Healthcare Communications from the Outside In
When your healthcare organization communicates with the public, remember this: Your employees are listening too, and the messages you share externally will certainly reverberate internally. Crafted strategically, external communications do more than build awareness and reputation; they can positively impact internal culture, reinforce desired behaviors, and cultivate a shared sense of pride and purpose among those who deliver care every day.
External communications impact culture and performance
Public-facing messages illustrate your brand and values in action. When you showcase patient-centered care, special expertise, or innovation, you’re not just building your organization’s reputation. You’re also modeling the behaviors and priorities that are shared by and expected from everyone within the organization. Employees take cues from how their work is represented to the world.
When employees see their work, colleagues, or shared mission reflected in your external communications strategy, it fosters pride and emotional connection. Marketing campaigns that highlight real stories of care or community impact are reminders that they’re part of something larger and that their contributions matter. We’ve also heard countless stories about employees receiving affirmation from members or patients of experienced brand promises, which only further enhances a sense of pride.
“Perhaps more than ever, healthcare employees need and deserve affirmation that they are doing good for the world,” says Mike Masseur, RDW Group principal and Director of Public Relations. “They’re often overworked, over-scrutinized, and, in some cases, underpaid for what they endure. If we can create a campaign that resonates externally and internally, and reflects the true passion and compassion of employees, that will go a long way to instilling a renewed sense of pride.”
Prime examples of effective communications
Mayo Clinic’s tagline, “The Needs of the Patient Come First,” originates from a 1910 commencement address by Dr. William J. Mayo. More than a marketing strategy, this statement remains a foundational core value and an internal mantra. Every employee understands exactly what the organization stands for.
Similarly, Cleveland Clinic’s “Empathy” video campaign, now more than a decade old, became an internal cultural touchstone and remains so today. Originally created for external audiences, it resonated inside the organization. Employees saw their mission and daily work reflected in the message.
From our own portfolio, our marketing of Reliant Medical Group’s promise of “care and services built around your needs” featured the unique level of care coordination offered by this pioneering and progressive organization. This external patient-centered messaging was equally impactful internally and helped guide the integration and rebranding of more than 30 specialties and 20 locations.
Consistency is essential
Authenticity is the foundation of both external brand and internal culture. When internal realities and leadership practice align with external promises, employees become true ambassadors of your organization’s mission. Conversely, when there’s a gap between external messaging and the lived experience of employees, trust erodes and skepticism takes hold. Be sure your external messages are authentic and true.
Conclusion
When developing your healthcare system’s external messages, always fully consider their impact on one of your most important audiences: your employees.
