Communication Skills for Nurse Leaders July 2014 Cheryl Barnes BSN, CMSRN Alyssa Breznau BSN, CCRN.

Communication Skills for Nurse Leaders

July 2014Cheryl Barnes BSN, CMSRNAlyssa Breznau BSN, CCRN

What is Your Communication Style?

Why is Understanding Communication Styles Important?• You Asked for it!

• You have told us that you would like to improve your communication skills and learn how to approach one another more effectively

• Patient Safety! • The Joint Commission has issued a Sentinel Event Alert that holds us accountable for how

we communicate and the impact it has on the care we provide

• Pascal Metrics – Culture of Safety• Last year, employee feedback indicated that only 56% of us agreed or strongly agreed that

disagreements in the work setting are resolved appropriately and 25% agreed or strongly agreed that it is difficult to speak up if we perceive a problem with patient care

• Understanding your own style helps you build on your strengths and set goals for areas of weakness

• Considering the style needs of others establishes rapport and trust

• When your style or demeanor causes resistance, others may purposefully clam up and you won’t even know you’re the cause of the problem.

Objectives• Identify each individual’s own communication style to

enhance effective communication

• Recognize common communication styles to support and improve peer communication

• Relate use of communication styles to current nursing leadership practice

Communication Style Assessment

Communication StylesDiscussion of 4 communication styles:2-Task focused2-Relationship focused

Connectors• Relationship- Focused

• Reliable team player who looks after everyone in their “tribe”; consistent and caring

• May be stubborn and non-supportive of pushy people and what they view as impulsive ideas

• Count on others to set the tone and determine direction

Connectors - Continued• Consistent & reliable once given their

responsibilities

• Like to work with others instead of alone but take their time trusting and allowing new people to join their established groups

• Do not readily give opinions, but this does not mean they don’t have any

• Diligent & dependable, they often know the most about how work is getting done

Connectors - Continued

• Like to be asked what they know and they appreciate personal recognition (done privately)

• Desire consistency, social bonds and acknowledgment for effort as well as results

• May appear stubborn but can be very flexible and adaptable if they understand why the changes are being made and how the change will benefit themselves and others

• Seek to reduce stress and promote harmony

Thinkers

• Task – Focused

• Tend to excel when they like their work; can think through all the angles and contingencies

• May appear combative, critical and sarcastic

• Love to gather information

• Enjoy reading and presenting their findings in detail

Thinkers - Continued• Need to mentally rehearse before they present and

take time to evaluate and wind down after the show

• Take their time making decisions, but stand by decision once they do

• Don’t like to talk about personal issues, but like to discuss hobbies and issues

Thinkers - Continued

• Prefer clear expectations, specific goals, deadlines and structure.

• Live by a sense of order, methodologies and personal responsibility.

• Love to win, and will compete with themselves if no one is available.

• Proud of their good work

• Like acknowledgment but won’t ask for it

Doers• Task – Focused

• High-Achievers & leaders; drive necessary results

• May be impatient and insensitive

• Like to be in control

• Like quick action and like to see results

Doers - Continued

• Like to get to the point without formalities

• Don’t like details and love shortcuts

• Like Autonomy, freedom and taking risks

• Self-Starters, innovators and love to expend physical energy

• Like public recognition, especially for creating results that make a difference in the world

Influencers

• Relationship – Focused

• Can lighten up even the darkest of moments; can be inspirational, understanding and encouraging

• May be wishy-washy in their decision-making and seem impractical.

• Like to verbally process their thoughts; “think out loud”

Influencers - Continued

• Like to interrupt others, especially when they are excited about the topic; consider this a conversation, not a disruption

• Enjoy people, desire approval and tend to be friendly, creative and persuasive

• May need help staying on track and following through on tasks; late on assignments they do not like

Influencers - Continued• Desire social interaction, acknowledgment and

chances to be creative and have fun

• Often see the bright side and can be very amusing, dramatic and passionate about work

• Help others get through difficult times and can build rapport and support

• Genuinely like people, but may get caught up in a lot of drama since they are quick to want to help fix things and people.

• Teasing is one of their favorite pastimes

What is Your Style?

Your high score demonstrates your strongest communication style, especially under pressure.

Your secondary score indicates your fall-back or adaptive style or styles. There are strengths

associated with each style as well as limitations.

Considerations for Low Scores

If you scored below a 5 on any style, be aware of how you treat others who demonstrate this style.

You may have little patience or tolerance for people who tend toward these styles.

Yet these are people you need around you to support your efforts. Do not alienate them. Instead, find ways to collaborate with them.

Scoring

1 = Doer

2 = Thinker

3 = Influencer

4 = Connector

Scenarios

For each scenario, ask yourself:

“What was each person experiencing?”

“How could the exchange have gone better?”

Strategies

DOERS• Be clear, specific, brief and to the point• Stick to business• Be prepared to support your ideas and work

Try to Avoid:• Talking about things that are not relevant to the task or issue• Being unprepared or incomplete. Avoiding or beating around

the bush• Appearing unsure or disorganized, but not asking for help

Strategies

THINKERS• Prepare your “case” in advance. Be prepared for a debate.• Stick to business• Be accurate and realistic

Try to avoid:• Being giddy, casual, informal, emotional or loud• Pushing too hard for results or being unrealistic with deadlines• Being disorganized or messy

Strategies

INFLUENCERS• Provide a warm and friendly environment. Do little things to

show your care. • Don’t deal with a lot of details (put them in writing)• Ask “feeling” questions to draw their opinions or comments

Try to Avoid:• Being curt or cold. Cutting them off if they have something to

say• Controlling the conversation. Not allowing them to talk and

express• Focusing on facts and figures

Strategies

CONNECTORS• Begin with a personal comment – break the ice• Present your case smoothly, non-threateningly• Ask “How?” questions to draw their opinions

Try to Avoid:• Rushing headlong into business. Creating tension.• Being domineering or demanding• Forcing them to respond quickly to your ideas. Demanding

change

How to Get Your Head Right Before Opening Your Mouth

It only takes a moment to send a conversation down the wrong track and it happens in our head

Looks Like:

See & Hear Tell a Story Feel Act

1. We see what a person did2. We tell ourselves a story about why they did it3. This leads to a feeling4. Feeling leads to our action

We argue that people act the way they do because of uncontrollable personality factors (their disposition) as opposed to doing what

they do because of forces in their environment (the situation).

We see actions far more readily than the forces behind them. In contrast, when we

consider our own actions, we’re acutely aware of the forces behind our actions

Final Thought…

Diversity is the Key to Innovation and

Success!

References• Reynolds, Marcia, How you connect and disconnect with others: The 4 dominant communication

styles. Retrieved from http://outsmartyourbrain.com/4-dominant-communication-styles/• Altmiller, G. (2012). The role of constructive feedback in patient safety and continuous quality

improvement. Nursing Clinics of North America, 47(3), 365-374.• American Association of Critical Care Nurses (2005). AACN standards for establishing and

sustaining healthy work environments. A journey to excellence. Retrieved from http://www.aacn.org/WD/HWE/Docs/HWEStandards.pdf

• Doyle, D., Copeland, H, Bush, D., Stein, L., & Thompson, S. (2001). A course for nurses to handle difficult communication situations. Patient Education & Counseling, 82(1), 100-109.

• Dull, D., & Fox. L. (2010). Perception of intimidation in a perioperative setting. American Journal of Medical Quality, 25(2), 87-94. doi:10.1177/1062860609352107

• Fontaine, D.K., & Gerardi, D (2005). Healthier hospitals? AACN’s healthy work environment standards that help managers build solid patient safety cultures through nurse retention, productive communication, and true collaboration. Nurse Manager, 36(10), 34-44.

• The Joint Commission. (2008). Behaviors that undermine a culture of safety, 40. Retrieved from http://www.jointcommission.org/assets/1/18/SEA_40.PDF

• Pascal Metrics. (2012). Safety Attitude Questionnaire. Washington, DC. Retrieved from http://www.pascalmetrics.com/

• Patterson, K., Grenny, J., McMillan, R., & Switzler, A. (2005). Crucial confrontations. Tools for resolving broken promises, violated expectations, and bad behavior. New York, New York: McGraw-Hill