Reference option Note: Must have 3 total Adamson, G., Emswiller, T., & Ollier, C. (1991). Communicating the vision; visions communicated. The Healthcare Forum Journal, 34(1), 12. Retrieved from http://search.proquest.com/docview/233516265?accountid=13931 COMMUNICATE the vision Taking a concept and making it accessible, something that can be believed in and shared, is hard. That's why clear, understandable ideas are so rare. And that's why they are the foundation of true leadership. IN THE EARLY SIXTIES the American space program was headed in a downward spiral. The Soviet Union was well ahead in every aspect of manned and unmanned space flight, and it seemed inevitable that the first boots to tread the lunar surface would be made in Moscow. But the newly elected president, John F. Kennedy, had his own agenda. In the midst of the cosmonaut conquests, Kennedy announced to the nation in a dramatic televised news conference that we would put a man on the moon before the end of the decade. We can only imagine the panic that ensued at NASA. But because his message -- or more accurately, his vision -- was communicated simply, forcefully, and without equivocation, it went beyond the reality of "what is" to the dream of "what can be." And in the process, it inspired an entire nation. When, in 1969, Neil Armstrong took his "One small step for man, one giant leap for mankind" on the moon's Sea of Tranquility, millions felt the exhilaration from a personal involvement in a vision fulfilled. It's apparent that communication can go beyond informing. It can change perceptions and it can inspire some people to see opportunities where others see only problems. Leadership communications can draw people almost magnetically to an organization by crystallizing shared beliefs and values. So why don't we see more of it? Why are the visions of hospital leaders so rarely shared by the boards, medical staffs, and employees who are needed to transform them into reality? Maybe it's because so much of our effort goes into developing future scenarios, planning corporate strategies, and analyzing finances that there's precious little time and energy left. Maybe we haven't realized that if something can't be communicated in a consistent and inspiring way, it can't be done, no matter how well it's planned and financed. So how do we become as skilled at communicating our vision as we are at developing it? We can start by asking ourselves a few questions. ARE WE TURNING COMPLEX CONCEPTS INTO SIMPLE, UNDERSTANDABLE IDEAS? The American theatrical producer David Belasco once said, "If you can't write your idea on the back of my business card, you don't have a clear idea." It may be tough to explain the complexities of managed care, payer mixes, and technology acquisitions in such a small space, but the point remains valid. Part of what makes a good idea good is its clarity and simplicity. You want to focus attention on the essence of something -- the ultimate value of the strat ...

1. Reference option
Note: Must have 3 total
Adamson, G., Emswiller, T., & Ollier, C. (1991).
Communicating the vision; visions communicated. The
Healthcare Forum Journal, 34(1), 12. Retrieved from
http://search.proquest.com/docview/233516265?accountid=1393
1
COMMUNICATE the vision
Taking a concept and making it accessible, something that can
be believed in and shared, is hard. That's why clear,
understandable ideas are so rare. And that's why they are the
foundation of true leadership.
IN THE EARLY SIXTIES the American space program was
headed in a downward spiral. The Soviet Union was well ahead
in every aspect of manned and unmanned space flight, and it
seemed inevitable that the first boots to tread the lunar surface
would be made in Moscow. But the newly elected president,
John F. Kennedy, had his own agenda.
In the midst of the cosmonaut conquests, Kennedy announced to
the nation in a dramatic televised news conference that we
would put a man on the moon before the end of the decade. We
can only imagine the panic that ensued at NASA.
But because his message -- or more accurately, his vision -- was
communicated simply, forcefully, and without equivocation, it
went beyond the reality of "what is" to the dream of "what can
be." And in the process, it inspired an entire nation.
When, in 1969, Neil Armstrong took his "One small step for
man, one giant leap for mankind" on the moon's Sea of
Tranquility, millions felt the exhilaration from a personal
involvement in a vision fulfilled.
It's apparent that communication can go beyond informing. It
can change perceptions and it can inspire some people to see
opportunities where others see only problems. Leadership

2. communications can draw people almost magnetically to an
organization by crystallizing shared beliefs and values.
So why don't we see more of it? Why are the visions of hospital
leaders so rarely shared by the boards, medical staffs, and
employees who are needed to transform them into reality?
Maybe it's because so much of our effort goes into developing
future scenarios, planning corporate strategies, and analyzing
finances that there's precious little time and energy left. Maybe
we haven't realized that if something can't be communicated in
a consistent and inspiring way, it can't be done, no matter how
well it's planned and financed.
So how do we become as skilled at communicating our vision as
we are at developing it? We can start by asking ourselves a few
questions.
ARE WE TURNING COMPLEX CONCEPTS INTO SIMPLE,
UNDERSTANDABLE IDEAS? The American theatrical
producer David Belasco once said, "If you can't write your idea
on the back of my business card, you don't have a clear idea." It
may be tough to explain the complexities of managed care,
payer mixes, and technology acquisitions in such a small space,
but the point remains valid.
Part of what makes a good idea good is its clarity and
simplicity. You want to focus attention on the essence of
something -- the ultimate value of the strategic vision, not the
details. President Kennedy inspired us by saying we were going
to put a man on the moon, not by getting his vision bogged
down in the nuts and bolts of telemetry, guidance systems, and
lunar landing modules.
Enumerating the intricacies of a difficult concept is easy.
Taking that same concept and making it accessible, something
that can be believed in and shared, is much harder. That's why
clear, understandable ideas are so rare. And that's why they are
the foundation of true leadership.
ARE WE EXPRESSING IDEAS IN LANGUAGE THAT IS
SIMPLE AND UNDERSTANDABLE? Words are the currency
of ideas. We devalue that currency when we express ourselves

3. in pat phrases, jargon, and words that pose instead of words that
work.
English is rich in precise words. It lends itself to short
declarative sentences. And it will remain that way long after the
current vocabularies of healthcare management have moved on
to the next choice of faddish phrases.
Winston Churchill, a man who knew a thing or two about the
power of language, said: "Old words are good, short words are
better, and old, short words are best of all." Good advice. Use
it.
ARE WE TAKING THE LISTENER'S POINT OF VIEW? You
say, "We're committed to achieving excellence and improving
quality in the Nineties." Your employees say, "Does that mean
we have to work even harder?" And the guy on the street says,
"What will that do to my hospital bill?"
You may have a vision, but the eye is not a mirror. No one else
can see what you're seeing or know what you know. If you want
other people to share your passion, you have to understand what
moves them.
And then you have to be willing to communicate your vision
only in those terms. That may mean losing some "essential"
parts of your grand design. But the alternative is to lose the
involvement needed to make it happen.
Leadership communications goes beyond talking and listening.
It means putting yourself in the position of your employees,
medical staff, board, and the individual people in your
community, and then asking "Does that make sense to me?" If it
doesn't, you don't have a shared vision.
DO OUR MARKETING COMMUNICATIONS LEAD OUR
VISION, OR FOLLOW IT? Most hospitals have a very narrow
view of what marketing communications can accomplish. Too
often, they're used only to creatively report what has already
been achieved.
Any decent marketing program will do that. The real power of
marketing communications is its ability to improve the quality
of what you do by publicizing your aspirations.

4. People who announce their intention to go on a diet are much
more successful than those whose weight loss attempts are kept
private. It's the same with hospitals. Public commitments and
expectations are great motivators, and motivation is needed
during the effort to pursue your strategic vision -- not after.
If marketing communications are to lead, their direction must be
clear. Piecemeal, "topic of the month" approaches communicate
scattered, disorganized visions. Once you've found the kernel,
use it. Make it the unifying, pervasive theme in every print ad,
television spot, annual report, brochure, and newsletter.
And don't be impatient. If you stay with it, you'll see how
marketing communications can give your vision a name -- and
then bring it to life.
DO OUR ACTIONS SHOW THAT WE BELIEVE IN OUR
OWN VISION? Visions may be conceptual, but they're not
fragile. So don't treat them like precious crystal -- something to
be admired and dusted, but never used.
Constantly updating the plan, refining the strategy, and re-
evaluating the direction may seem like needed 'actions" toward
perfecting your vision. But too often, they're just corporate
crystal cleaning. Even worse, continual tinkering gives a feeling
of indecisiveness to the people around you.
If your vision really means something to you, beat on it. Put it
in the fire. Don't just bring it out for special occasions. Your
vision lives or dies on what you do every day. So be willing to
act on it, and be willing to live with and even enthusiastically
embrace the consequences.
Ultimately, that's the best way to communicate your belief and
confidence in where you're headed. And it's the only way you'll
convince anyone else to follow.
ARE WE USING THE ENTHUSIASM OF OUR BOARD,
MEDICAL STAFF, AND EMPLOYEES AS A TEST OF OUR
VISION? As Emerson observed, "Nothing great was ever
achieved without enthusiasm." So if you don't see it throughout
your hospital, rest assured that something great isn't happening.
Enthusiasm is the most reliable indicator of future performance.

5. It's more accurate than quarterly profit-and-loss statements,
more dependable than occupancy rates, and more essential than
high-admitting medical staffs. In the long run, no organization
will achieve financial success if it is bankrupt in spirit.
True enthusiasm, which literally translated means "a God
within," is the chicken -- and the egg. In every situation it must
come first. Without it, leaders can't lead and visions don't
become reality. You must expect and exude genuine enthusiasm.
Accept nothing less. It's the acid test of leadership.
While our questions are complex, they all lead to a simple
conclusion: Until we make extraordinary communications the
hallmark of our leadership efforts, our visions will remain just
that -- visions.
Even worse, many of our hospitals will be uninspired,
unimaginative places where frustrated efforts lead to frustrated
people. And isn't it the ultimate irony that an industry devoted
to maintaining and improving life is itself too often lifeless?
It all starts with communicating the vision of leadership. Do
you think that the Stars and Stripes would have been the first
flag planted on the moon if President Kennedy's vision sounded
like this?
"Consideration of the present situation compels the conclusion
that US space transport technology is being underutilized vis-a-
vis recent developments on the part of the Soviet Union.
Consequently, it is our stated goal that American aerospace
personnel will attempt lunar exploration within the short- to
mid-term. We will utilize a variety of means to accomplish this
goal: an in-depth feasibility study to provide direction in terms
of options, a systematic cost-benefit analysis of the technology
required, and a direct interface of our best scientists to develop
an overall consensus. I hope you share my enthusiasm for this
important national initiative."