In my previous role at a community hospital, I led a project to reduce medication errors by 30%. We achieved this by redesigning the medication administration process, providing additional training to nursing staff, and implementing a new electronic medication management system. The initiative not only improved patient safety but also boosted staff confidence in the system.

I prioritize projects based on their potential impact on patient safety and quality of care, as well as alignment with organizational goals. For instance, if a process error has a high risk of patient harm, it would take precedence over less critical issues. I also engage with stakeholders to ensure that the chosen projects have broad support and are feasible within the available resources.

Engaging staff involves fostering a culture of continuous improvement where everyone feels valued and heard. I conduct regular meetings to update them on progress, seek their input on potential improvements, and recognize their contributions. Additionally, I provide training on quality improvement methodologies to empower them with the skills needed to participate actively in the process.

Success is measured by both qualitative and quantitative outcomes. For example, we track key performance indicators such as reduction in adverse events, improvement in patient satisfaction scores, and staff feedback on the ease of the new process. Regular monitoring and evaluation help us understand the initiative's impact and make necessary adjustments.

During a project to standardize post-operative care, we faced resistance from some staff who were accustomed to the old ways. To overcome this, I organized workshops to demonstrate the benefits of the new protocol, addressed individual concerns, and highlighted successful outcomes from other departments. This approach helped build consensus and ultimately led to the successful implementation of the new standards.