Tackling a ‘deeply personal’ patient issue.
Healthcare communicators are operating in a moment where patient trust is already strained.
“The appetite for transparency is as high as it’s probably ever been,” said Ryan Lilly, SVP and managing director at MWW Health. “But disillusion and distrust are also high, particularly with organizations perceived as ‘big healthcare.’”
This tension is playing out in real time with the New York City nurses strike, where roughly 15,000 nurses walked off the job at several major hospitals after being unable to negotiate a new labor contract.
“Patients don’t see a policy issue or labor headline,” Lilly said. “For them, it’s deeply personal. It’s about whether they can still get care, whether treatments will be delayed or if the system they rely on is stable.”
Large-scale labor actions among nurses are becoming more common across the country, and they place healthcare communicators at the center of some of the most emotionally charged conversations patients can have with a major institution, he said.
Every message is scrutinized. Every silence is noticed. And every misstep risks reinforcing the skepticism healthcare leaders are trying to overcome.
“This is definitely a growing, macro, industry-wide issue,” Lilly said. “We’ve seen major examples on both coasts and in between.”
For PR and comms pros, the goal is to preserve credibility, protect access to care and show patients they’re being treated with honesty and respect.
- Avoid defensive or adversarial statements: One of the fastest ways to lose trust during a strike is to sound defensive. “There’s a real urge to be adversarial in these moments,” Lilly said. “But sympathy is almost inherently with the nurses and with the people they care for.” That means healthcare organizations should resist the temptation to lead with calling demands unreasonable or talking about what they can’t do. Instead, messaging should begin with shared priorities, he said. “Out of the gate, you need to define the situation to the extent you can,” Lilly said. “Reaffirm commitment to patient care first and foremost. Reaffirm commitment to the community. Reaffirm commitment to your clinicians, including the nurses themselves.” Frame statements with empathy first, he said. This might look like, “We know this is stressful for patients and families,” or, “Our top priority right now is safe, continuous care.” Any statements or discussions should not sound like legal language, labor posturing or vague assurances, he said. Beyond defensiveness, there are several pitfalls that can quickly damage credibility during a labor crisis. Avoid waiting too long to speak, using overly polished or corporate language, dismissing patient concerns as temporary or minimal, and treating communications as secondary to operations. “Communications leadership needs a seat at the table,” Lilly said. “Reputation and trust are huge, and they’re directly tied to how information is shared or withheld.”
- Be as specific as possible: In healthcare, reassurance without details doesn’t reassure anyone, Lilly said. “Healthcare is personal. Giving very abstract communications can feel condescending and just opens the door for more questions,” he said. Patients don’t want general statements about “minimizing disruption.” They want answers they can use. Strong patient-centered communication during times of disruption should clearly address what facilities remain open, whether scheduled treatments will continue and which service lines are impacted. “For patients, it’s very practical,” Lilly said. “Can I go to the ER? Is my chemotherapy going to continue on schedule?” Being specific means sharing what you know, acknowledging what’s still evolving and committing to updates in “as many places as possible,” he said.
- Show empathy across channels: When a disruption becomes public, stakeholders are all watching and consuming information differently. Tone and empathy will be critical for each audience. In this case, “nurses may be getting updates through an internal portal. The public is getting information through media and social channels,” Lilly said. That makes an omnichannel approach essential, but consistency is key, he said. “Empathy shown in an employee letter must also show up in public statements, social posts and patient FAQs,” Lilly said. Humanize the message and lead with understanding, he said. It’s just as important to not go quiet, he said. “Silence is a real risk. Somebody is going to fill that silence, whether it’s social media, patients speaking with the press, or other stakeholders defining the issue for you.”
Courtney Blackann is a communications reporter. Connect with her on LinkedIn or email her at courtneyb@ragan.com.
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