[Podcast] Hospital Disaster Administration and Healthcare PR within the Age of COVID-19

Jay Geer

By Stewart Gandolf
Chief Government Officer

Jay Geer Of Miller Geer, Healthcare Pr

Jay Geer, President, Miller Geer & Associates

I (Stewart) love what I do largely due to the good folks I frequently get to satisfy and befriend. Jay Geer is one other working example. Maybe ten years in the past, his (then) assistant James Chisum reached out to me and stated, “You must meet Jay Geer. He’s THE hospital PR man, and he just about is aware of EVERYONE in healthcare.”

At present, the specialists at Miller Geer & Associates (Jay, James and Sandy Nesheiwat), divide their time 50/50 between healthcare public relations and hospital disaster administration.

Jay not too long ago offered his experience to one in all our shoppers, which, regardless of having adopted the authorized security protocols, wanted disaster administration assist in the wake of some COVID-19 associated sicknesses and deaths. Our shopper was grateful for Jay’s recommendation, and Jay and I agreed it was time for him to lastly “visitor star” on my healthcare advertising podcast.

Hospital Disaster Administration and Healthcare PR podcast to find:

  • Why the coronavirus pandemic gives a “silver lining” platform to showcase constructive healthcare and “hero” tales, for each inner and exterior audiences.
  • The way to handle the general public concern about hospital security from COVID-19 and the ensuing tendency to keep away from essential care.
  • The various sorts of crises that Hospitals face at this time – and what to do about them.
  • Methods for healthcare & hospital disaster administration.

Play the recording of our complete Healthcare PR & Hospital Disaster Administration Podcast dialog beneath, or hearken to our Healthcare & Hospital Disaster Administration dialogue through your favourite podcast service.

Different streaming providers: This and different episodes of the Healthcare Success podcast are additionally out there…
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Podcast Transcript

Word: The next ‘Healthcare PR and Hospital Disaster Administration within the Age of COVID-19’ podcast transcript is pc generated and will not be 100% correct.

Stewart Gandolf:
Hello all people. That is Stewart Gandolf. I’m right here with one other podcast. At present I’m interviewing one other pal of mine, Jay Geer. Jay is with Miller Geer and Associates, and Jay is a public relations knowledgeable and focuses on healthcare. To begin with, welcome Jay.

Jay Geer:
Thanks, Stewart. Glad to be right here.

Stewart Gandolf:
I’m so excited to have you ever. We’ve talked about this endlessly and we lastly acquired round to it. Earlier than we get began, we’re going to speak about disaster administration in depth at this time, however simply to offer our listeners a context about your background, give us a way of your agency, what you do, the varieties of labor you just do to assist our listeners know what perspective you could have.

Jay Geer:
Properly, our agency has been round since 1979, which is a very long time in the past, and it was began by a lady named Nan Miller, who was the primary lady to open a public relations agency in Los Angeles. And I joined her as an intern out of school. And 9 years later, I purchased the agency from her and we’ve been specializing in healthcare, media relations, and public relations for roughly 25 years.

Stewart Gandolf:
So Jay, after which we talked offline slightly bit and apparently about half of your work is with ongoing shoppers. After which the opposite half is disaster administration. However inform us extra, are you selling manufacturers or are you doing feel-good stuff? What sorts of daily issues do you do?

Jay Geer:
Properly, usually healthcare techniques have specific wants. And so in occasions like this, throughout the pandemic, they need to get a constructive message out. And lots of well being techniques are placing assets behind training and data, in addition to utilizing possibly distinctive case tales or affected person tales to humanize the pandemic. Affected person that was within the hospital for 90 days, was in a coma for 45 days and is being launched and there’s a celebration. Or, a CEO of a hospital system that will get coronavirus. I imply, there’s lots of points that hospitals are dealing with now as we battle to maneuver previous this.

Jay Geer:
And I believe that hospital techniques have, for a very long time now, 4 months, 5 months, had been the main focus of lots of information from the overall media. Information that they in all probability don’t have an entire lot of expertise in managing.

Stewart Gandolf:
Excellent. And so that you had been speaking additionally in regards to the quantity of tales you could have. I assume the excellent news is the media is prepared and hungry for healthcare content material, appropriate?

Jay Geer:
Yeah, there’s actually an limitless provide. I imply, now we have sure hospital techniques that say, “Sufficient, I don’t need to discuss COVID anymore. I need to get again to enterprise as regular as a result of our ER quantity is means diminished and the guts assaults aren’t coming in and the strokes and the common, daily medical providers that you’ll want to present to the neighborhood.” So some individuals are leveraging the COVID as a result of they grow to be a hotspot or they grow to be sort of an epicenter of care, the place their ICUs are simply packed. I imply, that is actually straining the healthcare system by way of folks and assets.

Jay Geer:
So, they need to ensure that they’re showcasing one of the best of what they’re. And I imply, the inspirational tales from people who work on the entrance traces of healthcare at this time are simply completely heartbreaking. And so we need to mainly share these with the general public, as each a model assertion, in addition to an academic and uplifting message.

Stewart Gandolf:
Properly, it’s fascinating you introduced that up in regards to the security and the truth that elect to chair is down, surgical procedures are down. Individuals are avoiding care. So I’m assuming a part of that is, we’ll get into the disaster stuff in a minute, however since that’s so well timed, a good variety of the hospitals we’ve talked to are very eager about that message of letting the folks know, not simply because, “Hey, we’re the hospital. We wish to earn more money.” However from a assist the general public know, in order that they get the care they want. They don’t find yourself in a lot massive hassle. So what are among the alternatives you see there to get that message out about security and [crosstalk 00:04:15]-

Jay Geer:
Properly, I believe it’s very imp-

Stewart Gandolf:
… issues like that too?

Jay Geer:
I believe all people is in the identical boat. So that they’re seeing surgical quantity, maybe waning due to the variety of elective surgical procedures or different surgical procedures which have been delay, individuals are terrified of going into that setting. However, I imply, as a shopper, I really, from what I do know of speaking with medical doctors day-after-day, I might completely go into surgical procedure at this time. I don’t care if it was open coronary heart surgical procedure or having a hip changed or a knee changed or perhaps a minor surgical procedure. It’s extra cautious at this time, safety-wise and an infection control-wise, than in all probability another time that I may consider. I imply, the precautions and protocols are in place to keep up security and decrease an infection danger are, I imply, there are going to nice pains to ensure that security is the primary job.

Stewart Gandolf:
All proper. Excellent. That completely is smart. So it’s humorous, I had a dental cleansing this morning. I believed, it’s like they’re. They’re actually, actually taking, even in one thing as mundane as that, as a result of that isn’t time-sensitive, actually. However I talked to my dentist earlier than they usually’ve taken the precautions and clearly, you’re speaking about actual surgical procedure. And in reality, my spouse went by means of a process a few weeks in the past and it was the identical sort of factor. She felt actually comfy. They did a superb job together with her, which is clearly essential at this time.

Jay Geer:
That’s proper. I imply, all people is masked. There’s lots of an infection management, autoclaving the whole lot and ensuring… I imply, realistically oral well being, 64% of oral well being suppliers mainly have seen great cancellations and simply loopy, however that’s what concern does to folks. And so you’ll want to educate and you’ll want to present the distinction between what security is and security isn’t.

Stewart Gandolf:
Yeah, excellent. Okay. So let’s discuss in regards to the subject de positive. I’ve been fascinated by your work through the years. We’ve talked about, we at all times need to discuss the good things, the enjoyable stuff, the construct the enterprise stuff, simply type of by nature. After which there’s the actual world, particularly in hospitals, as suppliers, the place there’s a lot of dangers day-after-day, there’s at all times the potential of one thing going flawed. And we talked offline through the years about among the mega, mega horrible stuff you’ve had to assist folks remedy. You’re just like the knowledgeable that is available in and solves these horrible disaster issues. However, the hundreds of thousands of {dollars} of promoting to construct the manufacturers of those, however much more importantly, the belief of hospitals, even a lot greater than simply the advertising {dollars}. It’s, in healthcare, and I’d like to get your enter on this Jay, to me, it’s the advertising is nice, nevertheless it’s in regards to the product.

Stewart Gandolf:
It’s at all times in regards to the product. In virtually each advertising endeavor it’s in regards to the product. So you possibly can have one of the best advertisements on this planet, however when you’re having accidents or killing folks, it’s not going to be very efficient for you.

Jay Geer:
Right. You already know, it actually, and disaster’s don’t discriminate. They don’t simply decide on hospitals with a sure set of high quality versus the massive techniques with worldwide reputations. Disaster’s are self-selecting. It’s virtually like a virus. It may possibly have an effect on anyone given the proper circumstances and it may do lots of injury to a model that you simply’ve spent years build up belief along with your constituents.

Stewart Gandolf:
Yeah. It’s a nightmare situation. And we’ve talked about another ones up to now, however inform us in regards to the sorts of stuff you’re seeing at this time, whether or not it’s COVID associated or employee-related. You talked slightly bit offline about among the varied classes, so assist us perceive the issues to concentrate on.

Jay Geer:
Properly, I believe that among the high disaster’s at this time, or the chance of disaster, the place we’re seeing rather a lot come from social media. So a model that’s uncovered to an worker that’s posting one thing that’s controversial or racist, or conspiracy theory-laden. They put up one thing like that and it may go viral and put the hospital or, and its management, proper on their heels in a short time. We’re additionally seeing points concerning on the medical facet. So, sufferers which might be having issues, or possibly you’re getting turned away from a hospital or their take a look at is taking too lengthy they usually ended up getting a prognosis means later they usually contaminated lots of people.

Jay Geer:
So each single facet of the well being care system comes into query once they’re mainly being requested to take action a lot for thus many.

Stewart Gandolf:
Completely. And we’ve labored collectively to assist a talented nursing chain which have had some actual issues which might be apparent for COVID as effectively. So that you’ve acquired issues of safety, and the way do you deal with folks points. Then social media is loopy. You talked about even administration, issues like much less, possibly, well timed, however strikes and worker relations to issues too, appropriate?

Jay Geer:
Completely. Organized labor is at all times lively in a hospital. And a few hospitals have nice relationships with their labor companions. And others have contentious relationships. And so generally nurses and their unions or different workers members and their unions can use a pandemic like media setting to mainly say, “Hear, we’re not getting sufficient PPE gear or our lives of our nurses are at stake and we’re being requested to do an excessive amount of.” And they also have a voice as a result of the radar display on something COVID is so giant that they get traction. And so then they press it after which it creates not only a one story on at some point, however it may really create a sequence of tales and put the hospital on its heels rapidly.

Stewart Gandolf:
Wow. So there’s one other factor we talked about, which is… And I nonetheless keep in mind this, I can’t keep in mind which lawyer it was, however an lawyer I used to be speaking to a few years in the past was saying, “You already know, it’s humorous, these PR guys, their motto is to be as clear with the general public as doable. And from a authorized viewpoint… Which may be good from a advertising viewpoint, however from a authorized viewpoint, I don’t need them to say something.” So how do you steadiness that? As a result of authorized is a giant problem in your world. And the way do you get the proper mix of transparency with out by some means inadvertently implicating your shopper? And is that even a problem it’s a must to take into consideration, or how does that truly work in the actual world?

Jay Geer:
It really works. It really works on a regular basis. Let’s say it’s a problem on a regular basis. Hospitals have attorneys and out of doors attorneys, they usually even have danger division, danger administration departments, that monitor for disaster conditions, or attempt to get in entrance of them and remedy issues in order that they arrive, they’re resolved on campus, so to talk, with out anyone ever actually making lots of noise about it. That’s what dangers does. And dangers does an ideal job for essentially the most half.

Jay Geer:
Nevertheless it’s ironic that, you’re in a enterprise of what we’d name the caring business. Healthcare, it’s a part of our title, however but, to precise empathy or sympathy or categorical emotion, frustration, to most of the people or to the media from a hospital, which is a really typical response to disaster conditions, could be very exhausting to do when there’s attorneys saying, “No, which may enhance their place, or it connotes culpability to precise emotion.”

Jay Geer:
So it’s generally all we cope with are the authorized ramifications in terms of coping with media. Typically these occur two or three days right into a story the place the attorneys will simply mainly say this could go away. And the following day it escalates, the following day it escalates as a result of there’s new circumstances or there’s new conditions that add to the story. And so when it doesn’t go away for 3 or 4 days, and also you’ve acquired a board of administrators of your facility that’s saying, “Why are we being attacked so exhausting for thus many days?” Typically the attorneys will say, “Okay, we are able to categorical slightly bit right here.” As a result of that is actually a tactic that you’ll want to do to handle the response from an establishment, is to mainly be clear.

Jay Geer:
In the event you’re a public hospital or a nonprofit hospital, the state has information on you, the federal government has information on you. So there’s at all times entry to lots of information that you could be not know that they know. And so it’s a must to assume that, as a public establishment, they’ve lots of data at their behest. And there are additionally the issues that occur that hospitals can’t consider it, however they’ve inside sources that leak data.

Jay Geer:
And that’s at all times a danger that you’ve got. And generally it begins the disaster, is you could have a whistleblower that claims, “They did this to a affected person, or they did this to many sufferers, or this was a sample in a hospital for a very long time.” Typically these come from precise nurses and medical doctors throughout the hospital.

Stewart Gandolf:
Oh, that may be clearly disturbing to have the issue in any respect. After which to have it come from inside. So clearly, that’s a excessive stress enterprise. How do you reply rapidly? Like proper now, COVID, I’m assuming, you’re one of many busiest folks I do know anyway, Jay. So are you even twice as busy now with COVID and all of the issues which might be happening? How do you retain up with this stuff and any individual new calls and you’ve got a disaster, how do you even cope with this stuff? Do you could have a roadmap or how do you do it?

Jay Geer:
Properly, expertise provides you lots of issues that you simply’ve gone down that highway earlier than, and also you don’t do need to do this once more. So that you’ve seen outcomes in numerous methods. So expertise in coping with lots of disaster provides you a, hopefully, a sense of how that is going to play out when you’ve been by means of sufficient. I in all probability have managed two or three or 4 or 500 massive disaster’s in hospitals and well being techniques. And after a whilst you see an arc of how this stuff resolve and what you attempt to do is mainly speed up the method of going from publicity, or the story that’s on the market, to administration and get it over with. And so the excellent news is, is that within the COVID information cycle nothing lasts endlessly. A narrative at this time isn’t a narrative tomorrow. So that you’re hoping that the information cycle sweeps it away and brushes it below the rug, or at the least will get onto one other story. Principally, you need to get it out of the information cycle in order that it doesn’t get days of momentum that preserve the story alive.

Stewart Gandolf:
So then, that truly leads me to the following query then. What are… We’ve talked about among the sorts of circumstances you see, and also you’ve seen some doozies, proper?

Jay Geer:
Completely.

Stewart Gandolf:
Yeah.

Jay Geer:
Properly, it was once simply all medical. You use on the flawed knee, otherwise you took out the flawed kidney or liver, you botched one thing or there was a mistake within the OR or a affected person caught on hearth within the OR, or a medical problem. However at this time, they’re broad. Most crises, you already know the place they arrive from. They may come from personnel, they’ll come from human assets. They’ll come from a affected person that you simply by no means noticed coming, that has lots of momentum and lots of social media following. So that you’ve acquired not solely simply mainstream media, however you even have social media that mainstream media comply with. So your publicity, by way of the variety of dangers that you simply face, is definitely rather a lot, rather a lot higher.

Jay Geer:
After which in a COVID world, something that’s COVID associated that has some traction to it, whether or not it… So it’s simply not numbers day-after-day. It’s really, they’re entering into folks tales. You bought to just be sure you’re in entrance of that.

Stewart Gandolf:
So do you discover that the tales that come up, I assume, each for good and unwell, are likely to comply with the nationwide information cycle? In the event that they’re speaking about numbers of checks, that’s what they need to discuss domestically with the hospital, or they’re speaking about numbers of deaths or no matter. Is there a powerful correlation there?

Jay Geer:
Properly, I believe we’ve gone by means of that course of. So it’s not simply numbers from a county or a state. I imply, that’s nonetheless driving the information, however for hospitals, they’re actually searching for extra of the social points, the social ills or the social excellent news stuff. So that they need to know what’s it like being overwhelmed? What’s it like whenever you’ve acquired burned out nurses and medical doctors? Tales of heroism, which each and every hospital has at this time.

Jay Geer:
And so when you’re a hospital system and also you’re not showcasing and getting out entrance among the distinctive issues that your workers is doing to assist sufferers, you’re letting an ideal alternative go by as a result of it’s an ideal likelihood to construct on the goodwill and construct your model since you’re not going to… This chance, it was very uncommon, the place the epicenter is so nice, nevertheless it additionally signifies that you’re in danger. If there’s an error or when you’re caught in a scenario that you may’t management.

Stewart Gandolf:
Yeah. There’s a lot good things right here. I’m bouncing round slightly bit, however I’m going to anyway. So one of many stuff you simply stated earlier jogged my memory…my hygienist at this time went into virtually conspiracy concept land. Now, that is any individual who’s educated, proper? She’s a dental hygienist. She needed to go to school and the stuff she was saying. And at one level I’m going, “That’s simply not true. The truth is, that’s a scary lie, what you simply stated, as a result of I work with clinicians on a regular basis and this concept that the numbers are being inflated for politics or this isn’t actually that unhealthy, it’s simply, to me, scary.” You’ve acquired these medical doctors and hospitals taking dangers day-after-day, being heroes, and also you’ve acquired people who simply are… I don’t know what they’re listening to, however as if that is all a giant joke.

Stewart Gandolf:
So, I at all times assume that is, and that is your space, a possibility for hospitals to construct thought management too and to assist do public good by getting the message out. Do you could have shoppers who do this? As a result of it simply looks like such a necessity when there’s a lot confusion and a lot lack of belief to have the hospitals benefit from a few of their authority within the market.

Jay Geer:
Properly, yeah, you desire a trusted supply and clearly, it’s reached the period the place this pandemic has grow to be political, however that basically doesn’t attain the hospital stage. I imply, you’re simply affected person primary, Stewart. They’re targeted on you. They’re not targeted on politics. I’ve seen firsthand the dedication of so many caregivers day in and day trip, 24 hours a day. They’re so targeted. So overworked coping with all the each medical, social and emotional wants that’s coming whenever you’ve acquired a full ICU and also you’ve acquired a step down items and also you’ve acquired 50 folks in your hospital which might be constructive with COVID. Your focus is on managing and delivering nice care to these sufferers and the randomness of conditions as soon as sufferers come into the hospital and also you see older folks dying, otherwise you see youthful folks dying and struggling. You get a dose of actuality in a short time. In at some point, you’ll disbelieve any conspiracy concept that’s on the market whenever you see the human lives which might be attempting to handle this as effectively.

Stewart Gandolf:
That’s my level. Precisely, as a result of it feels disrespectful to the medical doctors and the sufferers and the households as a result of it definitely could be very actual and clear and current to them, that’s for positive, from the folks we each work with. Getting off that for a second, so let’s discuss, oddly human brains appear to work effectively once we discuss not simply what to go towards, however what to keep away from, what are the errors? So I assume I’d like to get an inventory of type of the highest mistake-y sort of, simply made up a phrase, mistake-y. Prime errors that folks make when it pertains to COVID or another sort of disaster administration. What are among the issues that, if our listeners walked away from the podcast at this time with nothing else, please don’t do that? What are a few of these issues to keep away from?

Jay Geer:
Properly, one can be to reply immediately, off the cuff, with out doing a full investigation or getting the total story. And generally hospitals get a name from a reporter that’s asking about one thing, X, Y, Z affected person. With the HIPAA at this time, you possibly can’t give lots of data, however they reply, nonetheless, or they are saying that’s by no means occurred earlier than right here. They make some sort of truncated assertion to the media to attempt to sage that reporters request. After which when the story begins exploding or it comes again once more that, wait a minute, there’s different sufferers which might be coming ahead, giving this story life, that’s once they begin to panic.

Jay Geer:
So, it’s finest to sort of take a step again and say “One, do we actually have a disaster? In different phrases, is that this data already on the market? Does it make us look actually unhealthy? And what’s our tactical response going to be? What issues do we have to do statewide with regulators and federal regulators and getting CMS to come back in and examine our hospital and study, or take a survey? No matter that is perhaps.” There are many steps which might be concerned that usually, generally, I might say the primary mistake hospitals make is that they converse too quickly they usually don’t converse appropriately. Or they assume that if I’m going on digicam as a CEO and say the whole lot is okay, that the story will go away. I might say, that’s a primary mistake.

Jay Geer:
I might say 1A, it’s an in depth second, can be they underestimate the potential of a narrative. They assume, “Ah, that is going to go away. No one will hear about this. Or it’s a scenario that’ll fly below the radar.” Or they don’t assume a reporter goes to comply with up on one thing. So that they underplay a disaster they usually don’t put the assets or the eye to it till it turns into already white-hot.

Stewart Gandolf:
Wow. So on the facet of what to do. So when you’re working with a shopper they usually out of the blue name you, clearly we don’t need to simply go spew data that’s half-informed. So we’ve acquired that. What are among the issues that you are able to do going ahead to assist sort of speed up the information cycle? Be moral, after all, which is a part of this, however to not lose management of this completely, what are among the issues that you simply pleasure your self and your capacity in among the issues that you simply information your shoppers towards?

Jay Geer:
Properly, I believe, there are particular… Hospitals are actually constructed for disaster response as a result of they disaster response each day by means of their ER. So that they’re triaging trauma. I imply, these individuals are constructed to answer dangerous issues. It’s of their DNA, however as you go as much as directors and also you begin speaking to executives that run the hospital or board members or management of a hospital, you’re sort of eradicating your self away to danger administration. So, possibly you’ve acquired a division that handles that and so that you’re actually not that concerned.

Jay Geer:
So first step in a disaster is to get your A-team collectively, your core management, and say, “Is that this a disaster? Are we actually in danger right here? What’s the potential of this factor?” And to mainly lay out a plan to say, “Okay, are we coping with regulators appropriately? Are we coping with the media appropriately? Are we coping with our workers internally, appropriately?”

Jay Geer:
Typically hospitals reply completely to a disaster on an exterior foundation, however but, they don’t do it internally. You additionally have to just be sure you embrace your management, like board or exterior stakeholders, in addition to your inner stakeholders. You bought to ensure that they’re knowledgeable. I can’t let you know what number of occasions I’ve been concerned in a disaster, and the story comes out, let’s say, within the New York Instances mentioning a hospital and the medical doctors and the nursing workers are marching towards administration saying, “What are we going to do about this? It is a horrible story. That is the primary I’m seeing of it. How come we didn’t find out about that? What was happening?” That occurs on a regular basis.

Jay Geer:
So you bought to ensure that all of the audiences that you’ll want to attain are recognized and their messages are created and crafted to appropriately cope with it on the interior facet. So it’s a must to give it some thought by way of the administration of all of your constituency by way of communication.

Stewart Gandolf:
Wow. It’s rather a lot there. Some other remaining ideas as we start to circle towards the top right here about phrases of knowledge or how you can cope with disaster or COVID alternatives, or obstacles, the rest that you simply assume we ought to be speaking about?

Jay Geer:
Properly, I believe that there’s a guidelines it is best to in all probability take into consideration. One is, let’s ask some questions and do an inner investigation to ensure that our scenario is that we perceive the scenario utterly. Which will take a day or two generally. And so you’ll want to… And but, you’ve acquired reporters and also you’ve acquired folks doing tv, stay standup tv interviews in entrance of your hospital, that you simply’re, after all, telling the safety guards to kick off campus, which makes the media very, very blissful whenever you’re telling him to depart the campus.

Jay Geer:
Now, after all media can’t be on campus until you invite them, however they are often on the sidewalk. So you possibly can’t actually do something about that. So, one is do your homework and just be sure you determine, okay, are we in danger? Two, let’s arrange a tactical response. And which means I might by no means encourage folks to speak to the media, each in individual. I might solely use statements that you simply write and share with the media. At present, we can’t change headlines within the scope of a disaster simply by speaking. We’ve to speak appropriately. We’ve to take steps that say, “We’re investigating this. That is very upsetting to us. It is a horrible scenario that we’re attempting to handle.” Expressing empathy goes a great distance for a hospital that’s within the caring enterprise.

Jay Geer:
I simply can’t, generally I scratch my head once we rise up into the directories of chief, hospital management, and convincing them to precise empathy. Empathy doesn’t imply culpability. It doesn’t imply that you simply did this flawed. It simply signifies that you’re expressing a human emotion and establishments can do this. And that’s very efficient for hospitals to do. That we care about our sufferers. You say it on a regular basis in your advertisements, however in terms of a disaster, it’s a must to expressively just be sure you’re expressing that as effectively.

Stewart Gandolf:
One factor that you simply stated, earlier than we wrap up right here, that caught my ears was a guidelines. And actually, final week I used to be speaking to my crew a couple of ebook referred to as Guidelines Manifesto by Atul Gawande. And I’m undecided [inaudible 00:28:44] that ebook, however the thought of the ebook is that, the premise is, that he was requested to assist enhance surgical procedure worldwide. And the earlier efforts had these monumental 500, 600-page volumes that they’re attempting to ship off to Africa or wherever to please comply with these directions in your surgical procedure. And naturally, no one learn them. And what they ended up coming to was the concept of a guidelines. And so, within the navy, I’ve a pal of mine whose helicopter went down they usually simply comply with the guidelines below stress or sully in Lengthy Island with the geese that acquired caught within the engines. And the airplane went down a number of years in the past, and it simply comes again to those disaster moments. You don’t have time to assume.

Stewart Gandolf:
So, whenever you’re working along with your shoppers, simply say you tackle a brand new retainer shopper, do you’re employed with them on this type of stuff, to the extent that’s doable prematurely and create…

Jay Geer:
Precisely [crosstalk 00:29:30]. Superior planning is, I imply, hospitals are simply nice at growing environment friendly protocols which might be simply strong. And so they do these for the medical care, for each facet of a hospital. And you are able to do the identical for a disaster. Really run a drill. Let’s simply say that you simply’ve acquired a foul disaster. You operated on a… Considered one of your orthopedic surgeons operated on the flawed knee at this time, despite the fact that you probably did all of the fail-safe mechanisms, human error brought on an issue. And also you’ve acquired a excessive profile affected person. Properly, get your guidelines out and say, “Okay, let’s examine. Let’s formulate our response. Let’s put these different checklists in play by way of safety and HIPAA.”

Jay Geer:
I imply, you’re confined to what you possibly can say. And so, there’s lots of issues to undergo and a guidelines is ideal. After which not solely to take that guidelines, however to then run an train with it. And it’ll… Hospitals to try this are so effectively oiled in terms of a disaster that they don’t even flinch once they have an issue. They simply know right here’s what they’re going to do. And they also have a response and that response comes from confidence relatively than concern. And so I believe that there’s an entire mindset that develops whenever you’re ready for any disaster, from an administrative or branding or advertising standpoint of defending your model.

Stewart Gandolf:
That’s unbelievable. I can simply think about. The human emotion can get away from you when you’re not ready for this and also you don’t have a guidelines. You don’t have a Jay. You’re simply type of attempting to determine this out by yourself. And so they need solutions now, and also you don’t also have a plan. That have to be exceedingly anxious. And I can see the place having a plan is better-

Jay Geer:
Properly, since you assume you’re below assault, and you’ll want to formulate a response instantly to get all these folks off your again and when you understand that, wait a minute, we talk on our timeline. Simply because a reporter desires to speak earlier than 5:00 a couple of story that they’re doing on our hospital doesn’t imply that now we have to reply earlier than 5:00. We are able to use some ways to handle this factor appropriately below our management. And so, lots of occasions once they really feel that stress from the media to do issues that urgently, now there’s issues you are able to do urgently. You can simply craft a press release that claims, “We’re very involved about this. We’re launching a full-fledged investigation, and that’s all we are able to say at this level.”

Jay Geer:
I imply, there are methods to cope with the media that don’t must say an entire lot. All it’s a must to show is that you simply understand it and you take motion. Motion might be essentially the most key phrase in all disaster response protocols.

Stewart Gandolf:
Properly, that’s unbelievable. Yeah. I can see the… It’s actually humorous you introduced that up too. It’s like, wait a minute. That is your timeline. This isn’t my timeline.

Jay Geer:
That’s proper.

Stewart Gandolf:
Why am I leaping by means of hoops for you and risking our fame with out pondering, having an opportunity to assume this by means of? That completely is smart. Properly, Jay, I do know you might be in all probability one of many busiest folks on the planet, and also you’re definitely not begging for enterprise wherever. However I’m positive a few of… Our firm, we’re a advertising firm. And in terms of PR, I attain out virtually at all times to my pal, Jay right here. And so Jay, what’s your contact information in case any of our listeners/readers are eager about both broad PR help or disaster administration extra particularly? How would they start a relationship with you or an exploratory name?

Jay Geer:
They may go to our web site www.MillerGeer.com. Or they’ll e mail me at [email protected] or they may name my cell at 562-883-0375. I work 24/7.

Stewart Gandolf:
All proper, unbelievable. Jay, this was enjoyable. I knew it might be. And it was tremendous insightful. And, it’s humorous, we at all times, we hate to have to come back to you when now we have a disaster shopper. It doesn’t occur fairly often in our world, however I’m glad that you simply’re on our crew once we want you. So thanks in your assist, for not simply this name, however for serving to us sometimes as effectively with our shoppers.

Jay Geer:
Oh, you’re very welcome Stewart. And I believe your crew could be very skilled and really effectively versed in each conventional advertising, in addition to this new age pondering of getting folks to reply and to develop enterprise. As a result of I believe each hospital within the nation proper now could be saying, “Man, okay. Sufficient with COVID. We need to get again to taking good care of our complete neighborhood.” And I hope that folks don’t keep away from the physician or the dentist simply out of concern.

Stewart Gandolf:
Yep. Glorious. Thanks, Jay.

Jay Geer:
Thanks, Stewart.

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Stewart Gandolf

Stewart Gandolf

Chief Government Officer at Healthcare Success

Stewart Gandolf, MBA, is Chief Government Officer of Healthcare Success, one of many nation’s main healthcare and digital advertising businesses. Over the previous 20 years, Stewart has marketed and consulted for over 1,000 healthcare shoppers, starting from practices and hospitals to multi-billion greenback companies. A frequent speaker, Stewart has shared his experience at over 200 venues nationwide. As an writer and knowledgeable useful resource, Stewart has additionally written for a lot of main business publications, together with the 21,000 subscriber Healthcare Success Perception weblog. Stewart additionally co-authored, “Money-Pay Healthcare: Begin, Develop & Excellent Your Money-Pay Healthcare Enterprise.” Stewart started his profession with main promoting businesses, together with J. Walter Thompson, the place he marketed Fortune 500 shoppers similar to Wells Fargo and Bally’s Complete Health.

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