Post on 03-Jan-2016
Effective CommunicationEffective Communication
Eamonn M. M. Quigley, MD, FACGHouston Methodist HospitalWeill Cornell Medical College
Eamonn M. M. Quigley, MD, FACGHouston Methodist HospitalWeill Cornell Medical College
Some Quotes
Henry Ford
Mahatma Gandhi
Lao Tzu
Some Quotes and Interpretations
• Do not assume a leadership position if you do not have confidence in yourself and your own career
• Your interactions with your colleagues should be about your common goals and problems; not about you
Some Quotes and Interpretations
• The days of shouting and screaming are over
• Intimidation will not work
• Listening is critical• Consensus is desirable if
appropriate
Some Quotes and Interpretations
• Blame can be assigned or diverted but will not bring solutions
• Do not offer recrimination without a solution
“Nothing is so simple that it cannot be misunderstood”
Freeman Teague, Jr.
Including email!
Some Observations• Communication occupies 70-90% of a
manager’s time every dayMintzberg 1973; Eccles and Nohria 1991
• People spend 7 of every 10 minutes in some form of communication
• 10% writing• 15% reading• 30% talking• 45% listening
JA Kline 1996
CORE
Strategy
Writing
Speaking
MANAGERIAL
CORPORATE
Listening
MeetingsTeams Image
Management
CrisisCommunication
MediaRelations
ChangeCommunication
EmployeeRelations
Mentor
CL
EI
CL = Cultural Literacy
EI = Emotional Intelligence
Core
• Strategy– How to plan and implement
• Writing– Including email, web-sites and Social Media
• Speaking– In all situations
Managerial/Department Head
• Emotional intelligence• Cultural literacy• Manage/chair meetings• Listening• Managing teams• Mentoring
Emotional IntelligenceThe ability to:
• Be aware of, understand, and express yourself• Be aware of, understand, and relate to others• Deal with strong emotions and control your
impulses, and• Adapt to change and to solve problems of a
personal or a social nature Bar-On and Parker 2000
Corporate/Dean
• Employee relations• Change communication• Crisis communication• Media relations• Image and reputation management
Means of Communication
• email shots, enewsletters• One-on-one
– Telephone– In person
• Group meetings– Departmental– Committees
• Established• Ad hoc
Means of Communication
• email shots, enewsletters– General Information Only– Schedules– Should not be used to resolve problems, issue
new directives, impose change• Avoid “Dear colleague, ……” mail blasts
Means of Communication
• One-on-one– Telephone– In person
• Where the issue/complaint/problem is particular to an individual
• If it is a disciplinary, legal, confrontational issue – have a witness
Means of Communication
• Group meetings– Departmental
• Where departmental business gets done– Committees
• Established– Where specific functions are dealt with
• Ad hoc– Created to deal with a new, specific issue
Steps in Communication
• Establish the Working Climate• Employ ways to improve communication• Communicate with key personnel• Promote consensus
Working Climates
• The dehumanized climate– Subordinates are lazy, won’t take responsibility, lack
desire to achieve results, unable to direct their own behavior, indifferent to organizational needs, prefer to be led by others and avoid making decisions
– Leaders withhold information, tell others what to do and how to do it, do all upward and lateral communication themselves and talk individually to subordinates
– Behavior of leaders then determines that of subordinates
Working Climates
• The over-humanized climate– Human relationships more important than organizational
objectives, conflicts and tensions reduced at all costs, motivation of subordinates is intrinsic and self-directed; participative decision making the rule
– Leaders emphasize individual needs more than organizational needs
– May lead to destruction of organization, false sense of harmony, resistance to directives, lack of appreciation of external motivators (e.g. promotion, salary)
Working Climates• The situational climate
– Organizational and individual goals not at odds– Adopts an appropriate approach based on
assessment of individual and organizational needs– Requires a flexible climate, individuals responsive
to organizational needs, willing to accept responsibility; alignment of individual and organizational needs
Door Open/Door Shut
Door Open
• Portrays openness• Ensures interaction
• Could be swamped by trivia• Lacks prioritization; may be
more accessible to some than others
Door Shut
• Look aloof• Become out of touch
• Arrange appointments and schedule by priority and importance
• Avoids ad hoc’ery
Improve Communication
• Encourage feedback• Listen effectively• Reduce communication misunderstanding
Communicate with Key Personnel
• One-on-one and regularly– Show genuine interest– Put the other at ease– Do not assume a superior manner– Adapt to the conversation as it develops– Respect the other’s point of view– Understand what is meant– Reduce your own defensiveness– Do not dominate– Listen attentively
When Problems Arise!
• Wait a day
………………..but not a week!
• There is always more than one side but consultation can end up as an end itself with no resolution occurring
10 Communication Secrets of Great Leaders
1. Be trusted2. Get personal3. Get specific4. Focus on the leave-behinds; not the
take-aways5. Have and open mind
Mike Myatt, Forbes Magazine
10 Communication Secrets of Great Leaders
6. Shut up and listen7. Replace ego with empathy8. Read between the lines9. Know what you are talking about10. Speak to groups as individuals
Mike Myatt, Forbes Magazine
Credibility
How does this work in practice?
Communication Challenges
The manner of remuneration for clinical teachers is to change in your hospital and all its affiliates.
Communication ChallengesThe manner of remuneration for clinical teachers is to change in your hospital and all its affiliates.
•Be absolutely honest; give the facts (and know them) to each group•Have a proposal or a series of options and think through how they will impact•Invite suggestions; consensus critical•Act
Communication Challenges
A colleague is to leave the department as a result of a personal scandal.
Communication Challenges
A colleague is to leave the department as a result of a personal scandal.
•People will know more than you think and rumors will be rife; rumor is your enemy•Make an announcement as soon as appropriate; only address issues of relevance to the department, the staff, the patients and the trainees
Communication Challenges
The department has just been recognized as the best teaching department in the Medical School.
Communication Challenges
The department has just been recognized as the best teaching department in the Medical School.
•An opportunity to make everyone feel good; recognize in some way•Do not take the credit; spread it around•Be realistic; what can we do better?
Communication Challenges
The fellowship program has been reviewed, obtained poor grades and has been placed on probation.
Communication Challenges
The fellowship program has been reviewed, obtained poor grades and has been placed on probation.
•Have all the facts•Give the details (special departmental meeting); involve other leadership•Delegate to ad hoc groups to define the problem areas and develop a response
Communication Challenges
There is a financial crisis within the university and each department is expected to reduce its budget by 10%.
Communication Challenges
There is a financial crisis within the university and each department is expected to reduce its budget by 10%.
•Lay out all the facts, and know them•Provide clear options•Invite suggestions; make it everyone’s decision•Be prepared to delegate to an ad hoc task force
Communication Challenges
Residents and medical students complain that teaching by one of your faculty in gastroenterology is “useless”.
Communication Challenges
Residents and medical students complain that teaching by one of your faculty in gastroenterology is “useless”
•Get the facts!•Meet one-on-one with the accused faculty or with education and training coordinator•If some general issues emerge, discuss with the whole department
QUESTIONS?
Summary
• Communication is an essential component of every leadership role
• Select the correct means for each situation• Write and speak effectively• Be credible• Learn to listen• Understand emotional intelligence