A friend of mine told me about an experience she had recently while accompanying her husband to a procedure that, while not life-threatening, was serious. The staff were attentive and friendly, but she was disturbed that they were very open in sharing that they were short-staffed, and had recent layoffs. It was evident that both the staff and physicians were unhappy.
They seemed, she said, to be commiserating and attempting to build rapport with her and her husband. Just friendly conversation. But not the kind of conversation that instills confidence and trust when your loved one is about to undergo a serious procedure.
I’ve had my own experiences in healthcare settings that have made me question the capability and confidence of those providing care. In one instance, a nurse preparing to start an IV for me began questioning out loud whether she had the right equipment. She seemed flustered and uncertain. She stopped twice to leave the room for additional supplies. Not the message you want when someone is coming at you with a big needle.
These aren’t the kind of interactions that make patients feel at ease. Yet they’re interactions that take place often.
Healthcare is a Business Built on Trust
Healthcare is fundamentally a business built on trust. Anything that erodes that trust can be damaging to the patient experience—and the healthcare organization’s brand.
Staff complaining to patients about issues like being short-staffed or having workplace problems can make patients feel unsafe and uncertain about the care they’re receiving.
Leaders have an important role to play in helping to minimize these types of interactions. It starts with education and requires ongoing communication, coaching, role modeling, feedback and support.
Coaching Employees on Their Role in Trust Building
The first step—educating employees about the impact that their comments, however casual, can have on patient, family, and others’ perceptions. For instance:
When staff: Say things like, “We’re so short-staffed!”
Patients take away: “Wow. Do I dare leave tonight?,” worrying about the quality of care their loved ones might receive.
When staff: Argue or disagree with each other.
Patients take away: “Are they really focused on me and my care, or are they distracted and likely to make errors?
When staff: Question equipment or procedures out loud, or appear uncertain or confused.
Patients take away: They don’t seem to know what they’re doing. Am I at risk of an error being made that could hurt me?
Helping employees understand the impact of their comments, however casual, is an important first step in building trust between them and the patients they serve. Provide examples like those above and explain the impact on patients. Then provide suggestions on what they should do when they have concerns—and channels to ensure they can be heard and that their concerns will be taken seriously.
Leaders can also coach and model the behaviors they’re looking for in their own interactions with patients. If staff see leaders making these kinds of comments openly, that sets a terrible example that is sure to be emulated.
Working to create a positive culture where staff feel valued and supported can help reduce the chances of employees venting their frustrations to—or in front of—patients.
Tags: employee communication, employee relations, Leadership, managing patient interactions, patient communication, Patient Trust
