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Communicating the Deal, Unit 3

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SHSMD U Unit 3, August 2013

SHSMD U Unit 3, August 2013

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  • 1. Unit 3 SHSMD University August 20, 2013
  • 2. • Four sessions – Deal basics (Session 1) • Structure • Timeline • Political thinking – Ten Rules for Healthcare M&A • The Campaign Strategy (Session 2) • The Campaign Plan and Efforts (Session 3) – Troubleshooting theTough Spots (Session 4)
  • 3. • Last 5 Rules of Hospital M&A • Theme:The Campaign Plan and Efforts – Own the Message – The Messenger is a Message – Get theTalk Right Inside,Then Out – An Army of Advocates – Overcommunicate
  • 4. Keys: Flexibility Consistency Coordination Commitment
  • 5. • Partnerships are complex; messages can’t be • Translate tactical benefits into a vision • Emotion is critical • Never, ever, ever forget the patient • Joint with the buyer/seller sends a signal MESSAGE
  • 6. Threat - Context - Status quo must change - Current situation or anticipatory action - Must be credible - Can be done for a year - Lays the ground work - A story of future success - Big-picture & close-up - Operational, aspirational and community-based - Vision is separate for the specific transaction - What changes; what stays - Provides clarity - Answers what employees care about most Vision Solution
  • 7. • Develop messages on a one-pager with: – 3 main take-aways that summarize your entire message – 4-5 Bullet points for each theThreat,Vision and Solution • Avoid the “curse of knowledge” • Think like a political campaign • Gain consensus from campaign team on this one-pager • Basic foundation for every communication to come
  • 8. • Your message is more than your words • Most powerful communications are non-verbal • Trust is most critical characteristic of your messenger • How a person delivers a message can change the message • It takes a coordinated, trained team MESSAGE SPOKESTEAM
  • 9. • Candidates – CEO – main media spokes, messenger to staff – CMO – messenger to docs, clinical voice to community – Board chair – messenger to community leaders – Another trusted individual with community stature
  • 10. • Equip them – Train • Jointly • To the core messages • To performance • To media – Give them a detailed, confidential Q&A document to answer tough questions consistently – Hold a practice FAQ session
  • 11. • What physicians and nurses say matters – Inside to colleagues – Outside to patients • At this point, confidentiality is lost. It’s out! MESSAGE SPOKESTEAM AUDIENCES
  • 12. • Key steps with internal audiences – Talk internally first and often – Give them tools – Turn them into advocates
  • 13. • Internal Board Leadership Staff Physicians Volunteers Foundation Board / Members Community Board Members • External Patients Media Elected officials Community leaders Religious leaders Vendors Large donors Labor unions Regulatory authorities Break down internal audiences into key subgroups (ie: clinical leadership vs. front-line)
  • 14. • Sometimes, your greatest advocates are not on your payroll • Extra set of eyes, ears and hands • Long-term advocates can – Boost reputation – Offer third party credibility – Give people a “job” – Neutralize the opposition – Speak when and what you can’t MESSAGE SPOKESTEAM AUDIENCES ADVOCATES
  • 15. • Who to engage – Community leaders – Loyal patients – Credible community voices • How to engage – Ask their advice – Listen to them – individually and as a group – Give clear action items – Give them freedom
  • 16. • Levels of engagement – Active listening and intelligence gathering – Public, get-out-the-vote efforts – Post-announcement involvement • Can operate as a small group or large crowd • Can join with internal advocates • Give them license to act
  • 17. • Balancing act: Informative vs. Distracting • You are competing for attention • “Me first” communications. People want: – Assurance of safety for their family and colleagues – Conversation – Details, which matter next MESSAGE SPOKESTEAM AUDIENCES ADVOCATES VEHICLES & TIMELINE
  • 18. • Coordinate the vehicles • Give it a theme, brand • Fill the communication vacuum so others don’t – Reinforce messages in multiple vehicles – Accessible information – Providing updates even when there’s no new news – “I don’t know” is acceptable…until you do know
  • 19. • Holding statement • Core messages • Talking points – Leadership – Managers and directors – Board members • Press releases • Dedicated deal website • FAQs – For public – For leadership • Updates to your current site • Letters to every core audience • Scripts
  • 20. • The “hub” of your campaign information • Stand-alone site sends a signal • Simple, informational and accessible – Unblock it at the hospital – Media will rely on it • Employee-devoted section • Linked to your site, and all social media • “Ask A Question” feature
  • 21. Timeline • 48-hour timeline – Begins with day before announcement to ensure all final approvals completed – Hour-by-hour through announcement day events • Meetings, town halls, external visits • Calls to be made • Outreach to media – Ends with day-after-announcement campaign team meeting to triage media and feedback • Tracks action, assigns responsibility
  • 22. • Online Discussion questions: – Talk about the difference between the deal details and the vision for the deal? How do you describe them differently to audiences? – What is a key audience for your system that may need a unique spokesperson and specific communication vehicle? – What is a communication vehicle that can work for your system to “fill the vacuum” even if there are no new updates?
  • 23. • Troubleshooting • What do you need us to cover?