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

2. What is Your Communication Style?

3. 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.

4. 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

5. Communication Style Assessment

6. Communication Styles Discussion of 4 communication styles: 2-Task focused 2-Relationship focused

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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

13. 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

14. 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

15. 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”

16. 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

17. 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

18. 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.

19. 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.

20. 1 = Doer 2 = Thinker 3 = Influencer 4 = Connector
Scoring
1 = Doer 2 = Thinker 3 = Influencer 4 = Connector

21. Scenarios

22. For each scenario, ask yourself: “What was each person experiencing
For each scenario, ask yourself: “What was each person experiencing?” “How could the exchange have gone better?”

23. 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

24. 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

25. 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

26. 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

27. 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
We see what a person did
We tell ourselves a story about why they did it
This leads to a feeling
Feeling leads to our action

28. 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

29. Diversity is the Key to Innovation and Success!
Final Thought…
Diversity is the Key to Innovation and Success!

30. References
Reynolds, Marcia, How you connect and disconnect with others: The 4 dominant communication styles. Retrieved from
Altmiller, G. (2012). The role of constructive feedback in patient safety and continuous quality improvement. Nursing Clinics of North America, 47(3),
American Association of Critical Care Nurses (2005). AACN standards for establishing and sustaining healthy work environments. A journey to excellence. Retrieved from
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),
Dull, D., & Fox. L. (2010). Perception of intimidation in a perioperative setting. American Journal of Medical Quality, 25(2), doi: /
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),
The Joint Commission. (2008). Behaviors that undermine a culture of safety, 40. Retrieved from
Pascal Metrics. (2012). Safety Attitude Questionnaire. Washington, DC. Retrieved from
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