Maybe the real value of watching Frontier is not the satisfaction of being angry at an airline. It’s the discomfort of asking ourselves a harder question.

A few months ago, we published an article that blew up in the wrong kind of way. I was upset by it, my team was upset by it, no one was happy.

As a shareholder and senior living resident, I’ve long had an interest in Brookdale Senior Living. I bought in many years ago when the stock was at $37.

The only test I think actually matters is uncomfortably simple: how did I make the people I came into contact with today feel?

Here is how it works at Texas Roadhouse. The restaurant manager is required to invest $25,000, and they get 10% of profits, plus stock in the company.

You know your people. You know their names, their roles, maybe their kids’ names. But do you actually know them?

What if the only thing standing between you and next month’s rent was how well you treated a resident today?

Today, focus on solutions to the biggest and hardest problems using a tool called ‘The Worst Ideas First.’

The knowledge was never the problem. The problem is what happens, or doesn’t happen, in the week after the conference ends.

The most important task of a leader is to find, motivate, advance, and reward talent. It’s talented people who determine how well the mission is fulfilled.

Right now, as a leader, you are doing things you shouldn’t be doing. Have courage. Hand off one or two tasks and see how it goes.

Co-CEO structures are still rare in senior living. Maybe because most boards, investors, and teams are more comfortable with one person at the top.

Most leaders are too impressed with themselves. They tend to be overconfident, certain, unwilling to consider that they might be wrong.

Most meetings end in conversation. Very few end in action. There’s a difference, and it matters more than most leaders realize.

Learning is lifelong and never stops, whether it is credentialed by the awarding of degrees or merely provides the basis for more effective leadership.

The problem is that all of us who are leaders have blind spots: things we get wrong, things we could be better at, things we miss.

I have 31,475 followers on LinkedIn. But followers and impressions can easily become vanity metrics that feed one’s ego and nothing else.

When the corporate team shows up to rake leaves, they aren’t just giving labor. They are entering someone else’s world.

Could following the abstemious values that have guided Aldi help senior living better fulfill the industry’s mission?

One of the most controversial issues for senior living staff is whether CPR-trained staff and off-the-wall defibrillators should be used.

Trust is not a soft metric. It is the foundation everything else is built on. And right now, most organizations are making the problem worse.

The problem is that they are only seeing the part of the culture that is right in front of them. They are not seeing the entire picture.

Team members, prospects, and customers are not starting from neutral when they interact with you. They’re starting from “prove it.”

If senior living is to thrive and improve the lives of aging Americans, we have to change the perception, and the occasional reality, of the industry.