NOTHING TO SAY? SAY IT ANYWAY

As manager of a group of health care workers, what do you do when your employees convey a need for information that seems not to be available? What can you tell your employees when you have nothing of substance to say? Unfortunately, when they are unable to say something of substance, too many managers say nothing at all.

As a manager, you are the primary communications link between your employees and higher management. Most of the direct communication your employees receive comes through you-work instructions, coaching and counseling, praise, criticism, and such-and much of what they hear concerning the state of the organization is conveyed through you as well. It should be considered natural that you are the first one most of your employees turn to when they feel they are experiencing an information void. They will look to you for answers you may not have. What, then, do you do?

It is extremely important in your relationship with employees that even when you have nothing of substance to say, say something. Talk with them.

You may balk at discussing important issues when you have no solid information. However, if your employees get nothing from you, they will talk more among themselves, speculate more, and be more open to listening to-and repeating-rumors. As their manager you should take responsibility for helping dispel rumors whenever you are able to and to help put speculation and unfounded conclusions in perspective.

Extend your employees' every courtesy in communication even though you may not be receiving equivalent consideration from those above you. Appropriate organizational communication is fueled largely by respect and common sense and works extremely well when these basics are observed at all organizational levels. We know, however, that some in the hierarchy are not respectful, conscientious communicators; when the manager above you is one of these, you are at risk of placing your employees in the same position you occupy, unless you can consciously decide to overcome the boss's example and do it right from your position downward.

The noncommunicative posture of a manager often denotes a distinct lack of respect for the subordinates (although it is doubtful a manager so behaving would even recognize this, let alone admit it). You yourself are likely to perceive a lack of respect when you are not kept "tuned in" from above, and surely your employees will perceive the same lack of respect when you are uncommunicative with them.

What, then, do you do when you have no information of substance to give your employees? Meet with them regularly, perhaps even more often than your usual staff meetings if times are tense and uncertainties are running rampant. At these meetings:

* Let your employees know that you have nothing firm for them-yet-and that you will be certain to tell them as soon as you have information.

* Comment on the rumors you have heard, ask for rumors and speculation they have been hearing, and do what you can to put these in perspective.

* Let employees vent their frustrations, hearing out their concerns arising from management silence in the face of uncertainty.

* Encourage employees to ask questions, answer these as best you can, and pledge to get answers from others for those questions you are unable to answer.

* If pressed, lay the blame for a communications void on circumstances, not people. In other words, do not speak ill of higher management to your employees. (Although higher management's silences may make you feel poorly treated, resist the urge to go public about this with your employees.)

A strong sense of feeling included as team members, of being kept in the loop and tuned in to what is happening with the organization, goes a long way toward keeping a work group cohesive and productive in the presence of tension and uncertainty. This feeling is one you can provide for your employees by communicating with them openly, honestly, and regularly. Even when you have nothing "definite" to communicate.

This issue of The Health Care Manager (Issue 35:2, April-June 2016) includes the following articles for the reader's consideration:

* "Cultural Diversity Training: The Necessity of Cultural Competence for Health Care Providers and in Nursing Practice" addresses the need to provide culturally sensitive care to the growing number of diverse health care consumers, suggesting that cultural competence is learned over time and is a process of inner reflection and awareness.

* "The Feasibility of the Nationwide Health Information Network" reports on a study undertaken to analyze the feasibility of a US NHIN by exploring and determining the benefits of such a wide-reaching network and assessing the barriers to its implementation.

* "Rightful Discharge: Making "Termination" Mean It's REALLY Over, Part 2-Proper Documentation" addresses the importance of proper documentation when taking any type of disciplinary action, particularly a termination; proper documentation is a fundamental requirement placed upon employers by the courts when determining whether a termination is "legal."

* Case in Health Care Management: "To Motivate the Unmovable" asks the reader to consider and comment on the situation faced by a manager who feels her hand are tied concerning motivational practices because of Civil Service rules.

* "Managing Patient Falls in Psychiatric Inpatient Units: Part 2" continues the report of a study undertaken to explore psychiatric unit directors' perceptions of the factors that contribute to patient falls in psychiatric units in the State of Michigan.

* "Challenges of Multimorbidities in the Era of an Aging Population" reports that although the health care system is changing by improving the prevention of diseases and promoting healthy lifestyles, multimorbidities have emerged as important in this process and must be addressed.

* "A Performance Analysis of Long-term Acute-Care Hospitals Owned by Large, Multistate Investor-Owned Companies" reports on a study providing a descriptive assessment of the operating performance of for-profit long-term acute-care hospitals owned by multistate, investor-owned companies as compared with those owned by smaller for-profit companies and nonprofit organization.

* "Hospital Consumer Assessment of Healthcare Providers and Systems: An Ethical Leadership Dilemma to Satisfy Patients" examines the parameters and the dynamics of the Hospital Consumer Assessment of Healthcare Providers and Systems that create an ethical leadership dilemma to satisfy patients in the hospital setting while ensuring appropriate care, the dilemma of doing what is right for the patient versus doing whatever it takes to please the patient to achieve high scores that are tied to better reimbursements.

* "Costs, Staffing, and Services of Assisted Living in the United States: A Literature Review" reports on research undertaken to examine trends in assisted-living facilities in the United States to suggest the future movement of costs relative to possible changes in staffing and services.

* "The Perceived Importance of Role Specific Competencies for Health Care Leaders Establishes the Need to Expand Role Theory" reports on a cross-sectional quantitative study undertaken to determine the extent to which individuals who fill differing health care leadership roles perceived the importance of selected leadership competencies in their specific roles based on their experience.

* "Preparing a Health Care White Paper: Providing Structure to the Writing Process" presents the structural processes that facilitate the creation and preparation of a health care white paper, addressing both the conceptual and empirical structures of white papers.