In today’s market, video marketing is an essential—and nothing works like a riveting patient story.
But not all patient video stories are created equally. Some feel flat, boring, too promotional or too predictable, while others depict a relatable experience and compel the viewer to feel connected to the organization.
Here are 8 ways to make sure your patient testimonial videos are getting watched and remembered.
1. Find a story that fits your strategy.
A story that doesn’t advance your brand is money wasted, so start by linking your story to a brand message. For example, if you want to position your organization as clinically superior, find a story of a difficult patient case that was solved successfully. Then, let the story reveal and let the viewer form his/her own conclusions.
2. Be authentic.
Viewers crave real stories—and are quick to spot things that have become too polished or corporate. Stay away from re-enactments and stock footage, tell the story as it actually happened, avoid overly promotional talk and most importantly, be sure to include the struggle.
3. Take time to truly understand the whole story before the interview.
Talk with the interviewee before the recording session so you can understand his or her story and think about how to draw it out during the on-camera interview. Ask for and review any articles, other videos, web content or press coverage that give you insights into the story. Then create your list of questions based on what you’ve learned.
4. Prep the interviewee.
Before the interview, let the subject know what to expect, like:
What the video is for.
Where it will be used.
Why you are interviewing them.
It’s normal to have multiple takes.
The interview will happen like a conversation, where we ask questions and you answer.
They shouldn’t plan to read or memorize anything beforehand.
What kinds of questions we’ll be asking.
Answer the question with a full sentence, and link to the question. So if we ask “What’s your favorite color?” You’ll reply “My favorite color is blue.”
On the day of the interview, give the subject time to get comfortable in front of the camera before diving in. Engage in some conversation that isn’t part of the interview to help release the tension. Set a tone of warmth and curiosity before you even begin the interview.
5. Build trust.
Telling someone’s story begins with trust—and that begins with attentive listening by an interviewer that is truly interested in the subject. Be awake to small insights or elements of the story that could be fleshed out with more questions, and don’t be afraid to dig deeper. The best elements of a story are rarely the first answers.
6. Hook your audience at the very beginning.
Begin your story with something that draws the viewer in within the first 30 seconds, so the viewer is compelled to stay with you—like this video.
7. Build a character.
Great stories aren’t driven by a chronological listing of events, but by developing a character. Humans have an insatiable appetite to look into the lives of other humans, so look for visual and verbal details that may not even be part of the story but reveal something about the person. Go beyond the story details themselves and ask what’s important to your interviewee, what his/her dreams and motivations are, and how this experience impacted him/her.
8. Capture b-roll and location shots that flesh out the story.
Shoot b-roll that supports the story line, and select the interview location with care. Whether it’s a professor in her classroom or a senior in the home they’ve always lived in, locations can help tell the story. Even if the viewers don’t realize the full impact of the location, your subject will and this could produce a better interview.
Wherever you shoot, make sure it’s quiet, has good lighting options, and is available before and after the shoot for set up and take down, as well as for the actual interview.
Trust is the currency of leadership. It’s what inspires others to follow, support, and engage in a leader’s vision.
But there is troubling news on this front: this precious asset is in steady decline, with only 37% of the general population saying that CEOs are credible, according to the Edelman Trust Barometer, a global study with 33,000 respondents
This general mindset of distrust filters into the workforce of every organization—even into those with high trust factors. That’s why understanding how to use communication to build trust is such a timely skill to cultivate—and one that almost every leader can improve upon.
9 communication Strategies That Can Help a CEO Build Trust
1. Address your audience's biggest concerns.
Does your communication strategy include listening? Create ways to ask your employees what kinds of things they want to know more about—what questions they’d like answers to, what changes are causing them concern, what ideas they have for improvement, and what their biggest obstacles to success are. Then craft messages around these topics. When audiences see you’re engaged with them, they’ll be more engaged with you, which builds a trust relationship.
2. Deliver messages via peers—rather than leaders.
While employees need to hear from leaders, the trust study states that peers are now seen as credible as experts. This is a good time to initiate ways to have appropriate messages delivered by employees.
Consider the subject matter experts in your organization who can speak intimately about the day-to-day operations and topics your audience is most familiar with. Bringing the voices of in-house experts into the conversation can signal a unified workforce, so trusting the message doesn’t hinge on perceptions of any one messenger.
3. Communicate empathy, reassurance, and calm in the face of fear and uncertainty.
Emotions are contagious, and this is why leaders especially need to project calm, warmth, and hope in their communications. Employees pick up on fear in their leaders, and it can spread quickly through an organization.
Today's employee is dizzied by the speed of change, complexity of life and pervasiveness of communication—and as a result is often anxious. But rather than reacting to anxiousness, address the root causes in your communication. For example, a person’s worries about technology, immigration, centralization and globalization could all be tied back to a fundamental fear of job loss. Knowing the sources of these fears can help you craft messages that address the underlying issues.
Not all messages are innately reassuring, of course. But striking a calm, hopeful tone can help defuse unpleasant messages.
FEARS FURTHER ERODE BELIEF IN THE SYSTEM
Percent of respondents with each fear who also believe that the system is failing them —2017 Edelman Trust Barometer
4. Use truth to build trust.
It’s easy to avoid discussing harsh realities because of their unpleasantness, yet the short-term benefit of avoidance is outweighed by the long-term effect. Misinformation, incomplete information or withholding information eventually erodes trust—the most powerful human and organizational currency. As a leader, you influence truth-telling by modeling this behavior and rewarding it in your organization.
When delivering tough messages, couple them with a plan of action and the why behind the decision. Paint a picture of what’s possible if the plan is implemented, to give people a focal point.
5. Monitor the optics: Do behaviors match words?
Is there a gap between what your organization says and what it does? Consider designating a coach outside of the C-suite or the company who can see things with a fresh perspective, and have them review significant actions against your mission, vision, and values to ensure parity.
Zappos understands the significance of building a culture that is cohesive with a company’s words and values. As their CEO, Tony Hsieh, says: “Our belief is that a company’s culture and a company’s brand are just two sides of the same coin. The brand is just a lagging indicator of the culture.”
6. Deploy and train your middle managers as communicators.
Middle managers are the culture torchbearers, the influencers, and the tone-setters because they have more contact with both employees and leaders. It’s no wonder that communication from direct managers is the most effective channel for reaching employees, according to a CEB survey of more than 1,000 employees.
Provide your managers with communication training and tools and unleash them to do the important work of leadership armed with better skills and information. One CMBell client did this well when they focused a year-long communication initiative on leaders and conducted a survey at the end to determine its effectiveness. They found that their most important ideas had taken hold with their leadership team—with 9 out of 10 of them saying they better understood the why behind their work, knew more about their key strategies, and had a better understanding of the value of working together. From there, the managers could confidently reach the front-line staff with key messages they were already well-versed in.
7. Speak from your heart.
The Edelman study says that spontaneity and outspokenness make speakers more believable. Using your own voice and speaking about things that you care about conveys authenticity and builds trust.
Appropriate self-revelation creates connections, too. When delivering bad news, expressing your own sadness about it conveys empathy, which builds trust.
In this video example, the CEO broke from her standard business updates and delivered a message of inspiration that was based on her own personal experience and passion, generating enthusiastic responses from her internal audience. These kinds of messages can be important tools for building culture.
8. Use video when you can’t be there in person.
Video is perceived as more authentic than other media, according to a Viostream study. Viewers perceive fewer filters in video than in text, where words can be interpreted and misconstrued. Video also delivers additional and important communication through body language and tone of voice that can’t be conveyed as accurately in text alone.
Video can also be a very useful tool for delivering messages where precise language is essential. We recently worked with a client involved in a merger in a heavily regulated field where words had to be chosen carefully. A video message from the CEO allowed the message to be delivered directly to the audience using the precise language required by law.
And finally, video has the added advantage of being more personal and is the next best thing to being there—which is often impossible in large companies with a geographically distributed workforce. In video, leaders can convey both information and emotion, which can build trust.
9. Avoid corporate-speak.
Are you globally extending goal-oriented potentialities? Scaling intuitive partnerships? Building collaborative and idea-sharing modalities?
Even for employees who may understand it, jargon can make your message boring, less believable and can make you less accessible as a leader. Instead use short, simple words that can be widely understood.
How and where your message is displayed is just as important as the message.
Click below to see our infographic showing the best digital channels for employee communication.
Digital Communication Channels
Video outperforms all other media in getting viewed and remembered.
People remember 20% of what they hear, 30% of what they see, but 70% of what they see and hear. So it's no surprise that video is the most powerful communication tool there is. Video can combine arresting visuals with sound and motion, making it more engaging to the human brain than any other form of communication.
Video is versatile for internal communication too, because it comes in all price points and many formats—from whiteboard explainers and motion graphics to interview-driven or cinematic stories. It ranks fourth among most-used digital channels, with 81% of companies surveyed reportedly using it for internal communication, according to Gatehouse.
This is why video is becoming a central part of internal communication plans.
A microsite is a simple website that is highly focused and makes it easy for the viewer to find exactly what they came for. This is in contrast to a general company website that is designed to deliver many different messages and risks losing the viewer before they find what you want them to read.
We highly recommend microsites for targeted large-scale internal communication initiatives for several reasons: They are quick to produce, effective, highly focused, and provide great analytics.
For example, a microsite would work well to explain a merger or acquisition by featuring the primary content on the landing page—and having links that unpack the message in more detail.
Blogs are a versatile internal communication channel and come from leaders as well as employees and departments. The challenges are to keep it real, to keep it in the voice of the leader (if ghostwritten), and to keep the content coming. Most blogs fizzle when writers begin to see the work involved.
Still, they offer an inexpensive and personal way to communicate with employees—and can target special interests ranging from IT changes to personnel issues. They're also a good way to create more personal connections with a leader.
Bill Marriott's blog Marriott on the Move is a good example of a blog that carries a definite personal imprint of its author. DocInTheD is a physician and the CEO of Henry Ford Hospital in Detroit. You likely have blogs you follow that can inspire you with possibilities as well.
Facebook, YouTube, Instagram, and Twitter are among the highest-traffic social media channels and can be targeted by interest groups, departments, or topics. These interactive channels can be suited to sharing ideas and issues and for monitoring feedback from employees.
The downside, of course, is that social media cannot be controlled, which means it remains one of the most challenging channels for communicators to monitor and influence.
Enterprise communication apps that are dedicated to employee communication are on the rise, and for good reason. They provide a customizable channel for delivering text, audio, and video content to employees throughout the company—allowing employees to communicate beyond email and phone calls.
Apps vary by vendor but can allow preference settings and be used to deliver:
Access to mission-critical sites for employees
While willingness to download an app for internal communication is growing, the issue of using one's personal device for work remains a challenge.
According to Gatehouse's annual State of the Sector report, email is still the most frequently used channel for internal communication (96% use it).
It can be challenging, however, to reach those whose inboxes are full or who don't have desk jobs. Here are some tips on getting your internal communication emails read.
1. Start with the main point in a single sentence.
We’re sometimes tempted to start at the beginning to tell the whole story, thinking that a reader needs to understand what led to the point. In some cases, this requires too much work for the reader to get to the point, so they abandon ship. Start with a summary statement that gives them enough information if they go no further—or a reason to proceed.
2. Invest in writing a good subject line.
This not only helps someone decide if he or she should read it, but helps them find it later. Retrieval of emails later can be time-consuming and downright frustrating if the subject line isn’t clear. Examples:
New vacation policy starts Friday
Here's the annual president's address to employees
Announcing the addition of new partner
3. Make it easy to browse.
Use subheads to help the reader find the section pertinent to him or her.
Use bullets instead of paragraphs.
Underline, highlight, or change font colors on the key point (deadline, cost increase, action needed).
Make action items and next steps stand out visually (in the subject line, when appropriate).
If more detailed backstory is imperative, indicate where the reader can find it. Title it clearly and put it at the end, so only those who want it can find it.
4. Give your reader just-in-time information.
Many readers prefer to focus on just the next step, rather than the next 10 steps. Most don’t have time to save it and review it over a period of months as it becomes relevant.
See four more tips here.
Podcasts are being used for internal communication because they fit nicely between text and video—giving employees content to listen to while engaged in other activities that don't require visual focus. Whether doing chores, or exercising, people increasingly crave content to enrich life's more mundane activities.
Can be authentic and believable
Can feature voices of employees
Can personalize leaders
Podcasts are a versatile tool, but companies that use them will need to have an effective delivery channel (think apps and e-letters).
E-letters are more sophisticated versions of emails that aren't used for daily interactions, but for important messages. And according to Gatehouse's internal communication State of the Sector report, 84% of companies surveyed report using it, making it third among most-used digital channels by employees.
Because e-letters are developed using third-party services, they offer vastly better design options, great analytics, and mailing list management. Their ability to preserve the look of an email is higher than regular emails, making them much more engaging once they are opened. But like all email, they must compete with an increasingly full inbox.
Here are the first three of 14 tips we offer for creating e-letter emails that employees will engage with:
Use a third-party tool. It would be nearly impossible to create the essential features that these tools now offer, from sophisticated designs to insightful analytics, automated features that help you manage and grow your lists, and mobile optimization. We use Campaign Monitor, but there are others to choose from, as well.
Use great design. A reader makes a split-second decision about whether to engage with your email based on how it looks. Good design will absolutely increase your readership.
Curate content with care. Make sure that your distribution lists and topics are right for each other.
Want to learn more? You can find the rest of the tips here.
An intranet is a website that is only accessible to authorized viewers—usually your employees. Ninety-three percent of companies report using their intranet as a channel of communication, making it second only to emails, according to Gatehouse.
An intranet can be a solid framework for employee communication—allowing your teams to share content like news, blogs, forms, messages, team workspaces, directories, and training material.
Although an intranet has the ability to reach your entire workforce, because the quality varies widely its effectiveness is highly impacted by the user interface, design, and content.
Yes, your walls can talk! They are free communication channels that can reach employees and customers many times a day. Think of them as ideal places to communicate some of your most timeless messages—your mission, your history, your values.
Walls are versatile and suitable for digital as well as traditional messages. If your main traffic areas aren't delivering your signature messages to your team, it's time to make use of these targeted channels.
Displays and Banners
Portable displays are good for targeting specific messages that need to be shared in different locations. Celebrating a prestigious award? Reinforcing your new mission statement? Announcing a new service for employees? A display can make the rounds to departments and employee events to spread the word.
Screens dominate our workplace—and provide an affordable way to deliver messages, so it only makes sense to use them as an internal communication channel.
Whether it's repurposing videos or infographics on a wall monitor or showcasing your mission or values as screensavers, never underestimate the simple, hard-working nature of using your company's screens to deliver signature messages.
We don't need a study to tell us that in-person communication is the most effective channel.
But did you know that communication from direct managers is the most effective channel for reaching employees, according to a CEB survey of more than 1,000 employees?
Since so much of communication is conveyed in nonverbal cues, in-person message delivery provides more information to take in like eyes, body language and voice tone. And, we know that emotions are contagious—and much easier to deliver in person than in print.
Companies that are serious about internal communication should focus on training and resourcing their managers and leaders in communication.
Live Forums and Meetings
Forums and meetings are effective ways to deliver your ideas because of their ability to combine in-person communication with other effective channels. They offer the increased efficiency of one to many, maximizing the time of busy leaders.
But like other channels, this one is only as good as the content. So here are some tips on making live meetings work better:
Coordinate messages: If you have multiple speakers, have someone review all of them with an eye toward the entire event—and edit out redundancy.
Focus: Leaders have a tendency to want to share a great deal of content, so create time limits and help them focus on unpacking their one big idea. Too much content can prevent hearers from remembering the most important ideas.
Variety: To work, events like this need to be created with a nod to theater and experience, engaging the senses with variety, taking breaks, involving the audience, and creating time for reflection and personal application.
Include video: This provides a welcome break to talking heads.
Newsletters, magazines, and other print channels aren't dead, but complement your digital channels.
Help reach non-desk employees
Are easily shared
Are good for the pick-up-since-it's-handy impulse
Can be repurposed digitally
Since they can be more costly than other channels and are harder to measure than many digital options, use them in situations where other channels aren't effective.
There are times when a simple letter from a manager is actually effective—like when the message itself is compelling and doesn't require a lot of visual support. Think things like a positive change in benefits or other things that have a high personal impact on employees. It can be easy to forget this lowly channel, but its affordability and suitability for certain kinds of communications should keep it on your list as an option for occasional use.
To make this effective, however, personalize the letter as much as you can. If it's truly from the president, it won't need much added visual treatment.
Upon occasion, it will make sense to send something to your employees' homes. Whether it's a reminder postcard, a newsletter, an invitation, or a simple letter, employees have more time to read at home than they do at work. And, if it's a high-impact message, it won't hurt to have it available for other members of the family who might be interested.
Check out our other communication posts:Guide
Definitive Guide to Video Marketing
Are Your Internal Communication Emails Working?
Getting Your Annual Report Read