quality strategy, we are learning from one another,” she shared. This sense of unity and shared purpose highlights how benchmarking and knowledge sharing can serve as powerful QI methodologies, enabling healthcare systems to adopt, adapt, and innovate effectively.
Engaging Leadership for System-Wide Quality Improvement
A key insight shared was that effective leadership engagement is crucial for driving quality improvement across large health systems. facilitating change. This engagement must go beyond surface-level support; it should focus on using data-driven approaches and clear, impactful communication to illustrate the need for improvement.
Ms. Lauren de Kock emphasized that data is essential in making a case for QI initiatives. She stated, “If you are not God, please bring data. We trust God. Everyone else, bring your data.” Leaders should use data as a foundation for making decisions, enabling them to pinpoint issues, measure progress, and sustain improvement efforts. When presenting QI data, it’s crucial to keep it relevant and streamlined, targeting the core issues that matter most to managers. The session underscored the importance of contextual adaptation when implementing quality improvement strategies. Leadership must understand that what works in one context may not be fully applicable in another. This approach requires managers to adapt and personalize QI frameworks based on local needs while maintaining key principles and concepts.
“We must get the principles correct, but there must be adaptation in implementation,” the speaker emphasized, advocating for a model where local managers are given the flexibility to integrate QI practices in a way that aligns with their specific facility’s environment and resource availability.
Connecting to Lead: Why Communication Matters in QI
In healthcare, communication is often seen as a tool for sharing information. However, the session provided a unique perspective on communication as connection. Through personal anecdotes and practical advice, different speakers illustrated how small gestures, such as a greeting or a genuine question, create an environment of respect and trust that enhances QI efforts. The clarion call was powerful: “Quality improvement is everybody’s responsibility,” and showing respect is foundational to quality care.
Drawing from Maxwell’s book, “Everyone Communicates, Few Connect,” Brian Otiende, Communications expert and Toastmaster, shared five principles that QI leaders should embody to foster genuine connections:
- Connection Increases Influence: When leaders connect with others, they can effectively influence and drive QI efforts. Connection is the foundation for leadership that makes a lasting impact.
- Focus on Others: Connection is not about the speaker; it’s about the audience. Leaders should aim to add value to those they lead by addressing their needs and concerns.
- Go Beyond Words: Words alone may not suffice in communicating effectively. Non-verbal cues, empathy, and active listening often resonate more than words.
- Energy is Required: Connecting with an audience, especially a large one, requires energy. Leaders must be engaged and enthusiastic to foster meaningful connections, which are vital for team morale in QI efforts.
- Connection is a Skill: More than a talent, connection is a skill that can be developed through practice and intention. Leaders must focus on honing this skill to effectively communicate their vision for QI.
“When we connect, we influence. When we influence, we lead,” Mr. Otiende said, illustrating that QI leadership goes beyond directives and encompasses empathy, shared values, and genuine interactions.
In addressing communication challenges in QI, Mr. Otiende introduced the “Three C’s” essential for impactful communication:
- Confidence: Healthcare leaders must convey assurance in their knowledge and decisions, as confidence builds trust within teams.
- Content: Leaders should ensure the relevance and clarity of their message, balancing technical expertise with accessibility.
- Connection: Often overlooked, connection is the third and most challenging “C.” To be truly effective, leaders must move beyond conveying content and make a genuine connection with their audience. This involves listening, empathizing, and aligning with the audience’s needs.
The session closed with a call to build and nurture communities of practice that support continuous learning and improvement. As healthcare professionals from across Africa shared experiences and insights, it became clear that collective learning is invaluable for building resilient health systems. Dr. Lydia emphasized the importance of collaboration, encouraging participants to benchmark against one another and adopt best practices tailored to local contexts. By aligning efforts, sharing knowledge, and maintaining a steadfast commitment to quality improvement, Africa’s healthcare leaders can drive significant change. The forum served as both a celebration of progress made and a call to sustain the momentum for a healthier future.
