Leader's Digest: Planning Your Communication Strategy

Leader’s Digest is a bimonthly column produced in partnership with Cambridge Consulting Group (CCG), a group of subject matter experts in paramedicine, ambulance operations of every organizational structure, and medical transportation services. Visit www.CambridgeCG.net.

Have you ever been involved in a group project, school program, sports team, or business organization that did not communicate well? Most of us can relate on some level. Human beings naturally crave information. When we don’t have solid, reliable information, we tend to fill in the gaps. Communicating is incredibly important, and the lack of it can result in damaging outcomes.  

Boosting communication effectiveness is not as hard as you might think. Not everyone has the natural gifts of Martin Luther King, Jr. or Maya Angelou, but by deliberately creating and methodically executing a plan, anyone can demonstrably improve and even excel in professional communications.

A Simple Concept

I once led the EMS division of a large nonprofit healthcare system that consisted of multiple hospitals and numerous outpatient business units, such as hospice, rehab, pharmacies, and EMS. We were directed to draft a written communications plan. The organization had been suffering from mediocre leadership, dreadful quality and financial results, and even worse employee engagement. A new CEO noted no one seemed to talk to each other, much less understand what was going on across our system. 

Our directive was simple: Define our message; determine how we planned to share it; and write down a simple workflow based on the segments of our intended audience. We were given just a couple of rules: Include strategies for both internal and external stakeholders and keep a few fundamental messages standardized (e.g., our organizational mission). But for the most part these were individual and very personal plans that outlined exactly what we’d do to improve and maintain communication with our stakeholders.

Our completed plan, broken down by audience segments, looked something like Table 1.

As is likely evident, the people and groups with whom you decide to communicate and the way you do so are important. What’s far more important is considering whom in your sphere of influence is important to touch base with and that you honor your commitment to reach out to them on an established timeline.

In our case my direct leader only occasionally asked about my plan and rarely requested to see it. But I was expected to maintain, review, and update it at least annually—and, most important, execute it. And while our organization was big, I quickly learned this approach to communications will work no matter the size or structure of an agency.

About Meetings

Meeting with your stakeholders (virtually or in person) is important, but after two years of COVID, meetings are up 13%, and workers are fatigued with Zoom. The takeaway is that it’s best to trim meetings without high value and keep those that count. 

One approach is to create meeting-inclusion criteria, only accepting meetings that impact the planning and execution of your mission. This requires staying connected to your command/leadership staff and boss; skipping too many meetings can deepen disconnects or leave problems overlooked.

There is plenty of good advice out there about how to conduct group meetings. Prioritize streamlined communications and ending meetings once their useful life passes.

Written Communications

Email, printed reports, social media posts, and handwritten notes all may have places in your communications plan. Digital communications have become ubiquitous, and using these platforms makes good sense. But we all receive a lot of email, so be selective and keep it short. 

It’s so easy and socially accepted to fire off texts and emails that the idea of a handwritten letter or note seems not only out of date but terribly inefficient. But I believe there is still a place for old-school handwritten communication. For those times when you want to make an impression but don’t require face-to-face contact, consider sending a letter or card. Handwritten messages are not for every circumstance, but at the right time they can truly be perceived as something special.

The Language of Presence

We all know the importance of body language. Nonetheless, it’s remarkable that so many still seem to forget about this when it counts—even in an age of video chats and meetings. Slouching in your chair and avoiding eye contact sends the message that you don’t care, even when you do. 

In addition to the negative messaging you send, when you ignore your own body language, you are missing out on a strategic advantage when it comes to things like job interviews and giving presentations. Scientists have demonstrated that when a person takes just two minutes to strike a pose of power and dominance, raising their arms and standing up tall (hopefully in private), levels of testosterone increase (in men and women), and levels of cortisol (the stress hormone) go down. This is a simple but effective way to give yourself an edge before you step onto the stage of leadership.

How you dress, how you stand, and how you send your many nonverbal messages every day is how you are perceived. Most of us can think of a person who “owns” the room the minute they walk in—and, conversely, those who seem to fade into the background. This is not to say leaders need to be obnoxious or self-promoting; lots of leaders who carry themselves with strong presence are quiet influencers who command respect and the attention of others.

Learning to Listen

No discussion about communication is complete without acknowledging the critical nature of listening. When we try to find and keep employees, negotiate labor contracts, teach clinical medicine, or improve the employee experience, EMS leaders benefit from deeply listening to help others feel not just heard but understood. Author Simon Sinek tells us, “Listening is not just the act of hearing the words a person has spoken. It is the art of understanding the meaning behind those words. When you give someone the gift of feeling they have been understood, they are more apt to listen to you. Listening is the way to build trust.”

Many of us are not naturally good at helping people feel understood. More typically, when another person is talking, our brains are busy formulating our response. There are many tools available to help hone the listening skill, so the best advice here is to simply find something that works for you and start working on it. 

There are things employees value more than just a paycheck. People’s willingness to join and stick with organizations hinges largely on satisfaction with their immediate supervisor, trust in leadership, and pride in the organization. Deliberate communication, sharing the real-time reality of what’s happening, good and bad, is a cornerstone of great organizations. Now more than ever is the time for leaders at every level to think about whom their stakeholders really are—and then talk with them like never before.  

Resources

Cuddy A. Fake It Till You Make It. Amy Cuddy TED Talk. YouTube. Jul 7, 2016. 

Goredema O. Make the Most of One-on-One Meetings with Your Manager. Harvard Business Review. Dec 23, 2021.  

Lawrence R. The Art of the Meeting. EMS1. Dec 15, 2021. 

Lipman V. Study Explores Drivers of Employee Engagement. Forbes. Dec 14, 2012. 

Minge AW, Hatt K. 2021 EMS Trend Report. EMS1. Aug 11, 2021. 

Sinek S. The Art of Listening. YouTube. Oct 27, 2021. 

Brian LaCroix, FACPE, NRP (ret.), is an executive advisor and cofounder of the Cambridge Consulting Group (CCG). He serves as EMS coordinator at the Center for Patient Safety and is a retired EMS chief at Allina Health EMS in Minnesota.