Name: Jesse Thomas
Title: Chairman, President & CEO, Molina Healthcare of Michigan
Location: Troy, MI
Age: 58
Power Play: A healthcare industry maven with more than 25 years of experience in the field, Thomas is currently responsible for a $600 million P&L budget. He has also held the position of chief/administrator of the Office of Healthcare Purchasing, Illinois Department of Healthcare & Family Services.
When managing a large staff, how do you minimize the number of breakdowns in communication?
Getting results is the goal of all interaction and the effectiveness of communication is the outcome. We have standing forums, councils, meetings, newsletters, and other communications media ensuring that all staff receives appropriate and consistent messages of relevance and importance throughout the company. We graph metrics on key priorities and monitor trend lines for movement in the appropriate direction. As such, we are in a position to celebrate progress or coach as needed.
When communication breakdowns do occur, when or where do you normally see them? How do you go about repairing them?
A sobering reality in communication is that the greater burden and basis for breakdown in effective communication rests with the communicator. The communicator has to be very articulate in conveying what he or she wants; if I want a certain outcome then it is on me to knock down any barriers. If you can’t tell it,
you can’t sell it. I follow a principle I call G.A.B.E. It is an acronym for: Get in front of the issue, Always about the money, Be proactive, and Early and often, [meaning] early and often direction and team-building communications through one-on-one monthly accountability and coaching meetings with my direct reports; bimonthly senior leadership councils; bimonthly all managers and all associates conferences; bimonthly luncheons with my C-level executives; and quarterly luncheons with all my direct reports.Is having a perfect communications style an attainable goal for a company?
Begin with the quantifiable rather than a qualitative outcome in mind. In other words, develop a transparency in communication that relies more on results than activities.
It should be built upon a reporting and feedback loop that includes frequent review and updates to tactical action plans that align with the company’s operating and strategic plans. Take great efforts to scorecard results instead of just measuring activities. This helps with course correction and coaching as needed. Otherwise, there is a risk of being content with busywork and activities that may not be moving the company in the appropriate direction for desired results.Whether you have a small company or a large one, what are some steps to take when disseminating information?
Promote a culture of inclusion, collaboration, and partnership of purpose. There is only one agenda–the company’s agenda–and neither the individual leader nor the department’s interest supersedes it. Leaders should model the behavior and culture they want for their organization. And always celebrate successes, express genuine appreciation, and crystallize for all associates the purpose of the company. My door is usually open and I am even-tempered and approachable. I model this style to my direct reports to ensure an inclusive and mentoring culture that promotes openness to feedback and coaching. Also, learn how people receive information. You’re more likely to be successful when you align your communication style with how people understand information. Make your points in different ways that will touch people.
This article originally appeared in the November 2009 issue of Black Enterprise magazine.