By Kathleen D. Pagana, PhD, RN

The elevator door opens and you step in to find yourself face to face with the important person you’ve wanted to meet to discuss your promising idea. It’s the chance you wouldn’t want to miss. But that chance lasts only as long as the elevator ride. You have less than a minute to make an impression. Do you have an elevator speech ready?

What’s an elevator speech?

An elevator speech is any short speech that sells an idea, promotes a business, or markets an individual. It’s a short summary, or pitch, that quickly describes the value of a service, product, or organization. The term is a metaphor for unexpected access to someone to whom you’d like to sell an idea or proposal. It derives from the early days of the Internet boom when web development companies needed venture capital. Firms were swamped with applications for funding, and in many cases, the companies that won the cash were those whose reps had a simple pitch and could explain a business proposal in an elevator in the time it took to ride to their floor.

A great elevator speech describes and sells an idea in less than a minute. Of course, it’s not restricted to elevators. It comes in handy any time and anywhere you need to give a concise presentation to capture someone’s interest so you can move to the next step—a follow-up call, a referral, a meeting, or a partnership.

Why clinicians need an elevator speech

You need to be able to describe what you do, what you’re interested in doing, and how you can be a resource to someone. The ability to sum up a unique aspect of your service or expertise in a way that excites others is a fundamental skill. Doing this in a brief, persuasive manner is an asset for any professional. A good elevator speech should grab one’s attention in a few words and make that person want to know more about you. Here are examples where a good elevator speech would be helpful:

• Thomas goes to a recruitment fair
hoping to get an interview at a certain hospital.

• Mary is finishing her master of science degree and is interested in a position in a new wound care clinic.

• Caroline has written a book on grant writing and would like to present her ideas at a conference.

• Brian is interested in research and would like to join the research team.

• Mindy is trying to expand her wound consultation business.

You can use an elevator speech when you want to grab someone’s attention at a meeting, convention, or other social situation. In such situations, people typically ask, “What do you do?” A well-planned elevator speech can make the listener’s ears perk up and want to know more.

How to prepare an elevator speech

Before you can write an elevator speech, you need to know yourself, what you can offer, what problems you can solve, and what benefits you can bring to the prospective contact. For example, you may be an expert in professional communication and know strategies you can teach other staff to promote a better workplace environment.

You also need to know your audience. Will you direct your pitch to an administrator, a unit manager, or staff? You’re more likely to succeed if your elevator speech is targeted to a specific audience and you adjust it to that audience. Try to prepare different pitches for different audiences; a generic pitch is almost certain to fail. (See Key elements of a good elevator speech by clicking the PDF icon above.)

In today’s busy world, clinicians must be able to communicate in a succinct, persuasive manner. Your elevator speech is your introduction to others. It has to be good. Keep practicing it and perfecting it so you can speak with poise and polish. The more often you give it, the better it will become. It’s a great way to put your best foot forward when you have only a small window of opportunity to make a good impression.


Selected references

King C. How to craft an effective elevator speech. Powerful Presentations Web site. www.creativekeys
.net/powerfulpresentations/article1024.html. Accessed January 7, 2013.

Pagliarini R. How to write an elevator speech. BusinessKnowHow Web site. www.businessknowhow
.com/money/elevator.htm. Accessed January 7, 2013.

Pincus A. The perfect (elevator) pitch. BloombergBusinessweek Web site. www.businessweek.com/
stories/2007-06-18/the-perfect-elevator-pitchbusinessweek-business-news-stock-market-and-financial-
advice. June 18, 2007. Accessed January 7, 2013.

Sjodin T. Small Message, Big Impact: The Elevator Speech Effect. New York, NY: Portfolio; 2012.
 Sprung S, Giang V. 6 keys to delivering a powerful elevator pitch. Business Insider Web site. www
.businessinsider.com/terri-sjodin-how-to-deliver-
an-elevator-speech-2012-10. October 26, 2012.
Accessed October 26, 2012.

Kathleen D. Pagana is a keynote speaker and professor emeritus at Lycoming College in Williamsport, Pennsylvania. She is the author of The Nurse’s Communication Advantage and The Nurse’s Etiquette Advantage. She is also the coauthor of Mosby’s Diagnostic and Laboratory Test Reference, 11th ed. To contact her, visit www.KathleenPagana.com.

http://heelift.com/news09-13.html

http://www.swbrinc.com/pressroom/read.php?aid=867

http://www.newscientist.com/article/mg21829115.700-internal-compass-points-cells-towards-injury.html

By Kathleen D. Pagana, PhD, RN

As clinicians, we’re proud of the expert care we provide patients. But we also know that just doing our job isn’t enough to advance our careers. Mastering good communication skills is essential for all clinicians at all career stages—especially with today’s flatter organizational structures and more participatory management styles. Knowing how to communicate in a professional manner can give you the edge you need for career advancement.

Opportunity rarely knocks any more. Instead it may present as a phone call, voice mail, e-mail, or text message. Be sure to use proper etiquette with all communication forms.

Speaking with managers

When dealing with your manager, use a solution-focused approach. Don’t be a complainer. Some communication experts point out that people complain about things they can do something about—not things they have no power over. For example, they don’t complain about their foot size because there’s nothing they can do about it. Yet people often complain about their jobs because they’re unwilling to take the risk of making a change.

We need to take charge of our lives. We can accept the fact—without complaining—that we’re making the choice to stay where we are. Or we can make a request or take action to achieve a desired outcome. Suppose you work on a clinical unit and disagree with the way your manager makes clinical assignments. You have several options:

• Complain to coworkers and make the workplace miserable for others.
• Speak with your manager and make suggestions for improvement.
• Leave your job and go elsewhere if you can’t work with your manager to make things better.

If you decide to stay in your job, accept the fact that you’ve made that choice. Take responsibility for it and stop complaining.

Speaking on the phone with physicians

For clinicians who are not physicians, the key to effective communication with physicians is to remember you’re an important member of the healthcare team. An effective way to guide your communication with physicians and other colleagues is to use a tool such as SBAR (Situation, Background, Assessment, Recommendation). Say, for instance, you want to suggest the doctor order an anxiolytic for your patient. Here’s how you might do it using SBAR:

Situation: “Mrs. Smith is complaining of severe anxiety.”
Background: “She is 1 day post-op from a lumbar laminectomy.”
Assessment: “She is alert and oriented and her vital signs are stable. She has no numbness or tingling in her extremities.”
Recommendation: “She said she takes lorazepam 2 mg orally at when she’s anxious. Would you like to order something for her?”

Before ending the conversation, repeat and clarify the medication order (if the doctor gives one).

Telephone

The sound of your voice and your manners are essential components of phone etiquette. Smile—the smile on your face comes through in your voice. Here are five more tips:

1. Get yourself organized before placing the call.
2. Minimize background noise.
3. Immediately identify yourself. Don’t assume the recipient will recognize your voice.
4. Concentrate on listening and avoid multitasking.
5. Schedule phone conversations to avoid playing phone tag.

Voice mail

Voice mail is an efficient way to communicate. Again, five tips:

1. Always be prepared to leave a message. Jot down your key message points before you call, to avoid stuttering and stammering.
2. Be concise and to the point.
3. State your name and the date, time, and purpose of your call.
4. Enunciate clearly and speak slowly.
5. State your name and phone number twice at the end of the message so the recipient doesn’t need to replay your message.

E-mail

In many business settings, e-mail has almost replaced letters and memos. In many cases, an e-mail is a recipient’s first impression of you, so follow these tips:

1. Make the subject line specific. This helps the reader prioritize the message and file it for easy retrieval.
2. Use a greeting and a close. It’s more polite and less impersonal.
3. Keep your message concise.
4. Keep your tone polite and businesslike.
5. Use your e-mail signature function, which provides several ways to contact you.

Text messages

This form of communication can be the most challenging and unpredictable. Some people send text messages routinely, while others may be unfamiliar with this method. You can’t go too far wrong if you take this advice:

1. Get to the point quickly. No one wants to read a long message on a mobile phone.
2. Don’t text during meetings. It’s rude to do so, and others can hear you clicking away or see the light from your screen.
3. Consider the recipient before using text abbreviations. Some people may not understand text lingo.
4. Consider the time when sending a text. Although you may be awake at 5 a.m., the sound of your incoming message might disturb a sleeping recipient.
5. Don’t expect an immediate response to your text. If the message is time sensitive, pick up the phone instead.

Improving the way we speak with managers and physicians can go a long way toward career advancement and professional satisfaction. Common courtesy is just as essential in e-mail, voice mail, and text messages as in face-to-face communication. When you follow the guidelines I’ve given, you’ll elevate your professional communications a few notches.

Selected references
Canfield J, Switzer J. The Success Principles: How to Get from Where You Are to Where You Want to Be. New York, NY: Morrow; 2006.

Kramer M, Schmalenberg, C. Confirmation of a healthy work environment. Crit Care Nurse. 2008 Apr;28(2):56-63.

Pagana K. The Nurse’s Communication Advantage: How Business Savvy Communication Can Advance Your Nursing Career. Indianapolis, IN: Sigma Theta Tau International; 2011.

Pagana K. The Nurse’s Etiquette Advantage: How Professional Etiquette Can Advance Your Nursing Career. Indianapolis, IN: Sigma Theta Tau International; 2008.

A keynote speaker, Kathleen D. Pagana is a professor emeritus at Lycoming College in Williamsport, Pennsylvania, and president of Pagana Keynotes and Presentations. She is the author of The Nurse’s Communication Advantage and The Nurse’s Etiquette Advantage. To contact her, visit www.KathleenPagana.com.

By Jeri Lundgren, BSN, RN, PHN, CWS, CWCN

Most of us have had days when we jump from meeting to meeting and at the end of the day wonder, “Did I get anything accomplished or am I more behind than ever?”

Many clinicians tell me that although their wound team meets regularly, the meetings aren’t meaningful enough, leaving the team still facing issues with their wound care program. As a consultant, when I review the wound team agenda, it’s typically missing one or more of four key ingredients:

• appropriate member representation
• proactive approach that highlights prevention
• review of the plan of care and update of the medical record
• review of supplies and products. Here’s a closer look at each of these ingredients.

Build a top team

Having the appropriate members on the wound care team is the first ingredient for success. A comprehensive, interdisciplinary team approach is the key to preventing skin breakdown and ensuring good clinical outcomes for residents with skin breakdown. Teams should include representation from nursing, dietary, and physical and occupational therapy, as well as a nurse practitioner or physician.

Nursing representation should include nurses from all three shifts and nursing assistants, who are too often missing from the team. Keep in mind that when it comes to preventing pressure ulcers, nursing assistants carry out most of interventions (for example, turning, incontinence management, heel lift). Even when a patient has a wound, the only intervention carried out by the nurses is the topical treatment; nursing assistants perform all other interventions necessary to ensure healing. Clinicians who empower nursing assistants to have a strong influence with the wound care team—and the program—tend to have very successful prevention programs and good clinical outcomes.

Think prevention

The second key ingredient is prevention. Most wound team meetings only discuss the patients with wounds, missing the bigger goal of preventing wounds in the first place. Once the patients with wounds are discussed, the team should review all high-risk patients to ensure proper preventative measures are in place and care planned. All patients should be quickly reviewed for evidence of:

• decline or change in mobility and activity
• new onset or change in continence status
• decline in nutritional status
• decline or change in cognition.

Any triggers in these areas should prompt a review of the plan of care to ensure they are being effectively addressed.

Review and update the plan

The third key ingredient for success is to use meeting time to review and update the plan of care. I’ve observed highly productive meetings and great discussions of the care the facility is providing. Then I review the medical record and discover that none of the interventions discussed are on the plan of care. Always review the patient’s plan of care to ensure it’s accurate, reflects all interventions, and is up to date. This will give you peace of mind that the medical record reflects all the good work you’re doing and helps make the team meetings feel productive.

Discuss products and supplies

The fourth key ingredient is to take the time to quickly discuss current wound care supplies and products with the team. Ask the team if the current supplies are user-friendly, are adequate, provide good outcomes, and are in good working condition.

Many times staff will not say how they’re struggling with, modifying, or not using something until they’re asked. Remember that the most expensive product is the one that doesn’t work or doesn’t get used.

A recipe for success

Using these four key ingredients will lead you to a successful wound team meeting—and a successful program. The mix may not solve your too-many-meetings days, but will give you peace of mind that at least one meeting is productive.

Jeri Lundgren is director of clinical services at Pathway Health in Minnesota. She has been specializing in wound prevention and management since 1990.