• Bridging: “Bridging people tend to build relationships with others,” concluded Porter. “You are good listeners and you do that by being empathetic and connecting with people. You also like to use stories. [Others are] going to give data about how long the throughput time is in the emergency department and you’re over here going 'who cares?', because you want to talk about Aunt Mable who was in the ED last night and wasn’t seen and how traumatic it was. Also, you guys are good at showing appreciation. You use words like 'I think I understand your dilemma; it sounds like the three of us have a common agenda.'”
Did you identify your style? Equally important, did you recognize that of whom you collaborate with on a regular basis? The main point is that your view shouldn’t be the end-all. “That go-to perspective you use can blind you to the fact that not everybody is influenced like you are,” said Porter, who helps healthcare leaders across the country improve communication and problem-solving skills. She said every style is valuable and can be used to solve problems but requires problem-solvers to step out of their comfort zone and appeal to different theories when making decisions. This might sound simple and cliché, but how often do we really put it into play?
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After Porter did this work with healthcare professionals at Kaiser Permanente recently, she said, “I got a long note that said: ‘I thought about it and I realized my boss is a rationalizer. I haven’t been using data and I know the data from what I care about. I went in today [with the data] and had the best meeting with him I’ve had in three years. I’ve been pitching stories and inspiring but here we made more progress than we’ve made in three years on something I’m really passionate about.”
So, the next time you build a case, strengthen your leadership and sway by considering a style different from your own. “That’s how you influence people,” said Porter. “You give them something to think about afterward. Go into every session you have like this. You can really make a difference.”
The next step is to combine this insight with effective coaching strategies. Dr. David Munch, senior principal, Vizient Advisory Solutions, explains how in part two.
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