Ask employees in a large organization what they believe would make the workplace better and “more communication” will almost always show up on the list of suggested improvements.  But when we probe this interest further, employees tell us that it is not only the quantity of communication that matters.  Better, more insightful two-way communication is what they most need to do their jobs well and understand how their individual roles fit into organizational priorities.

Stamp & Chase assists healthcare leadership teams in assessing the communication culture in their organizations and crafting targeted, relevant improvements that will lead to greater success.  Unlike traditional “communication audits” that concentrate largely on one-way vehicles such as employee newsletters and intranet content, our approach focuses on two-way communication approaches that are often lacking between managers at all levels and their constituencies.

What is your organization’s goal in communicating about important issues and initiatives that are critical to your success?  If it is only to increase awareness about specific projects or programs, then concentrating solely on what information employees, physicians and other key constituencies need to know may be sufficient.

But if your ultimate goal is to secure organization-wide and individual commitment to achieving greater success in operational, clinical, financial and/or service areas, then paying attention to the other four W’s – plus “How” – is essential.

• What are the key messages and critical concepts we must convey to gain the commitment of employees, physicians and other constituents at all levels of the organization?

• Who in our organization should deliver these messages and engage in dialogue about critical issues and programs?

• Where are these messages best communicated?  In other words, what venues and vehicles should we use in our communication?

• When should we communicate?  Specifically, how often do we need to talk with employees, physicians and others about the issues they care about most, as well as their roles in our success?

• How must we engage key constituents to gain their buy-in to critical initiatives and projects?  And finally,

• Why is it vital to the short- and long-term success of our organization to consistently improve our operational, clinical, service and financial performance?

Stamp & Chase can help your heathcare leadership team answer these important questions through a collaborative planning approach that sees organizational communication as a “team sport” involving all levels of management.  Our methodology leads to improved engagement with all of the constituencies that are critical to your success: employees, physicians, Board members and other community volunteers/donors.

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