Lesson 2 of 2
In Progress

CPMG LT 2 Top Tips for Leading and Communicating

admin 10 November 2020

TIP #1

Outline how your organisation’s values underpin and inform behaviours and actions during the Pandemic.

The following provides examples of behaviours that align with an organisation’s values. Discuss these behaviours with your team and ensure they understand the relevance
to their role.

I. Value – We are committed to the values of integrity, respect and accountability.

Expected behaviours:

  • We are truthful with information, correct misinformation and do not perpetuate rumours
  • We do what we say we will do and ensure actions align with agreed decisions
  • We acknowledge and explore differences of opinion respectfully
  • We are clear on and accept decision making pathways and our actions align with decisions
  • We are clear about the parameters of our role, input into decisions and we accept responsibility for our actions/job role.

II. Value – We value care, excellence, innovation, creativity, leadership and equity in health care provision and health outcomes.

Expected behaviours

  • During these unprecedented times, we must identify and adapt to new ways of working to ensure that the best quality of care is provided within the confines of available resources
  • It is inevitable that decisions will routinely change as more information becomes known and or circumstances change as a result of the impact of the Corona Pandemic.

III.Value – We demonstrate our values in our interactions
with others, the community and those for whom we
care.

Expected behaviours:

  • All staff demonstrate these values with others in their team, department and with those for whom they provide services and the community in general
  • We hold colleagues to account for exercising these values.

TIP #2

Clarify decision making pathways

Outline to staff how decisions will be reached on various
issues, for example:

  • staff thoughts/ideas will not be sought, this maybe essential if an urgent decision is required
  • staff thoughts will be sought and will/may inform the decision.

TIP #3

Transparency – Honest communication and decision
making

  • Share with your staff information about what is known and not known
  • Outline priorities and the reasons underpinning the selection
  • Identify factors underpinning decision making and how these will impact team members’ roles, if time permits help them to understand the logic behind decisions
  • Share “uncomfortable” truths, to avoid rumours/mistruths filling the void.

TIP #4

Local Level communication

  • Take active responsibility for keeping your staff informed of changes to their roles/routines and report upwards concerns/thoughts raised by your staff
  • In those situations where senior leaders communicate with your staff, you need to reinforce these key messages and help staff understand the impact upon their roles
  • Share with your staff internal communication packs to ensure organisation wide key messages are known and understood by your team.

TIP #5

Engage informal leaders

  • Share with respected team members regular updates and request that they share this information with their colleagues and actively quash mistruths/rumours by providing accurate information
  • Request these informal leaders to report back to you other staff concerns/issues/ thoughts.

TIP #6

Two Way Feedback loops

  • Encourage your staff to use the internal hotline/email address (dependent upon each organisation) to share their concerns/questions/rumours
  • Ensure your staff keep updated on Question and Answer responses provided by central communication team (where available)
  • Provide your staff with opportunities to share their ideas about existing and /or new ways of working – this may be via a quick huddle at the start and end of each day
  • Communicate “upwards” these concerns/improvement opportunities and actively pursue responses to your team’s input
  • Inform staff about the ways in which their ideas have been incorporated into business as usual, or why their ideas have not been acted upon
  • Establish or recommend that a cross discipline staff representative group be established to address problems that impact multi teams/disciplines. Request involved individuals to keep their colleagues informed of progress and ensure they represent their colleagues’ thoughts at meetings.

TIP #7

Regular and multi-channel communication

  • Ensure that communication with your team is using multiple mediums – voice, text, video
  • Ensure staff are aware of and understand key messages
  • Be prepared to repeat key messages several times, as staff when stressed often do not initially hear/comprehend information.

For further information watch our Director, Marion Wands speak on the subject of leading in a crisis.

These helpful tips are also available as a downloadable PDF fact sheet.

TOGETHER WE WILL GET THROUGH THIS

If you have some more tips you would like to share please contact Marion Wands,ConNetica on 07 5491 5456 or email mwands@connetica.com.au