Effective Communication Eamonn M. M. Quigley, MD, FACG Houston Methodist Hospital Weill Cornell Medical College Eamonn M. M. Quigley, MD, FACG Houston

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


• The days of shouting and screaming are over

• Intimidation will not work

• Listening is critical• Consensus is desirable if

appropriate


• 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


• email shots, enewsletters– General Information Only– Schedules– Should not be used to resolve problems, issue

new directives, impose change• Avoid “Dear colleague, ……” mail blasts


• 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


• 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


A colleague is to leave the department as a result of a personal scandal.


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


The department has just been recognized as the best teaching department in the Medical School.


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?


The fellowship program has been reviewed, obtained poor grades and has been placed on probation.


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


There is a financial crisis within the university and each department is expected to reduce its budget by 10%.


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


Residents and medical students complain that teaching by one of your faculty in gastroenterology is “useless”.


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

Documents

Effective Communication Eamonn M. M. Quigley, MD, FACG Houston Methodist Hospital Weill Cornell Medical College Eamonn M. M. Quigley, MD, FACG Houston