This newsletter series is sponsored as a service for the value analysis, contracting, and materials management professionals by C. R. Bard, Inc. MAY 2008 BUSINESS WRITING SKILLS Greetings from Carol Stone This issue of the newsletter focuses on the basis of all organizational communication, the written word. Specifically: how to improve upon the writing skills we all need to compose powerful, professional documents the letters, memos, reports, plans, and proposals that we are called upon to create in order to do business within the healthcare community. Inside you ll find tips both general and specific that can help you towards greater skill in selecting and composing documents that get attention as well as action. Among them: how to go about organizing your document, what voice to choose for which medium, and how to express your ideas in effective, easy-to-follow sentences. Also inside are the results of the survey which many of you took the time to answer, and for which we thank you. As you will read, we re taking your suggestions to heart. For example, on page 4, you ll spot a new feature, Value Analysis People VIEWPOINT, an interview with Gina Thomas, RN and healthcare consultant. This is the first of a series in which we hope you will be an active participant. It is only one of the changes we have in mind for future issues. As always, if you know someone else who would like to receive our newsletter, please email me at carol.stone@crbard.com and we ll add them to our mailing list. Carol Stone Vice President, Corporate Marketing C. R. Bard, Inc.
BUSINESS WRITING SKILLS: T HEORETICAL P ERSPECTIVE Business writing is a highly structured form of communication and for a good reason: it makes for easy, efficient communication. Those in today s workplace have many demands on their time and in order to communicate with them to achieve the results you need, your business writing skills must be up to the job. Letters, memos, reports, proposals, whatever the medium, all business writing shares the same basic characteristics: Ideas - the result of a need to communicate an important idea Organization - highly structured, with a beginning, middle, and ending that must include specific types of information Voice - concise, sincere, courteous Word Choice - specific words that clearly communicate the message Conventions - following accepted standards of the language Presentation - using basic and recognizable standards of form and style Combine these successfully and you can create powerful documents in any format. Writing to Persuade At their core, the many types of written business communication are forms of persuasive writing. You send an advance agenda of an upcoming meeting to encourage others to attend, and to be prepared to participate. You prepare a report on the value of a new product or process in order to persuade the reader(s) to embrace it. You are writing to move them to action, to persuade them to fall in with your line of thinking. As persuasive writing, business writing must exhibit rhetorical awareness, according to Brizee and Schmaling of The Writing Lab at Purdue University. This means it must consider the document s purpose, the audience (its readers), stakeholders who may be affected by its contents, and the context or background of the events which prompted you to create the document in the first place. This is what they call being user-centered, and it relates to content, style, and visual appearance. Reader Focus Business readers are, among other things, pressed for time, sensitive to tone, alert for errors, and generally overwhelmed by the amount of reading they must do. Therefore, to engage them successfully, you must know them well: their roles, goals, jargon, education, reading levels, and professional status. You must also know what kind of information they expect or need in order to provide you with the response you seek. Then you, the writer, must employ clear concise writing (no long words or sentences), proper spelling and grammar (don t rely solely on your computer for this), a tone suited to the occasion (informal for letters, more formal for reports but always courteous), and organized in a logical, easy-to-read format (bottom line first, supporting details to follow, action required to close). No jargon unless it will boost your credibility. Getting Started Writing begins with thinking about your purpose (not just your subject) and your audience. (Who are they and how do I want them to respond?) To be easily understood, successful user-centered documents should move from general to specific information, with each paragraph or section building on the one before and setting up the one to follow. Key to remember: state your purpose quickly, be specific and concrete, separate details from actions, and use a conversationally engaging tone in a way that is both personal and positive. There are many books and courses available that can help you increase your business writing skills. For more information, see the list of sources on the back page. Value Newsletter Archive Time Management Project Management Presentation Skills Power and Authority Language of Value Analysis Teams Training Multitasking Influence and Persuasion Communication Addressing Differences in Goals & Perception Decision Making If you would like a copy of a previous issue of our newsletter, please send an email to wendy.lemke@crbard. Provide your email address and the newsletter topic and we will send to your email.
BUSINESS WRITING SKILLS: P RACTICAL P ERSPECTIVE V alue Analysis Professionals are called upon to create a number of various types of documents often all in one day. For speed and convenience, you might opt for a one- or two-line email. For more impact (to an in-house audience), you may choose a memo. A more formal occasion might require a letter. And then there are those reports, proposals, and business plans. The purpose of the material will determine the format that you choose. Business Letters All business letters are written for a specific purpose, for example, to convey a formal request to a vendor. Therefore, the first rule of letter writing is to make sure that your objective is clearly communicated. The second: to include all of the information that the reader needs in order to understand and no more. More than a message, business letters, according to Jane Watson s Business Writing Basics, routinely fall into one of three categories: information, bad news, and persuasion. Each is organized a bit differently. For example: If you were requesting or sending information, you would begin with your main idea or your purpose in writing. You would follow in your next paragraph with details about your purpose and in the following paragraph present a call to action or next step. If you were writing to convey bad news, you would begin with a neutral first paragraph, perhaps referring to a prior request or communications. Your second paragraph would follow with some background information, and your third with the bad news. As with your opening, your closing paragraph would be neutral in tone. For a letter of persuasion, your opening would begin with a point that the reader could agree with, followed by a paragraph introducing the idea, followed by what you are requesting of the reader. Next, you would present a paragraph providing details and benefits (if the reader accedes to your request), followed by a call for action often set in a paragraph on its own. Memos Memos are short messages that ask and answer questions, describe procedures, present short reports, and remind others of deadlines, meetings, and milestones. Many of the communications that Value Analysis Professionals send every day fall into this category and often serve as a nudge or reminder to various groups of physicians, vendors, or staff. There are basically four types of memos according to Watson: informational, to deliver or request information; problem-solving, to suggest specific actions to improve a situation; persuasive, to encourage action that the reader doesn t have to take; and internal proposal, to convey suggestions to senior management. As with the letter, each has its own organizational format. For example: In writing an informational memo, you would begin with a paragraph presenting the main idea, followed by one (or more) expanding on the details, and closing with a description of the action required by the reader. For a problem-solving memo, you begin by stating the problem (the main idea), follow with details (an analysis of the problem, causes and effects if unresolved), and end with one or more recommendations together with a comparison of their drawbacks and benefits. For a persuasive memo, you would begin with an agreeable point, follow with a paragraph that introduces your idea, then one that briefly describes the benefits to the reader if he/she accedes to it. The next paragraph describes what the reader must do in order to comply, followed by the closing which would contain the call to action. For an internal proposal, you would begin with an opening paragraph that sets out your reason for writing, followed by one that outlines the present situation, then states your proposal. Subsequent paragraphs would describe the advantages of your proposal, mention and refute any disadvantages, then, in closing, issue a call to action on the part of the reader. Formal Reports Lengthy and often complex, reports are formal documents designed to be read by others, usually at upper or executive levels. If distributed by email, they should be sent as an attachment. The tone is formal, often utilizing passive voice, and avoiding contractions and first person pronouns. Watson divides them into five sections: 1. Preliminary parts, consisting of a letter of transmittal that gives
the purpose of the letter, an overview of the report, the names of those who assisted, and a thank you for the opportunity to have participated; the title page, which contains (centered) the comprehensive title, the person/authority who requested the report, the author s name and organization and the date; the contents page, which includes each heading, subheading, exhibit, and their page numbers (more than five exhibits are listed in a separate List of Exhibits), and the executive summary, a short synopsis of the entire report including its purpose, most significant information, conclusions, and recommendations. 2. The introduction, which covers the current situation, what s wrong with it, your recommendation, and specifics of what will follow. 3. The body, which supports your conclusions with evidence, set down in a logical sequence, with numbered headings, subheadings, bullet points, and bold type for emphasis. 4. Conclusion(s), with recommendations for action in summary form. 5. Addendums (bibliography, appendix, index). For utmost impact, any business document you create should be as concise and to the point as you can make it. Especially if you send via email, be aware that this could very easily become a public document so choose your words carefully. Read aloud for understanding or unintentional implications then edit ruthlessly. Your readers may not thank you but they will be more inclined to read and respond, and that, after all, is your goal. VA People Viewpoint Meet Gina Thomas RN, BSN, MBA: Gina Thomas grew up in the small town of Miltonvale, Kansas, amid a tightly knit extended family. The daughter of an RN, she began her education as a pre-nursing student at a nearby community college, working summers in respiratory therapy. Transferring to complete her Bachelor of Science Degree in Nursing, she married and as the wife of a college coach began to collect a series of diverse career experiences, including that of community college instructor. Working mostly in the Emergency Department (ED), she became certified in Pediatric Advanced Life Support (PALS), Emergency Nursing (CEN), Advanced Cardiac Life Support (ACLS), Trauma Instructor, and co-developed triage courses for the ED. A stint as a Chief Nursing Officer (CNO) prompted her to seek her MSN in nursing administration at Baylor, finishing several years later through various schools with an MBA. Today, the mother of two, she works as National Marketing Director for H*Works Consulting, a division of The Advisory Board Company, a healthcare best practice research firm. She is also a longtime member of the VA Newsletter editorial board. Q: What drew you to the healthcare field? A: I would have to say both my parents we were very close and probably the family lifestyles in the tiny town where I grew up, where everyone helped everyone. I respected my mom; she worked hard to complete her nursing degree while working full time. During my teenage years, we had lots of late night talks and I was intrigued. Her work seemed like a very rewarding experience. Q: How did you transition to Value Analysis and/or your current job? A: During one of our location changes during my nursing career, I could not find an open administrative position, and I landed a consulting position with a major medical manufacturer and led cost management consulting engagements in several hospitals. After weekly travel over the course of a few years, I had the wonderful opportunity to work in a hospital in one of the first Value Analysis positions, most likely, in the country. After about seven years, I joined The Advisory Board, where I market our consulting services to healthcare systems around performance improvement in the clinical, operational, and financial terrains. Q: What challenges did you face compared with Value Analysis Professionals today? A: Today there seems to be a higher priority on having clinicians in the supply chain arena. Rising pressures of decreased reimbursement and increasing technology costs (mostly requested by physicians) have placed supply chain management on the top priorities of many Executive suites. Of course, there is still the challenge of credibility with clinicians who view you as an outsider especially when you present them with a change to a different product or new technique than what they re accustomed. However, there seems to be more awareness and request for clarification in understanding costs and cost potential, possibly because of more physician-owned facilities. Therefore, change management and challenging physician conversations can present the VA Professional with a complex work environment! Continued on page 5.
VA People Viewpoint Continued from page 4. Writing by Number Q: Why did you decide to seek an MBA? A: Actually, my interest initially peaked when I entered the management ranks, which evolved into nursing administration. When I changed paths to a consulting career, I began seeing an MBA for me specifically as a necessity. I felt that in order to understand the total healthcare perspective, I needed to strengthen my business acumen. I don t feel an MBA or any degree is required to succeed but certainly more opportunities are available and a broader perspective is gained. Q: What value do MBA/business courses or training have for a Value Analysis Professional, especially one coming from nursing or health care? A: Most nursing degrees even at the master s level are focused more on the clinical aspect of health care. To be a Value Analysis Professional, you need to know the language as well as the principles of business, especially, for example, if you re trying to engage a physician in a conversation about subjects such as the business case for a new technology and the end result to the quality of care. Q: What business related courses would you recommend and why? A: An MBA is nice but not absolute. There are several excellent courses offered through professional associations such as the Association of Materials Management and the Healthcare Financial Management Association. However, it doesn t have to be a formal course; sometimes a one-on-one session with the CFO around basics in revenue and reimbursement can be a good tactic. Even the simple question such as, How does reducing supply costs by 2% impact the bottom line? can initiate a great conversation and learning session. SURVEY SAYS Thank you to all of the readers who took the time out to answer the survey in the September and December issues of our Value Analysis & Standardization newsletter. Your input is highly valued and we hope to use the information gathered to further benefit you with a more effective newsletter and better meet your needs. We truly appreciate your feedback. In addition to your opinions and your comments, your response to the survey also served to help us know you better. For example, some 80% of you respondents reported that you have less than 10 years in your current positions. Meanwhile, 90% of you responding told us that you are over the age of 40, and that more than 50% hold educational degrees at the masters level (or higher). Some other highlights of the results How satisfied are you with the practicality and helpfulness of the information presented in the newsletter? Percent Response Somewhat Satisfied Very Satisfied Satisfied 0 10 20 30 40 50 60 The newsletter helps me be more effective in my job. Percent Response Strongly Disagree Strongly Agree Agree 0 10 20 30 40 50 60 70 80 90 100 Words aren t the only things to watch when writing. Numbers have their place too: 1 In a formal report, never have more than seven main points or seven sub-points for a main point. 2 The average adult has a working vocabulary of 5,000 words, so keep them simple for easy readability. 3 The first and last words of a sentence stand out, so make them key points. 4 Try to keep your sentences between 15 and 18 words in length to avoid losing or irritating your reader. 5 It is difficult to read more than four types of punctuation in a sentence. 6 Opening and closing paragraphs should run no longer than three to four lines. 7 In the body of the document, paragraphs should be kept to eight lines.
SHARE YOUR VIEW... In our last issue, we met Joe G., RN and recently appointed Value Analysis Manager who is finding it difficult to juggle all the new demands of his job. The problem: he s inundated with a multitude of meetings, projects, deadlines, vendors, clients, and customers and there doesn t seem to be enough hours in the day to attend to them all. What can Joe do to make his workload more manageable? SCENARIO 1 Joe should start work either an hour earlier or stay an hour later in order to catch up when there are no interruptions. While Joe might want to do this on occasion, he shouldn t make this a habit or he will find himself continually lengthening his workday without addressing the root of the problem. For this, he needs to take some time to self-organize and figure out his priorities. He may find that, for example, delegating more would not only free up his time but help empower or develop the skills of others. SCENARIO 2 Joe should go to his supervisor and ask him or her to prioritize his duties. This is a good approach, but Joe should also look for input from his teams or his staff. Either may be able to provide some insight from past experience as to which are the most pressing items as well as to which could be easily delegated. There is an added bonus here: by seeking input from his teams and/or staff, Joe is acknowledging their expertise which could go a long way toward strengthening their working relationship. SCENARIO 3 Joe should look for a course on time management, such as those offered by professional organizations. A quick phone call or email to his professional organization would be a good place to start, but Joe might also search the Internet for time management courses offered by other like or business training organizations. He shouldn t forget his own Human Resources Department. It may offer time management courses on a regular basis or have knowledge of on-going outside courses. Of course, he will want to communicate all this to his supervisor, positioning it as part of his regular training to make him more effective in his job. EDITORIAL BOARD Michelle Allender, RN, MS Corporate Director, Clinical Resource Management Bon Secours Health System, Inc., Marriottsville, MD Angela Barker, RN, CNOR Resource Utilization Manager Franciscan Missionaries of Our Lady Health System, Baton Rouge, LA Paul Corish, RN, MS, CNOR Director, Surgical Services Vassar Brothers Medical Center Erin Germann, RN Director, Supply Chain Operations MedStar Health Katherine Hause Editorial Services Hause & Hause Wendy Lemke Editor Manager, Corporate Marketing C. R. Bard, Inc., Murray Hill, NJ wendy.lemke@crbard.com Carol Stone Editor-in-Chief Vice President, Corporate Marketing C. R. Bard, Inc., Murray Hill, NJ carol.stone@crbard.com Gina Thomas, RN, BSN, MBA National Marketing Director H*Works Consulting The Advisory Board Company, Washington, D.C. Comments or suggestions on newsletter format or topics of interest may be forwarded to Wendy Lemke, wendy.lemke@crbard.com or (908) 277-8491. Sources used for this issue include: 1. Brizee, H. Allen and Schmaling, Katy A., Effective Workplace Writing, Online Writing Lab, Purdue University, http://owl.english.purdue.edu/, 1995-2008. 2. Harvard Business School Publishing. Written Communications that Inform and Influence, Harvard Business School Press, Boston, MA, 2006. 3. Heller, Robert and Hindle, Tim. DK Essential Manager s Manual, DK Publishing Inc., New York, NY, 1998. 4. Sebranek, Patrick; Meyer, Verne and Kemper, Dave. Write for College, Great Source Education Group, a division of Houghton Mifflin Company, Wilmington, MA, 2007. 5. Watson, Jane. Business Writing Basics, Self-Counsel Press, North Vancouver, Canada, 2007. Other sources you may want to consider: How to Say It Rosalie Maggio The Elements of Style William Strunk Jr. & E.B. White Publication Manual of the American Psychological Association For Your Improvement (FYI) Michael M. Lombardo & Robert W. Eichinger