Author: Jack Cumming

Here are some takeaways from T.J. Stiles’ probing of the life and business success of Cornelius Vanderbilt.

Senior living will benefit by bursting the bonds of conventional rigidity. Change is coming, and the prize will go to the innovators.

Let’s not let senior living ever become like cable. We can do much better. If we make senior living the trusted, responsive industry, everyone will prosper.

There’s a lesson for everyone here. Value and integrity matter in all businesses but nowhere more than in congregate senior living.

Let’s look at the advantages of consolidation, which are the same as those of large organizations in general!

Great leaders don’t make excuses. They see and seize opportunities. Do you have what it takes to bring that leadership to meet the opportunity?

From a public perspective, it seems obvious that what is needed is a more principled, proactive approach to regulation and enforcement.

When it comes to budgeting, those immediately involved in the process are most affected, or even everyone as we face the economic uncertainties of 2023.

CEOs are central in the story of whether senior living succeeds or fails. And yet, we give little attention to how to prepare for leadership.

Getting rid of the age barrier can help bring down the age stigma, rejuvenate residency, and end the implicit ageism of age segregation.

The decisions that are now being made will determine whether today’s senior living is tomorrow’s “home for life.”

Let’s not overdo the decision processes. If we make a choice and get it wrong, we can shift direction and learn from our mistakes.

It’s not a new challenge. It is a complicated one because of persistent convention and the heavy involvement of the federal government.

Giving residents the assurance that they are truly set for life is a gift above all gifts. It can also be your best marketing tool.

We have to be sure that when we shape what’s utopian for today, we build in flexibility so can appeal to the dreams of the future.

Mr. Frederick asks: “Is aging in place really what we want?” His answer is that it’s not and that the contrary view is a fallacy.

Calling on policymakers to recognize and ensure that the industry remains both strong and private so that it can thrive.

The biggest challenge facing senior living is one that is seldom spoken of. Are you ready to address it yet?

Or maybe what not to do. Not all providers follow these practices. Those who don’t should take pride in their wisdom.

The C-Suite is where the buck stops, where responsibility is accepted, and where vision is focused on a better future for all stakeholders.

We are positioned for change. That new vision of a new resident and a new industry concept is our opportunity for the dawning new era.

Senior living is seen as the choice of last resort for prospective residents and employees alike. How do we restore faith in our mission?

There’s opportunity for senior living operators in meeting needs both for hassle-reducing amenities and for excellence in care services.

A first step toward restoring the senior living industry as an attractive & ethical choice for those facing the uncertainties of aging.

These nonprofit leaders wouldn’t act differently as for-profit leaders. Our industry’s purpose is to meet the needs of aging Americans.

Is it possible that for-profits are more socially responsible than mission-centered nonprofits? Let’s take another look.

Strategic questioning can lift every organizational level and improve the overall enterprise in the process.

Are we in the senior living business or the people living business? Will we adapt with new trends or go the way of the railroads?

This is pure sensationalism dished up to a public tired of pandemic restrictions and eager to find someone to blame.

Trying to lead during a pandemic is like parenting. Things change so fast that it’s hard to know how to react.

When did you last really listen without thinking of what you might want to say next? Listening is not a skill that is taught in most schools.

He put his own money on the line. He asked staff to volunteer to live onsite, in a hygienic bubble, for the protection of residents.

Older people are capable of remaining productive longer than was the case 40 years ago. Senior living needs to adapt as well.

Our hope is that the openness to change brought on by the pandemic persists to advance the lives of employees and residents.

A new practice standard for “Continuing Care Retirement Communities and At Home Programs” begs the question, does the world need actuaries?

As we embark on a new year that promises more opportunities than its predecessor, it is a good time to reconsider industry fundamentals.

It’s time to rethink whether nonprofit status is best for senior housing. It may be past time. But let us begin.

We need to move beyond the deflection of responsibility that is the blame game. We are all in this together. We all have responsibility.

If it weren’t for all the old people, would you live in senior living? With friends, fun events, meals, and care available as needed?

Pushing back against the industry’s predilection for changing vocabulary, while leaving the substance unchanged.

Effective regulation to protect residents and plain-English financial and contractual documents intended to inform residents. Is it possible?

There is some tension between a government approach and private enterprise approaches to aging. Both approaches need to be considered.

A woman who puts innovative service to humankind before all other concerns. As it turns out, that’s good business practice as well.

Sometimes we take dogma to the extreme, even to our own detriment. Here is an example. What’s wrong? What’s right? What’s safe?

There is no courageous town marshal to ride in to save the day and restore justice. The system itself is broken. We need to fix it.

How do we interpret the evolving science to be sure that our actions are sufficient to keep those in our trust safe, secure, and free from exposure?