19 Rules for Meaningful Conversations With Physicians

Physicians need to do a better job of communicating with their patients. Could the same be said for how executives communicate with physicians?

Healthcare executives recognize the need to have meaningful conversations with physicians about quality, safety and patient care. They also understand the need to have consequential dialogue about referrals, partnerships and shared visions for the future. While it's easy to fall back on conventional agendas, it's far more valuable to take the time to understand the multi-dimensional problems at hand and craft a multi-dimensional solution. In short, executives need to take the time to "read" the situation, understand the dynamics and carefully craft a message that resonates with physicians.

Many executives pride themselves on being great communicators, but in the heat of the moment, they sometimes fail to draw on their best skills. What sets the world's greatest communicators apart is that they go into every conversation with a clear objective, yet they're astute enough to go with the flow, create an interesting segue and adapt their message without missing a beat.

Making meaningful connections

How can healthcare executives be sure their message makes its point? To cut through all the "noise" today, executives have to be intentional about how they direct their conversations. Because they've been at it for so long, it's often easy for them to slip back into their old habits without giving it much thought. Unfortunately, they can no longer afford to go on auto-pilot. Leaders have to be thoughtful not only about what they're saying, but also about how they're delivering it. To inspire authentic conversations, leaders must carefully plot out their conversations, think about their strengths and weaknesses and ways to connect with physicians on a deeper level, in way that sets thinking into motion. To find the right "conversational angle" — one that grabs and motivates their listeners — executives should consider these few, "easier-said-than-done" rules:

• When interacting with physicians, spend more time listening and less time talking.
• Before launching into a conversation, ask first about the physician's own agenda.
• Stage the conversation by reminding him or her about of a previous conversation.
• Look for ways to connect with the physician on a personal level.
• Engage in social conversation and tactfully shift it to business.
• Remember the topics that may have previously sparked a physician's interest, either socially or professionally.
• Ask specific questions that shed light on a physician’s deeper needs, frustrations and goals.
• Show genuine interest in the exchange; put the smartphone away and be attentive
• during every conversation.
• Pause, ask good questions and solicit physicians' opinions to engage them in the
• conversation.
• Watch a physician's body language and be ready to bring the conversation to a close when the time is right.

Getting back to the basics matters

To healthcare executives, these simple rules may seem like pretty basic stuff. However, too often they gloss over them, perhaps because it matches the foundation of communication they know. Simply speaking, getting back to the basics, focusing on every conversation and consciously thinking about how to connect on a deeper level is the key to inspiring more authentic conversations. Here are some basic guidelines for any meaningful conversation.

• Know the audience. Before starting the conversation, executives should learn about physicians by reviewing their histories, data, connections in the organization and past visits. Being authentic means being relevant.
• Align the message with their concerns. When leaders come at a conversation focused on solving physicians' problems (rather than achieving their own goals), they earn the respect of physicians. Authentic conversations can't happen without a fundamental level of respect.
• Plan the approach in advance. Effective leaders know what they want to say and where they want the conversation to go well in advance of the meeting. That being said, they go into every conversation ready to change course if the physician wants to talk about something else. Their first objective is to stay on track with the physician's needs.
• Be clear and specific. Ambiguity from an executive triggers a brief reply from physicians… remember the "slow no." On the other hand, if executives are specific, cut to the chase and are respectful of physicians' time, they come into real conversations that result in clear and measurable outcomes.
• Personalize questions. Effective executives make it human. Rather than simply asking about a physician's experience in cardiology, ask questions that shift the focus to the patient. These questions appeal to both physicians' heads and hearts, which makes them more enthusiastic about any future changes.
• Stay attentive. Being interrupted by a phone call or message is an immediate rapport breaker. Executives who develop strong relationships know how to tune out the distractions. They're serious about understanding and meeting a physician's needs and realize that no email is worth the disruption or show of disrespect.
• Be real. Nothing is more destructive to a relationship than coming off as aloof or delivering a message that sounds canned or contrived. Leaders who've done this for a while recognize that, frankly, sometimes personalities don't mesh. When they can't authentically engage in conversation, they know enough to enlist someone to help out.
• Be open, empathetic and engaged. Astute communicators know there is far more to be gained by listening. Keeping conversation rolling requires that executives pay attention, empathize and trust their own intuition. The goal is to become someone people look forward to seeing, whether it's because the physicians feel understood, better for the interaction or come away feeling inspired.
• Be timely. Timeliness is a show respect. Effective communicators are prompt, responsive and courteous about time constraints, all of which show a true commitment to developing strong, respectful relationships.

Mastering authentic conversations is a life-long pursuit. By watching great communicators, writing scripts and spending a little extra time on upfront messaging, healthcare executives can make every interaction that much more effective. Real success requires that executives be intentional about directing conversations in a way that supports and aligns their strategic initiatives effectively.

Kriss Barlow, RN, MBA is principal with Barlow/McCarthy, a consulting firm with expertise in hospital-physician relationships strategy. She can be reached at (715) 381-1171 or at kbarlow@barlowmccarthy.com.

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