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

Can you create a high-trust, high-performance culture that minimizes waste and maximizes mission-driven efforts?

I try to balance the need for dignity, and the need to say goodbye, and the need to call the next person on my waiting list.

Ever hired someone and then find out they turned out to be big fat liars? Here’s a single question that can help you uncover the truth.

I have always thought of gossip as this near-universal bad thing. But there is actually a term for good gossip.

On June 10, 2011, with trembling fingers, I pushed the publish button for the first-ever article at Senior Living Foresight.

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

We keep dancing around this issue, this truth: nursing homes are obsolete, they are past their prime, they need to be put out to pasture.

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

This is a conversion that both baffles me and saddens me . . . maybe even frightens me. How do we combat this kind of thinking?

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?

What would 40 seconds of compassion mean to your team members, your residents, your family members . . . your prospects?

The attitude “you can’t teach an old dog new tricks” is common when working with seniors. I disagree. It might be easier, but it’s not right.

I am 100% convinced this would be a fast & inexpensive path to full occupancy, though totally counter-intuitive.

A sudden hospital stay in the pandemic era provides a humbling, profound lesson in emotional intelligence.

Judges read through stories of senior living professionals who went above and beyond over the last year. These are the winners.

Life and business are massive, imperfect, messy, continuous experiments. Risks are necessary for success. How do you take risks carefully?

But how does one become okay with this, if you are the owner; if you are a senior-level manager; if you are in the industry?

If you trust you will get burned from time to time. If you don’t you are in a constant tug-a-war with your team. Which side do you bet on?

This issue of Rock Weekly caught my eye because it talks about a new frontier that is still in its early stages: healthcare at home.

I recently came across a document from the 1940s that seems to accurately talk about what ineffective organizations are like.

While I dislike it when people call themselves servant leaders, I believe that being a servant leader is the right approach . . . sort of.

The question every leader, every manager needs to be asking is this: What kind of manager/leader are you going to be today?

As an industry, we mostly just stand by and take this. We need to be much more aggressive about being better about telling our story.