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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.