SKILLS FOR THE NEW ENVIRONMENT
RADICAL TRANSPARENCY, LISTENING, AND FOCUS HELP KEEP TRUST STRONG
N
icole Moberg is COO at Thrive Senior Living, based in Atlanta. In an email interview, she explored the value of trust and gave specific
examples of ways to keep trust strong, day after day.
Q. Erosion of trust was an issue in some industries over the past year. Do you see restoring trust as an issue going forward? A. At Thrive Senior Living, we don’t see trust being a problem within our communi- ties going forward, because we remain com- mitted to the well-being of our team. We understand that trust fractures can
happen but we continuously uphold our mission to the best of our ability to ensure our team members feel seen and heard, that we truly care about them both personally and professionally, and that we are grate- ful for them. We value what they do every day—we recognize their efforts.
Q. What is the value to an organization of keeping trust strong? A. We recognize the value of being rela- tionship and trust guardians since both are too important in the workplace to brush anything under the rug. Problems can fes- ter and become reasons why people leave if we don’t address the issues head-on. Through radical transparency with our
team members, Thrive Senior Living has remained committed to truly listening, es- pecially throughout the pandemic, because one of our companywide core beliefs is that transparency creates an excellent environ- ment for trust. A lack of trust can lead to people leav-
ing. Our goal is to always have open lines of communication with our teams and foster those relationships.
18 SENIOR LIVING EXECUTIVE JULY/AUGUST 2021
Q. What are some ways Thrive has found to keep trust strong? A. Some instances of eroded trust stem from a lack of clear and timely communication. Thrive Senior Living has avoided this by creating touchpoints, listening circles, and focus groups with our team. To maintain communications and en-
hance trust among different shifts, we de- veloped a “Shift Change Communication Log” with the clinical care team. Quarterly, Thrive implemented team
member feedback opportunities based on Gallup Q12s [the polling firm’s engagement measurement survey], which has served as an important listening and trust-building tool among our team. Although online feedback is helpful, it
should not replace face-to-face feedback. With this in mind, Thrive implemented customer net promoter score (NPS) paired with listening circles for customers and focus groups for Thrive teams. Additionally, Thrive unveiled quarterly
growth summits with key leaders for “food, fellowship and financials” as a place for team members to learn and connect. During the COVID-19 pandemic, Thrive
released the Motigram program to encour- age recognition in the communities and company-wide. Through this program, team members and leaders nominate others on the spot for the great behavior they see. Additionally, if
team members of an
organization or company do not feel seen, heard, cared for, or appreciated, they may be left feeling more like operational assets than valued team members. Thrive introduced a company-wide
newsletter to highlight some of the good- ness between communities—such as rais- ing $4,000 in one hour for a team member whose house had been destroyed by torna- does. Our founder, Jeremy Ragsdale, once drove across the country to pick up a team member’s dog, so the trusted companion could be reunited with its owner.
INCLUSIVITY MEANS ACTION
It’s the I in DEI (Diversity, Equity, and Inclusion) programs—and more. Including others is an intentional action, a part of strategy and processes, and a skill that needs exercise. Here are some ways to do that:
• Avoid presenting new initiatives or work tasks as a fait accompli. When you can, involve people who will be affected by a change in the planning of the change. They may have an idea on how to do it more efficiently. When you can’t get their input, make an effort to give them information about what’s behind the change.
• Communicate high-level concepts to all levels of employees. Many experts say that you can never remind everyone of the company mission too often. People can’t feel included if they don’t know how what they do every day job connects to the mission.
• Communicate news and information in accessible ways. Have central places to go to see what’s new. Use multiple platforms and channels when possible. Go for plain language; avoid lots of jargon and acronyms.
• Look for common ground. Connect on your mutual humanity—over concern for a resident, or over a happy occasion. People can feel hesitant to speak up to someone with power. Using your emotional intelligence and leading with empathy can minimize the differences and make people more comfortable.
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