Issue link: https://beckershealthcare.uberflip.com/i/1541326
Answering Tough Questions Can Calm Fears and Build Trust in Chaotic Times By Dan Collard W hen the going gets tough, the tough…hide out? at's not exactly how the saying goes. Yet in healthcare, it's easy for leaders to unwittingly avoid their employees if tough questions are swirling around the organization. When they don't have the answers at their fingertips, healthcare leaders aren't always exactly excited to put themselves out there with employees. With the chaos and uncertainty that is swirling right now—around policy and funding, looming ACA changes, the meteoric rise of AI and other technology, and so forth—people will naturally have some anxiety. ey're going to have tough questions. ey're going to look to us to answer them. And when we avoid or sidestep those questions, bad things can happen (or at best…seem to happen). Anxiety ramps up. Trust levels fall. Fearful speculation begins to spread. And because no one is addressing the issues causing the angst, progress doesn't happen. Without intending to do so, we can create a dangerous paralysis in a fast-moving marketplace. Helping the front line manage their anxiety around change is one of the most important things leaders can do. It is the key to making things happen. Even if they don't ask, people always want to know, How will these changes affect me? It is the "elephant in the room" that leaders need to address head-on. So why don't leaders do it? ere could be several reasons. ey don't know the answer. ey do know the answer but feel they're not "allowed" to share it. It's bad news, and they know it's going to hurt morale, lead to conflict, and—frankly— be pretty uncomfortable. And let's face it: With a high percentage of leaders in healthcare being new or inexperienced, there's a good chance they've never been trained in these skills. Avoiding questions is playing defense. We need to flip our strategy and play offense. Don't wait for people to start asking. When we get together with the entire leadership team and figure out how best to narrate what's coming, we can stop a good bit of the anxiety before it takes hold. e Tough Questions Exercise Here is an exercise that organizations find helpful. Before a gathering of leaders, a request is sent to all attendees asking them to anonymously fill out a one-question survey. We ask: When you are talking with those you lead, what questions are you hearing? ese questions are then collected. ey fall into several categories: staffing, pay, benefits, rumors, hour of operations, the organization's financial condition, equipment, supplies, etc. We then divide the room into groups, with each group receiving one question. is is the assignment: When you hear that question, what do you recommend is the best way to respond? By the end of the session, the organization takes the work of all the groups and creates a tool kit on frequently heard questions with recommended responses. is exercise helps those currently in leadership roles and is also wonderful for those new leaders. It is a safe way to share what is being heard. It also creates consistency in responses, helps the senior leader team become more aware of how to improve communication, and provides a nice road map for additional development. Having consistent, approved ways to respond to questions also greatly reduces manager anxiety—and the communication consistency reduces employee anxiety. Tough questions are best harvested during rounding. Don't be afraid to ask people, "What is your biggest concern?" It is better to know up front what they are thinking. By the way, it's okay to say, "I don't know, but I will research the answer and get back to you later." Just the fact that you asked shows empathy and is a huge trust-builder. A Few Other Insights See this as essential to leader development. In this case, as in others, remember that the tool is not the skill. It's not just about collecting and answering the questions in a prescribed (rote) way; it's about listening for the "question behind the question," asking for clarity, responding in a way that shows empathy and compassion, and so forth. at requires leader development—not "off-the-shelf " programs but personalized development that works for the individual. Maximize the opportunity hidden in tough questions. Tough questions can sometimes be a good time to engage the employee in problem-solving. "at's a fair question. Do you have any ideas to help us resolve this?" It turns a one-sided demand into a collaboration, which sparks creative thinking and creates a sense of ownership. Look at tough questions in the context of trust-building. Trust needs to be present for employees to ask the questions in the first place. And answering them the right way generates more trust. All of which is to say that savvy leaders need to focus on authenticity, empathy, and commitment in times of change, and look at every interaction through the lens of building trust. e subject of trust is deeply explored in e Human Margin: Building the Foundations of Trust, by Dr. Katherine A. Meese and Quint Studer, and also in the upcoming book Genfluence: How to Lead a Multigenerational Workforce, coauthored by Dr. Meese and me. Ultimately, how leaders respond to tough questions is a litmus test for how we lead. Avoidance signals fear and erodes trust, while honest, empathetic answers calm anxiety and build confidence. In uncertain times, the way we handle questions matters just as much as the answers we give. n Dan Collard is the cofounder (with Quint Studer) of Healthcare Plus Solutions Group® (HPSG). He is the coauthor (with Quint Studer) of Rewiring Excellence: Hardwired to Rewired and Rewiring Leadership in Post-Acute Healthcare: Equipping Leaders to Succeed. He is currently coauthoring with Dr. Katherine A. Meese the book Genfluence: How to Lead a Multigenerational Workforce (ACHE Learn, Winter 2025). For more information, please visit www.HealthcarePlusSG.com. S:10" T:10.875" B:11.125"