I was talking to a colleague recently who shared an experience that many of us can likely relate to.
She said she had identified a compelling case for improving patient access at her medical center and a clear gap that could be filled by adding just one additional staff person. But, every time she brought it up to administration she felt dismissed—that she was just being perceived as a “whiner.”
What’s the Bottom Line?
I asked her to share with me exactly how she had approached leadership. When she did, the issue became clear: she was leading with the impact on her and her department, including frustration over not having enough time and being understaffed.
That, even though true, comes across as self-serving and, yes, whiny. So we talked about it and I said, “Let’s reframe this. Let’s think about the impact on the organization. What will the organization gain from what you’re suggesting?”
And she said, “Well, we could have about a 10% increase in volume if we added this one position.”
Wait—what? A 10% increase in volume? That’s huge! But somehow that wasn’t the message that leadership was hearing. So we talked about how she could present her case differently.
What we found was that if she could reframe the whole discussion to be about what’s in it for the organization and what’s in it for the patients, rather than what’s in it for her, the whole discussion would take on a different tone.
It’s Not What You Say—It’s How You Say It
What I’ve realized over the years is that it’s not what you say, it’s how you say it. How you deliver your argument is what’s going to make the biggest difference in having your recommendations adopted.
Think about it from leadership’s perspective. What’s the difference between the impact each of these statements are likely to have?
- “I’m overwhelmed, I need help, I can’t keep up.”
- “I’ve identified an opportunity to increase our patient volume by 10% with a strategic addition to our team.”
The difference is obviously striking. Same underlying need. Completely different conversation.
Start by Answering the Question: What’s Most Important?
Before you go into that meeting or send that email to your director, start by answering the question: What’s most important to the organization? What’s most important to our patients?
If you lead with that, you’re already in a better position.
I’m not saying your personal concerns don’t matter—they absolutely do. If you’re drowning, if your team is burning out, if the current workflow is unsustainable, those are real problems that need to be addressed. But when you’re making your case to leadership, you have to frame it in terms that resonate with them.
Here’s another way to think about it: What would happen if you don’t get what you’re asking for?
- Does patient care suffer?
- Do wait times increase?
- Do errors become more likely?
- Does staff turnover accelerate?
- Do you lose market share to the competition?
Those are organizational impacts. Those are patient impacts. Those are the things that keep healthcare leaders up at night.
The Bottom Line
The reality is, if you don’t present your case from the perspective of organizational and patient benefit, you’re going to have a hard time getting traction. It’s not that your leaders don’t care about you—it’s that they need to be able to justify decisions in terms of organizational priorities.
So the next time you’re preparing to make a request, pause and ask yourself: Have I clearly articulated what the organization will gain? Have I explained how this benefits our patients? Have I presented this as a strategic opportunity rather than a personal problem?
How you deliver your argument is going to make the biggest difference in whether you’re heard—or dismissed.
Tags: effective communication, healthcare leadership, leadership communication, strategic thinking
