Communicating the Deal, Unit 3

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?