communicating the deal, unit 3
DESCRIPTION
SHSMD U Unit 3, August 2013TRANSCRIPT
Unit 3SHSMD University
August 20, 2013
• 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 the Tough Spots (Session 4)
• Last 5 Rules of Hospital M&A • Theme: The Campaign Plan and
Efforts– Own the Message– The Messenger is a Message– Get the Talk Right Inside, Then Out– An Army of Advocates– Overcommunicate
Keys:
Flexibility
Consistenc
y
Coordinatio
n
Commitme
nt
• 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
signalMESSAGE
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
• Develop messages on a one-pager with:– 3 main take-aways that summarize your entire message– 4-5 Bullet points for each the Threat, 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
• 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
• 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
• 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
• What physicians and nurses say matters– Inside to colleagues– Outside to patients
• At this point, confidentiality is lost. It’s out!
MESSAGE SPOKESTEAM AUDIENCES
• Key steps with internal audiences– Talk internally first and often– Give them tools– Turn them into advocates
• InternalBoardLeadershipStaffPhysiciansVolunteersFoundation Board /
MembersCommunity Board
Members
• ExternalPatientsMediaElected officialsCommunity leadersReligious leadersVendorsLarge donorsLabor unionsRegulatory authorities
Break down internal audiences into key subgroups
(ie: clinical leadership vs. front-line)
• 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
• 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
• 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
• 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 nextMESSAGE SPOKESTEAM AUDIENCES ADVOCATES VEHICLES &
TIMELINE
• 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
• 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
• 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
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
• 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?
• Troubleshooting• What do you need us to cover?