By Ryan Cohn

In the complex world of health care, specialized language may be second nature to those within the field, but it can sound foreign to outsiders. Take, for instance, “value-based care” – a term that garners nodding heads in hospital boardrooms and medical conferences. Yet when we step outside our echo chambers, we face a stark reality: Most health consumers — those we ultimately serve — have no idea what we’re talking about when we use this industry jargon!

A recent survey by Sachs Media found that only 1 in 4 consumers could correctly identify “value-based care” as a health care model that pays providers based on patient outcomes, not just treatments provided. By comparison, an equal portion identified it – incorrectly – as a health system that offers low-cost care with a limited provider network.

This gap in understanding isn’t about intelligence; it’s a gap in translation, with these concepts creating a lexicon rift between those inside and outside of the health care bubble. Health leaders must reassess and refine how we communicate with those beyond our industry’s walls. And it’s not just about consumers. The policymakers who regulate our operations, the investors who fund our innovations, and the broader community also require messaging and a narrative they can understand and be moved by.

The evolution of “health speak” emerged for multiple reasons, ranging from the need for precise language to ensure an accurate diagnosis to the ego-driven sense among some practitioners that using grandiose language makes them seem smarter. Translating industry jargon into accessible language should not dilute the complexity and nuance required for favorable health outcomes, but it will improve comprehension and understanding.

When speaking with consumers, our messaging must shift from technicalities to tangible benefits that the audience can relate to. Instead of explaining “value-based care” in abstract terms, we could focus on the direct benefits: “It’s an approach where your health and wellness guides how your care is planned and paid for.”

Bridging this divide starts by changing perspectives. When we engage with the public, our internal narrative must morph into a personalized story that resonates with external audiences. To do this, we must first identify messaging that aligns with brand strengths, priorities, and values.

The topics that health leaders are talking about, such as innovation and digital health, tend to be starkly different from what consumers want them to prioritize, such as clear and actionable information on mental health services — a topic that, despite its significance, often remains on the periphery of health care conversations.

From there, we must adapt our messages for each audience, which bring their own unique expectations and experiences to the table. For example, when engaging with policymakers, we may explain how “value-based care” aligns with national health goals and cost reduction, using outcome-based data and patient stories. But for a discussion with investors, we’d accomplish more by explaining how “value-based care” lowers costs by aligning incentives, improving operational efficiency, and rewarding the delivery of high-quality care.

A corporate narrative is not just what we say, but how we say it. It involves crafting a story infused with human elements of health, like patient stories, caregiver insights, and the impact of our local communities. These stories provide the connective tissue between complex concepts and meaningful, relatable outcomes.

Furthermore, the tools we use to convey our messages can be as essential as the messages themselves. A newspaper guest column might suit an informed reader, while a social media campaign might reach a broader base of consumers, and town halls can engage community stakeholders – all working in conjunction to ensure our messages are heard and understood.

When developing public-facing narratives, we must recognize that our words have the power to inform, influence, and inspire. We can help build stronger connections with our audiences by embracing clear, relatable language.

This commitment to clear communication is about more than providing information – it’s about building greater understanding and trust. And, in the end, the true measure of our success isn’t found in the echo of our jargon but in the clear voices of those we’ve engaged and empowered. That’s the narrative worth building and the message we must all strive to share.

Ryan Cohn is Executive Vice President and Partner at Sachs Media. He advises several of the nation’s most respected health care companies, nonprofits, and thought leaders on communications and media strategy.