leadership management

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 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 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.

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. 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."