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The Institute for Healthcare Improvement recommends that quality improvement teams include three types of leaders: a day-to-day leader, a senior hospital leader, and a technical leader. The day-to-day leader is responsible for seeing that tasks are completed on time and motivating the team when challenges are encountered. He or she is also responsible for communicating information about the strategy to the team and to relevant parties outside of the team. This individual will need sufficient time to devote to the improvement strategy. The day-to-day leader should be someone who is able to work effectively with others and someone with sufficient authority to have his or her requests heeded. Senior hospital leaders are those with sufficient authority within the organization who will be able to assist when barriers arise (e.g., chief nursing officer, chief quality officer). They are able to recognize the implications of the quality improvement effort for the organization and all affected departments. Importantly, the system leader should be someone who can assist with the acquisition of resources to support the strategy, as needed .A technical leader is someone who will be able to offer technical support or guidance to the team. For example, if your strategy involves changing a form on your electronic medical record, your team will likely need a technical expert from the information technology (IT) department. A technical leader also might be someone who understands processes of care within your organization. A technical leader is someone who will be able to offer technical support or guidance to the team. To improve flow within the fast track might require a fast track nurse who understands the steps that each patient goes through from admission to discharge in the fast track. Teams are likely to require multiple technical leaders, for example, a technical leader for processes of care and a technical expert for data abstraction and analysis.