Insights

In any high-pressure, dynamic environment, including healthcare, effective communication is paramount. Leaders in health care, (or in any organisation) are responsible for not only guiding their teams, but also for setting the tone for organisational culture.

However, the detrimental communication habits over talking over others and labouring a point, can undermine these efforts. Just because you say repeat it with passion and certainty, doesn’t mean it is going to be heard. This approach creates a barrier to a useful two-way dialogue, so, not only is it ineffective, but it also demonstrates poor leadership and fosters a negative organisational culture.

The Impact of Over-Talking and Labouring Points
When leaders dominate conversations, interrupt others, or repeatedly hammer home their points, they send a clear, although often unintended message: “My voice is more important than yours.” This behaviour can lead to negative outcomes, including:

1. Disengagement:
Talking over someone as they speak means you are not open and present to the conversation. It means you have come to the conversation with assumptions and you are not actually listening. This sends a message that your views are superior and there is no room for alternative perspectives. If you are on the receiving end of this, it is likely you will disengage, and possible feel undervalued and unmotivated to contribute. Over time, your team won’t bother to put any of their thoughts forward. They will think “what’s the point – they already think they know it all”. It may mean you will miss out on ideas that could be positive game changers. Your team may stand and be quiet to let you speak, but if you labour your point or talk over them, they may mentally be closed down and just “waiting out” the conversation.

2. Ineffectiveness:
It is erroneous to think that repetition and dominating the conversation will lead to better understanding. In fact, quite the reverse. It can cause frustration and confusion. More information is likely to be absorbed if a safe, open environment is created. Talking over people and hammering a point can close a conversation down. Clear, concise communication, where both parties are seeking to clarify to understand each other, is more effective because no one is feeling threatened, which can easily happen if a person feels unheard or irrelevant. A drawn-out monologue is not a mutually beneficial conversation.

3. Erosion of Trust:
Trust is the bedrock of effective teamwork. When leaders talk over others, they erode trust. Team members may become reluctant to share their insights or raise concerns, fearing they will not be heard or respected. In short, you are making the work place unsafe.  You cannot have open, useful conversations when people do not feel safe.

Poor Leadership and Negative Organisational Culture

A leader’s communication style is a direct reflection of their leadership quality. Talking over people and labouring your point might feel like you’re are intelligent, however, it demonstrates a lack of insight into human behaviour, poor listening skills, a lack of self-awareness, and an inability to value diverse perspectives.  These are all traits which are in direct conflict to good leadership. This behaviour sets a harmful precedent and can perpetuate a toxic work culture where:

Innovation is Stifled:
A culture where voices are silenced discourages creativity and innovation. Healthcare thrives on new ideas and collaborative problem-solving, both of which are hindered in an environment dominated by a single voice. In health care, it is paramount for each team member to be able to think effectively under pressure. This communication style doesn’t contribute to a resourceful environment where others are empowered to think effectively for themselves so they can make the best decisions in real time. It stifles decision making. Team members become scared of making the wrong decision for fear of not making the decision the leader would make because they know they will not be listened to if things go wrong. This leads to self-doubt and means the team member isn’t focussed on the task they are being paid for. They are instead worried about what their boss will think of them.

Employee Morale Declines:
Constantly being talked over can lead to feelings of insignificance and low morale. High staff turnover and burnout are often the results of such a negative atmosphere. Four out of my last six health care sector clients this year have been in this boat.

Patient Care Suffers:
Ultimately, the ripple effects of poor leadership and a negative organisational culture impact patient care. A disengaged, demoralised team is less likely to perform at its best, affecting the quality of care provided to patients. Make no mistake, regardless of the façade the front line worker may present, it absolutely can impact performance.

Addressing Burnout Through Effective Communication

Burnout is a significant issue plaguing Australian hospitals. Understanding this as a leader, and developing effective communication, can support an already strained system. I don’t believe it is any surprise to learn many of the current systems in health care are not efficient and certainly don’t appear to have the workers as central to success.

According to a 2019 survey by the Royal Australasian College of Physicians (RACP), 47% of physicians reported experiencing burnout. Additionally, the Australian Medical Association (AMA) has highlighted that up to 50% of junior doctors feel bullied, harassed, or discriminated against at work.

Talking over people and labouring your point until you wear the other person down, can be considered bullying behaviour.

From my personal experience in coaching leaders within the hospital sector in the last two years, every single one, without exception, enters the program either burned out or on the verge of it. This is a systemic issue. Effective communication is a crucial aspect that can either contribute to burnout or help alleviate it. To counteract these pitfalls, health leaders must prioritise respectful and effective communication. Here are some strategies:

1. Actively Listen:
Leaders need to demonstrate active listening. This means, being fully present in the conversation and not preoccupied. It means fully concentrating to understand what is said by someone. It means ensuring the other person knows that you have understood what they have meant by you clarifying your understanding. It means responding rather than making assumptions and reacting. This demonstrates you think their thoughts are important, and ensures that all voices are heard.

2.  Encourage Participation:
Create an inclusive environment by encouraging participation from all team members. Ask for opinions and feedback, and ensure everyone has the opportunity to contribute, without interruption or justification.

3. Model Behaviour:
Leaders should model the communication behaviours they wish to see. This includes being concise, staying on topic, and allowing others to speak without interruption. It doesn’t mean waiting “for a break in the traffic” so you can tell them what you think. If you are doing this, you are not actively listening.

4. Training and Development:
Please, please invest in communication training and coaching for leadership teams. Effective communication skills can be a turning point to create a positive culture.

Effective leadership in healthcare is not just about making decisions. It is about how those decisions are arrived at and communicated. Talking over others and labouring your point are counterproductive habits that reflect poorly on leaders and harm organisational culture. By fostering a respectful, inclusive communication environment, healthcare leaders can enhance team engagement, boost morale, and ultimately improve patient care outcomes. Respectful communication is not just a leadership skill; it is the cornerstone of a thriving healthcare organisation.

If you would like to find a time to talk to me about training or coaching for your health care leaders, you can book a 15 minute appointment at: https://focussed-fish.appointlet.com/

Sources:

1. 1. Royal Australasian College of Physicians (RACP). “2019 Physician Burnout Survey.” RACP, 2019.
      
      
   2. Australian Medical Association (AMA). “Safe Hours Audit Report 2021.” AMA, 2021.