by S. Linda Habibi, JD, MBA, CPHRM, CPPS
When people think of health care risk management, they often picture bad outcomes, lawsuits and claims, and regulatory reporting. But for those of us on the frontlines of risk management, we know so much of the work is interpersonal and human.
One of the most difficult, yet critical, parts of the job is interviewing frontline staff after an adverse outcome, which may often occur within hours or days of the event. These conversations are rarely easy. Staff may be scared, confused, or angry. Many worry they are going to be blamed for the event, or even fired. Some do not fully understand what health care risk management is, or why we are involved in the first place. In these moments, soft skills become the most important tools for risk professionals. While policies and procedures provide technical guidance, our effectiveness as risk professionals ultimately depends on our ability to build trust, communicate clearly, and foster psychological safety with others.
What are “Soft Skills” and Why Do They Matter?
Health care risk management professionals serve as a bridge between clinical teams, leadership, and patients/families when something has gone wrong. Our role often includes interviews and investigations, regulatory reporting, disclosure support, and corrective action planning. Because these responsibilities generally occur during or immediately after emotionally charged situations, our interactions can stir fear, anxiety, and defensiveness. In other words, we often meet people on some of their hardest professional days.
As opposed to “hard skills,” which focus on the technical aspects of the work, “soft skills” are the interpersonal qualities that shape how we interact with others, like communication, empathy, and emotional intelligence.(1) Unlike technical expertise, which defines what we do, soft skills shapes how we do it.
Frontline health care workers in particular are under immense pressure.(2) When something goes wrong, they often internalize the outcome. For many, their first encounter with a risk professional comes after a really difficult experience. That is why soft skills are essential, not optional, qualities. These skills are what allow us to build trust with staff who may be defensive or fearful. We need staff to speak openly and honestly, not just for documentation purposes, but to effectively identify the true root causes of an event in order to promote safer care and better outcomes.
Emotional and Conversational Intelligence
Two skill sets are particularly helpful during interviews: emotional intelligence (EQ) and conversational intelligence (C-IQ).
Emotional intelligence, as described by Daniel Goleman, includes self-awareness, self-regulation, motivation, empathy, and social skills.(3) For a risk management professional, this means being aware of your own emotional reactions, staying calm under pressure, reading the other person’s body language, and knowing when to pause or pivot during an interview.
Conversational intelligence, coined by Judith Glaser, builds on EQ by focusing on how trust is formed, or damaged, through language and conversation.(4) It emphasizes the power of word choice, tone, timing, and listening.(5) Staff who feel they are being interrogated will often shut down. On the contrary, if they feel you are there to understand and support them, they are more likely to share valuable insight.
Both EQ and C-IQ are especially important during event investigations and interviews. A well-phrased opening like, “Before we discuss the event, I want to ask about you. How are you doing?” may sound simple, but is so effective in lowering the interviewee’s defenses to build rapport. These small moments build psychological safety and trust with the other person. Even something visual, like moving your notebook or clipboard to the side, can signal openness and full attention. When you create an environment where difficult topics can be addressed honestly, you pave the way for collaborative problem-solving and healing.
Consider a nurse who breaks down in tears during an interview. A risk management professional with strong emotional intelligence may recognize that the most helpful response is not another question, but rather a pause, a moment of silence, or even a compassionate gesture such as offering a tissue or a gentle touch of the hand. While not appropriate in every circumstance, these small acts of humanity, guided by EQ, can help staff feel supported and understood, opening the door for deeper, more authentic conversation.
The Role of Trust
In health care risk management, building trust is fundamental for effective communication and collaboration across clinical and organizational teams. Trust hinges on three core elements(6):
· Positive relationships - Genuinely connect with the frontline staff member by showing empathy, respect, and care. This helps lower defenses during difficult interviews after adverse events. No matter the event, start the conversation with another topic, whether it be the weather, a local sports team, or anything not related to the issue at hand.
· Consistency – Demonstrate reliability by following through on promises and maintaining steady behavior, so staff know they can depend on you as the risk management professional. If you promise to follow-up with the frontline staff member after the root cause analysis, ensure that you do so.
· Good judgment – Apply sound expertise and thoughtful decision-making grounded in both clinical and organizational knowledge. This reassures staff that the process is fair and focused on learning rather than blame.
Risk management professionals who embody these elements are better positioned to earn the trust necessary to navigate challenging conversations. This trust establishes psychological safety, encouraging openness and honest dialogue that enable more accurate identification and mitigation of risks. Ultimately, such a foundation of trust contributes to safer patient care and stronger organizational outcomes.
Giving and Receiving Feedback: The Plus/Delta Method
Feedback is another area where soft skills are crucial. Risk management professionals do not only gather information, we may also need to provide feedback to clinical colleagues after adverse events. These conversations can be sensitive, especially when emotions are still high. That is why it is critically important to approach feedback with clarity, respect, and emotional intelligence.
One tool that can help is the Plus/Delta (+/△) method(7):
· Plus (+): Call out what went well. Be specific and sincere.
· Delta (△): Offer suggestions for what could be improved. Be kind but constructive and concrete.
This method can also be used when receiving feedback ourselves. Not every frontline staff member will be warm or receptive. Some may question why we are there or challenge our process. In those moments, it helps to stay open, ask for specifics, and view the feedback received as a gift, even if it is hard to hear.
Avoiding Conversational Pitfalls
Even well-meaning risk management professionals can unintentionally undermine a conversation or interview by commiting common communication mistakes.(8) One frequent error is making assumptions: jumping to conclusions about what happened or why someone acted a certain way, without fully listening to the other person’s perspective. Another pitfall is rushing the interview by pushing too hard for facts before establishing rapport or trust. This approach can make staff feel pressured or defensive, which hinders open and honest communication, thereby letting personal emotions, like irritation or stress, leak into the interaction. This leads to inadvertent influence over the tone and energy of the conversation, causing the interviewee to become guarded or shut down. Effective communication requires being mindful of these traps and intentionally creating space for calm, focused dialogue.(8)
To avoid these pitfalls, risk management professionals should practice interviewing and having difficult conversations. While it may seem elementary, it is truly vital for professional growth. Helpful conversational tools include pausing and taking a breath before responding, slowing down the conversation pace, and engaging with open-ended questions that invite elaboration and reflection. Using curious, nonjudgmental prompts like “Help me understand…” or “I’m curious as to why…” signal a collaborative intent rather than an interrogation, encouraging trust and transparency.
Conclusion
The technical side of health care risk management will always matter: the event reporting system, regulatory requirements, policies, data, etc. But the greatest asset to this profession is our ability to connect with people in difficult moments.
Imagine a future where all staff look forward to talking to risk management. Where all understand that we are there to support learning and promote safe care, and never to assign blame. Where they leave a conversation feeling heard and respected. That future is only possible if we lean into the “soft” side of our role.
Great risk management professionals do not avoid difficult conversations(9). Instead, they approach them with emotional intelligence, active listening, and authentic empathy. Mastering these conversations requires self-awareness, adaptability, and the courage to lead with integrity and transparency, even when topics are uncomfortable. For those of us on the frontlines of health care risk management, these soft skills are essential to building psychological safety and trust. Ultimately, mastering the “soft” side of risk management is a necessity to the profession as a whole.
References
1. Lamri, J., & Lubart, T. (2023). Reconciling Hard Skills and Soft Skills in a Common Framework: The Generic Skills Component Approach. Journal of Intelligence, 11(6), 107. https://doi.org/10.3390/jintelligence11060107.
2. Centers for Disease Control and Prevention. (2023, October 24). Health workers face a mental health crisis: Workers report harassment, burnout, and poor mental health; Supportive workplaces can help. https://www.cdc.gov/media/releases/2023/s1024-Health-Worker-Mental-Health.html.
3. Goleman, D. (1995). Emotional Intelligence: Why It Can Matter More Than IQ.
4. Glaser, J. (2014). Conversational Intelligence: How Great Leaders Build Trust & Get Extraordinary Results.
5. Glaser, J. E. (2014, February 28). Navigational listening. Psychology Today. https://www.psychologytoday.com/us/blog/conversational-intelligence/201402/navigational-listening.
6. Zenger, J., & Folkman, J. (2019, February 5). The 3 elements of trust. Harvard Business Review. https://hbr.org/2019/02/the-3-elements-of-trust.
7. Lean Construction Institute. (n.d.). Plus Delta. Lean Construction Institute. Retrieved July 10, 2025, from https://leanconstruction.org/lean-topics/plus-delta/.
8. Dalal, A. (2023, December 1). 14 common communication mistakes to avoid. Coggno. https://coggno.com/blog/10-common-communication-fails-to-avoid/.
9. Matuson, R. (2025, June 9). Why great leaders embrace hard conversations. Forbes. https://www.forbes.com/sites/robertamatuson/2025/06/09/why-great-leaders-have-hard-conversations/.
Linda Habibi is the Director of Patient Safety, Risk Management, and Patient Relations at BILH Lahey Hospital and Medical Center in Burlington, MA. She serves as a faculty member for ASHRM’s HRM1 program, serves on ASHRM’s Annual Conference Committee, and serves on the Board of the Massachusetts Society for Healthcare Risk Management (MSHRM). She was named a 2024 ASHRM Rising Star.