March 13, 2025 • 46 mins
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The Power of Sage's Community-Centric Technology
In this episode, the Erin interviews Lindsay Daugherty, Head of Community at Sage, about how Sage is transforming the senior living experience through their innovative technology. The discussion highlights how Sage's product replaces traditional nurse call systems, providing real-time data and insights that foster communication, empower caregivers, and enhance resident care. Lindsey shares personal and professional experiences that underscore the importance of transparency and validation in caregiving, ultimately making a compelling case for how Sage can revolutionize the culture inside senior living communities.
00:00 Introduction and Guest Welcome
01:40 Lindsey's Journey and Sage's Mission
03:28 Impact of Sage on Senior Living
06:04 Building a Positive Community Culture
08:19 Challenges and Solutions in Caregiving
11:41 Technology's Role in Senior Living
15:37 Real-Life Examples and Success Stories
23:59 Exploring the Benefits of Speak-to-Text
24:28 Building Relationships with Families
25:11 Leveraging Data for Better Care
27:25 Addressing Caregiver Challenges
32:25 The Importance of Caregiver Recognition
37:43 Implementing Sage in Communities
39:37 Overcoming Implementation Hurdles
42:15 Ensuring Effective Communication
45:24 Conclusion
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Erin (00:02):
Welcome back to an episode that I'm super, super proud of.
I get to have Lindsay Dory herewho is the head of community at
Sage, and I'm super excited todive into what Sage is doing for
validation and awareness, and insome ways automating.
Good vibes inside of ourcommunity.
(00:24):
So welcome Lindsay.
Thank you for being here.
Lindsay (00:27):
Yeah, I'm glad to be here.
Thank you.
Erin.
Erin (00:29):
Yes, I first, I'll tell you a funny story.
I don't know, I may have toldyou this already, but your
senior living car talk came upon my husband's feed many years
ago.
A couple years ago, and he waslike, and he doesn't follow
anyone on LinkedIn in the seniorliving world at that point.
And he was like, you need tolook at this.
(00:51):
Woman right here.
She, she's somebody in seniorliving, and I was like, who is
this?
And then I just startedcommenting on, to me, you're
very thoughtful hosts.
An open dialogue of both thegood, the bad, what can we do
better, what are we doing rightconversations, and I just
(01:13):
admired you from afar and sovery thankful that we've gotten
here.
And it's nice to know that yousee somebody and you see
yourself like, oh, I wasn't theonly one who thought that way.
And that was just really nice.
So thank you for beingconsistent with those car talks.
It's really important.
Lindsay (01:30):
I appreciate that transparency and honesty in
senior living is the only waywe're gonna make it change.
So I'm just glad that you are afan.
Erin (01:38):
Yes, yes, absolutely.
I am.
And now you, you are in Sage,the Chief people.
The head of community at Sage,and I'm greatly intrigued by
this company and what it'sdoing.
So give us a little detailabout.
(01:58):
what the good things that you'reseeing.
The the, I like to say the vibeshifts that you're seeing inside
of the community because of thedetail that you have put in to
this product along with yourteam.
Lindsay (02:12):
Yeah, so I met Sage just coming outta Covid, and
that's when we were having morefriction than ever in senior
living.
Just needing that transparencyfor not only our families and
our residents before each otherto really know what's going on
in our communities.
We've never really had that.
We've had it subjectivelythrough opinions and through
(02:32):
other, people's perspectives,but we never really had the true
data.
And some people get nervousabout that.
So, you know, Sage is coming in,we're replacing nurse call,
which is mission critical, butwe're also providing these data
points that are really giving atrue picture of what's
happening.
And when I say that.
(02:53):
And we talked to Aaron a lotabout like not being watched,
but being seen.
And for the first time, Ifinally felt seen in senior
living, and that's why I madethe jump to Sage is I wanna help
others feel seen.
I want them to find that joy andthe data that they're gaining
and not feel frustrated by just.
Overwhelming information orfeeling disconnected because of
(03:16):
lack of communication and justhaving data that didn't make
sense.
And I mean that's, it's not evenworth your time, right?
So how do we make sure it's madefor senior living?
And so what I, when I first cameon, I went to an implementation.
I have to tell the story becauseI knew it made impact in my
heart and my life.
(03:37):
But to watch them go in andimplement this.
Mission critical thing.
That's intuitive design.
Like on a cell phone, meetingpeople where they are, making
sure it's designed from the verybeginning for the end user.
Mm-hmm.
And for them, it's just amazing.
So you go in and you see thishappening.
Residents are loving the way itlooks.
(03:58):
It's more modern.
They, they like their pendants,they're showing them off.
their buttons are wireless.
In their rooms so they can bemovable, which is important for
a lot of different reasons.
But like the main thing is, iswhen it's pushed, a resident
profile comes up on the phoneand you have all this
information at your fingertips,but that's where it begins.
(04:19):
And so you get the resident'sprofile who's answering it.
You have all these goals insideof the software of what do my
call, answer call Times need tobe like our response times,
where am I compared to myteammates?
Can my leadership team see thework that I'm doing?
Can they see this, all the carethat the resident's needing?
And so you're getting these fullpictures all day long in real
(04:42):
time on what's really boots tothe ground happening, which
we've never had before.
So to be able to empower yourcaregivers with all this
information and give themcredit, you know, where they
deserve it, is just, to me,removes so many friction points,
provides so much empowerment,and, it changes the entire vibe
(05:03):
of the community.
And I watched it unfold in a 30minute time period where we, we
deployed it, people startedusing it.
People were like laughing andtrying to beat each other to
calls, and the residents werelaughing how fast they got there
and they were like, oh, this isworking.
This is a great system.
And then they started to seeeverything going on with the
resident, and then managersstarted giving high fives.
(05:24):
I'm like, this is what we havebeen missing.
And every day I get more andmore excited to show the power
of sage and.
How people can find joy in data.
Not feeling watched, but finallybeing seen and given the real
time insights they need to makedecisions.
I mean, that's like a big kindof explanation of sage and how
(05:48):
it's making impact.
There's so much more and we cantalk through the, through those
things, but I feel honored to beable to give this back.
This is kind of like life workcoming to a full circle.
For sure.
Erin (06:03):
That sounds amazing.
You know, I get asked a lotlike, how do you build a culture
inside of a community?
And if you were to taketechnology out, building a
culture is is literally walkingdown the halls of your community
and calling people out for whatthey're doing right, rather than
constantly finding everythingthat they're doing wrong.
(06:23):
Because I mean, as cheesy as itsounds, what's.
Wrong is always available, butso is what's right and it's
really about what you point outon a consistent basis.
Hello.
It sounds like we're automatingvalidation.
We're we're automating, likegood job, you did this in record
time or you got there at thispoint, and not everyone is
(06:45):
competitive, but there's a lotof competitive people.
Yeah.
Where we work with, and if Iknow that I'm number four on my
shift and I wanna be number one,then what do I need to do to get
to number one?
And that's really, reallyimportant.
Mm-hmm.
And that's a, that's bringing ina culture of, of positivity and
(07:08):
best version of ourselves, whichis really, really important.
And so that's, I would lovethat.
Lindsay (07:16):
Yeah, I love celebrating people and I love,
honestly, I don't likeattention.
I really like to give attention,but I.
It does feel nice if you getlike a high five or a silent
hooray, or maybe it's notoutward, but if someone says, I
see you, like I acknowledge yourhard work.
(07:38):
That goes a long way for someonewho may not want to be displayed
in front of a whole bunch oftheir peers, but may really
enjoy that real time like pep oflike, I see you and you're
awesome, and thank you for thatbecause.
I've talked to caregivers.
I mean, I don't know how manythat were so burnt out from
(07:59):
caregiving.
The number one reason.
One, they wish they had moreteam members.
Right?
Me too.
Team members were leaving forlack of communication and lack
of tools.
Well, we're fixing that, butalso team members were leaving
because they were really goodand no one noticed.
That's.
That's hard to hear.
And through research with Sage,I actually got to hear the
(08:23):
hearts of these caregivers thatwere unbiased and unfiltered
because I was not their boss.
I was their partner at thatmoment.
And it is a big, it was a biggift to understand.
'cause we're always chasinglike, what's happening to our
team members?
It can't be things that aresimple, right?
No, actually it can't.
Erin (08:43):
It
Lindsay (08:44):
could be simple.
Erin (08:45):
It could be really simple.
I mean, you'd be shocked howsimple it can be that you, you
lose somebody and it's, it's, Imean, simple is not easy, right?
You know, simple is hard, butit's simple.
You know?
I mean that, that's the thing.
So, yeah, I think we do lose alot of people, and I hear a lot
of people say that communicationhere is horrible.
(09:07):
Communication here is bad.
And I know for even my own.
Viewpoint of seen and heard,watched versus versus seen.
I think a lot of people, womenin general, and women inside the
community, women is a hugepercentage of the workforce.
(09:27):
You know, we want to be seen,but I think the struggle is we
need to see ourselves first.
Mm-hmm.
And like this is such anautomated way of.
Someone who may struggle withconfidence, actually see their
hard work, and all of a suddenthey can feel proud of
themselves for today.
Lindsay (09:47):
Yeah,
Erin (09:48):
somebody can say something to them that knocks the wind out
of their sails, but then at theend of the shift they can
actually see what theyaccomplished and get an
automated high five.
I could see where that could bevery valuable for somebody.
Lindsay (10:03):
Yeah, building confidence is really important.
And you had, honestly, whenyou're a caregiver on the floor,
I've done that and most thingssaid to me, are things I'm not
doing right.
Could you get my trash?
Why didn't you get so and so tolunch on time?
Mm-hmm.
Betty in 2 0 1 is waiting to bechanged.
You're taking too long.
You've got two other call lightsgoing off, you're trying to help
(10:23):
your teammate.
You know, lunch starts in 15minutes.
You're behind on your showers.
So you're constantly thinkingthrough self-talk of I'm not
getting it done.
I haven't done enough.
And so to be able.
To see that you are doing enoughand you're doing it really,
really well, or there was thingsyou could have time managed
(10:46):
better and you can reflect onthat.
Mm-hmm.
Is a huge tool.
For anyone who's trying to buildconfidence, even especially your
veteran, but even your newercaregivers that are trying to
come into the industry andthey're really struggling, like
understanding a true picture ofthat and also your leadership,
understanding where they canhelp and where you're struggling
and being able to see that, thatcan be used to your advantage.
(11:08):
I always tell people like, Sagecan be really great for you to
tell who's.
Unengaged in the community who'sstruggling, who may need more
support or training.
So you can see some of thetrends through the sage
dashboards of what's happeningwith that team member.
And it's a time to have that.
I think you've said this, isthat that teachable moment.
In real time and reallyunderstand what they need for
(11:32):
support versus just kind ofguessing or hearing from someone
else or or waiting until theyfinally come to you, which
they're probably already attheir wits end.
Erin (11:41):
Yeah, I mean, it really is a communication tool, it sounds
like.
I have not been a part of it.
I can only imagine.
I mean the kind of the way thatI managed inside the community
and then the way that I likethink about social media and
podcasting and stuff.
I mean, to have something that Icould look at and be like, and
now I have talking points.
Yeah.
That's pretty valuable when itcomes to, yeah.
(12:05):
Training.
I don't have to come up with it.
Erin (2) (12:08):
Mm-hmm.
Erin (12:09):
You know?
Off the top of my head or spendtime creating it, now I can look
at it and I can look at the dataand I can say, this is the
things that we need to talkabout this month or at this
meeting or at standup or youknow, the all associate meeting.
Like you get to use thisinformation to work smarter and
(12:30):
not harder.
Lindsay (12:31):
A hundred percent.
And that's where as a
Erin (12:33):
leader, that's important to understand.
Yeah.
A
Lindsay (12:36):
hundred percent.
And that's where I keep thinkingis people will get nervous about
technology, right?
Technology's coming in.
Yeah, I'm gonna get all thesedashboards and this data, I'm
not gonna be able to use it.
But that's technology donewrong.
Technology is supposed to freeup your time.
Unfortunately, senior living hasbeen on the backend of
technology, meaning I don'tthink we were behind our times.
(12:56):
I think technology was notcreated for us, for our
environment, for what we weredoing, we're running households.
No one said, Hey, let's make anapp for people who run
households.
We get mixed into this clinicalsetting, which we do.
Have clinicians, and we do havevendor partners, but at the
heart of what we do is a home.
(13:19):
And it's a lot of reliance oncommunication and people, and
people having the informationthey need to give correct care.
So if I have 10 children thatI'm, that I'm caring for, and
our seniors are not children,but it's understanding that
heart that goes into care.
Is that same love, sameattention.
(13:41):
And so if you're trying toemulate that with 70, 80 people,
that's a lot to keep track ofand something's going to get
dropped.
I mean, for me, that's whyeveryone's, the communication's
not good right now.
The way we communicate in seniorliving is through paper or
verbal.
That leads so much room formiscommunication and things that
(14:02):
aren't, you know, reallycommunicated between caregivers
and nurses.
Nurses and leaders.
So half of the time we're tryingto find the real story.
Mm-hmm.
We're always finding pieces ofthe story.
So in technology such as Sage,we're putting the story in front
of you and you can narrate it,you can change it, and you can
rewrite it in real time insteadof react to it.
(14:27):
That's that whole other issuewith senior living, that
reaction we're always behind thecurve and reacting, and I think
it would just be nice for onceto not be able to do that.
Mm-hmm.
To really be able to spend timewith people instead of being
investigating what's going on.
Because a lot of times when wehad to be boots to the ground or
walk the floor, most of the timewe were trying to figure out why
did Betty not get her showertoday?
(14:48):
Why did Susie's laundry not getdone?
Why was Phyllis's medicine givenan hour late Now the family's
upset.
We needed that insight so thatour time was spent coaching and
empowering our teams and lovingon our residents.
That's what I think technologyshould be giving us back.
That's where you find joy intech, but also understanding
(15:10):
that data can be good.
If it's delivered to you in anon-con, confusing way, that's
actually something you can useand create action out of.
And that's Sage's mission to dobecause we know it's missing.
And that was my beginningconversations with Sage three
plus years ago.
That's why I'm here today, isthey're the first people that I
ever met that understood thatpain and actually walked the
(15:34):
halls to feel it with me.
They sat and listened, and theyhad empathy for that because
they had experienced really badsituations with their loved
ones.
And most recently, I hate toeven bring this up because it's
gonna be on my heart right now.
My grandmother has passed.
And she was at a really greatcommunity, but communication was
(15:56):
broken a bit there.
And when I say that is, isthere's diet changes for
residents.
Residents' diets are superimportant to their health, and
that communication gets lostquite often.
And so she had swallowingissues.
She was supposed to be on a softdiet, did not get a soft diet
(16:19):
over time, I.
That caused problems.
And although I want it tobalance like her joy for life
and giving her the sanity ofeating real foods and her right
to do that, and then alsoprotecting her, but the
communication didn't allow foreither of that to happen.
(16:41):
And this is where we can't misssteps because this is happening
often.
And so having a tool like Sage.
That can give you real-timeinformation, can give you a
resident profile, can be updatedeasily, can be intuitive, and is
highly adopted because itempowers their people.
(17:03):
I just feel like we've beenwaiting for it.
and it's hard to explain'causeit's, it impacts everything we
do in senior living and peopleare just looking at it as this
ministry critical next, call itnurse call.
'cause nurse call.
We can't overlook the importanceof that.
You can't have a assisted livingwithout nurse call.
People have to be able to getahold of you in an emergency
(17:24):
situation.
They're relying on you for that.
So at your core, you have to bereliable.
But that's where the carestarts.
That's where time starts.
That's where connection starts.
And so if you don't start there,you're not getting the full
picture.
And we've been functioning onhalf pictures.
I compare like.
(17:44):
The way we were functioning as acamera, we were getting a
snapshot of everything.
We weren't getting the fullpicture, and we were making
decisions based on snapshots.
And that's why people were like,why is senior living never gonna
change?
Why are we having the sameproblems over and over again?
Because we weren't makingdecisions on everything that was
actually happening behind thecamera.
(18:06):
That's a, that's you.
We have to be honest about it,and then we have to fix it.
So, yeah,
Erin (18:14):
man, that's compelling.
That's exciting.
I mean, like that's excitingfor, for people who really
understand it, like on a deeplevel and who want to see it
change.
Now, I would have beenpotentially and one of those
burned out executive directorsthat would've been like, oh my
(18:36):
God, I can't do this.
Probably,
Lindsay (18:39):
yeah.
Erin (18:41):
But had you like come to me and explained how exciting
this is, I would've been like,okay.
And then, you know, thatprobably would've given me some
joy in there.
but the joy comes in, like yousaid, I.
When you can say to an executivedirector, this is actually gonna
make you work less, and let meshow you how.
Erin (2) (18:58):
Mm-hmm.
You know,
Erin (18:59):
have you run into a former version of me that did not want
this change?
Oh yeah.
You know, and then all of asudden have come back to you and
said, oh my God, this isamazing.
Lindsay (19:11):
Yeah.
We have a lot of what we callthe skeptical.
and honestly, those are myfavorite.
Erin (19:17):
Yeah.
Wow.
Lindsay (19:17):
Because we were made for the skeptical.
Erin (19:20):
Yeah.
Lindsay (19:21):
I mean, if you talk to our founder, Ellen, she said,
when she first met me, I was themost skeptical director she'd
ever met.
I was questioning everythingthey were doing.
Why were they doing it?
What were they gonna do to makeour lives easier?
Were they just gonna be one ofthose other point systems added
on and get creating more workfor us?
Basically took her through allthe work systems that we have to
(19:41):
go through and like, oh, are youjust gonna add to this?
Like, no, thank you.
Yeah, and so she said, no.
We wanna reduce that, we wannagive more visibility.
And I'm like, okay, let's seewhat you got.
So eventually when they showedme the product, I thought, oh,
okay.
You were lying.
Like you really did get what Iwas saying.
(20:01):
And so I love going intocommunities where I have a
skeptical ed, especiallydirector of wellness, like,
okay, here's another report,here's something else I have to
QA and monitor.
Here's another person I have tocall.
You know, and they don't realizethat.
Sage is right there partneringwithin the entire time.
Mm-hmm.
We don't just put a system inand go like, we are there.
(20:24):
We have a support team, we havea client success team, we have a
on-call team.
We are monitoring your system onthe cloud at all times.
So if something's happening, wewill know if, signal's not going
right, we will know and we arefixing it.
So it's, it's that knowing like,oh wait, we put you in.
If the implementation is easy,the install was easy, and
(20:47):
they're all thinking, okay, Ikeep hitting the easy button.
What's going on here?
It's not gonna stay easy.
And then they realize they havea whole team behind them, and
then they start realizing thestaff's happier.
The residents are happier, thefamilies are happier.
We had a community that said, Iactually just gotta move in
because of Sage.
I was able to show my phone tothe family and they were.
So impressed that we could seewhat was going on at all times.
(21:11):
So your leadership team hasaccess to this and they can hop
in and see, Hey, does my teamneed me?
Or they can say, someone'scalling and say, you did not get
my mom's call.
I, you know, I know you haven'tbeen there.
And she could say, actually, wewere there at 4 0 5.
We were there for 10 minutes.
We made the bed, took mom to thebathroom.
It looks like we've changed herclothes.
(21:32):
Does she have a red shirt on?
Yes, she does.
Oh my gosh.
Yeah,
Erin (21:36):
it tell, it tells you the color of their shirt.
Lindsay (21:38):
If you put, if you put in the notes, like put the red
shirt on.
Oh, for, no.
Whoa.
Now this did happen to me, acommunity, a family member
called me and they did put, put,put bill's red shirt on because.
The mom, the, the mom, thedaughter didn't think we were
changing clothes, so they werejust putting it in the notes,
like the outfit that he had onso that we could verify, shift
(22:01):
to shift if clothes werechanged.
So, you know, we have thoseresidents that wanna put the
same outfit on over and overagain.
Yeah.
So it was just one of those wayswe used it to communicate.
Mm-hmm.
but I was able to see the notesand talk to the daughter about
it, and she was shocked.
I
Erin (22:20):
mean, that's amazing.
Okay, so the caregiver goes intothe room, performs the care, or
the nurse or whoever
Lindsay (22:25):
Yeah.
Erin (22:25):
And comes out and then they type the notes in.
In the moment.
Lindsay (22:29):
Yeah, it's in the moment, so it's all in there
because it's the nurse callresident pops up, they claim it.
So, which is fun in general,like, I wanna claim this.
Yeah.
So they claim it, they go to theresident's room, they give the
care and then to unclaim toclear it.
Completely.
So there is a background timehappening to UN and there's
(22:50):
different than we're used to islike answer time.
So there's a claim time andthere's a resolve time.
So then you're resolving it.
When you do it intuitively takesyou through the workflow of what
you did and it's like littlepictures.
You just click, click, click,and then at the end you can put
notes.
That can be whatever you know isgoing on.
Like that resident doesn'tchange clothes or that
resident's refusing to, youknow, take a shower or whatever.
(23:11):
It will be a resident had afall.
You may wanna note that they,that you notified Nurse Betty.
You don't wanna put clinicalnotes in there, but you
definitely wanna likecommunication notes.
I notified Nurse Betty, so weknow we can talk to Nurse Betty
about that fall.
so you're getting all thisinformation and it takes
literally, if you do it, ittakes.
Like 30 seconds or less.
(23:32):
It's just very quickly and theysubmit and they're done and then
they move to the next.
but it's all collecting behindthe scenes of what's happening.
Erin (23:40):
That's pretty cool.
Can the associate like speak totext or is it just like texting?
Lindsay (23:47):
That's a, actually, that's a great question because
it's a cell phone.
Erin (23:52):
Yeah.
Lindsay (23:52):
So I know it's Typeform, but I'm wondering.
That's something I candefinitely look into.
Yeah.
And that's another good part.
I mean, it's kind of cool'causeyou could quickly do it and I'm
wondering if you actually can,I've never tried.
but we do, the cool thing too islike, hey, someone says they
wanna speak to text, let's seeif we can add it in.
Erin (24:11):
Yeah, I know.
Lindsay (24:12):
that's because that would might be a consensus.
Right?
Especially if they are walkingto the next person.
Mm-hmm.
Yeah.
And they just wanna make some,yeah, I mean, I speak to texts
on everything I do.
Yeah, I think that people thinkI'm very strange at the Air
Force.
Erin (24:27):
Yeah, I know.
I think the other part of this,when I, when I hear about it,
because it sounds reallyexciting, you know, especially
like I came from a 64 apartmentmemory care, I can only imagine
how impactful that would'vebeen, but, and also.
Having the data to tell a story.
(24:49):
Mm-hmm.
You know, I, I think it's reallyimportant.
I teach new leaders like youneed to build these
relationships with families,especially families who are out
of town, because when they trustyou, things go a lot easier.
We're human, we're gonna makemistakes.
So the more you have in thatemotional bank account, the
better.
Each little bump in the road isgoing to go.
(25:11):
And how good is it to walk intocare plan meetings or meetings
about just some changes that arehappening, or even maybe having
a call with a family member, aproactive call by saying, let me
tell you what's happening todaybased on the notes that we have
and in this program that we havecalled Sage, you know, I mean,
and even getting the move in.
(25:31):
You know what a greatstorytelling part in Discovery
or the post tour discovery abouthow we connect the relationship
with our residents and ourassociates, and how we're all
interconnected because we sharethe same information.
That would've made my life mucheasier because I did make those
(25:54):
efforts.
Mm-hmm.
To have those relationships, tohave those proactive calls like.
I, I think a lot of people don'tuse relationships enough to
their advantage.
Just like data, they don't usethe data and here is something
that you get to, to marry thetwo, which is really, really
important.
Lindsay (26:14):
And I think that the data, like you said, helps grow
the relationship because it'snot difficult data, it's
insightful.
It's filterable and you can justget to the nuts and bolts of
like really what you need toknow and understand.
I always do think that theadvantage of Sage, and I talk to
executive directors about this,if you're having a a level of
(26:34):
care conference and you wannashow a true picture of their
loved one, you can, and you canbecome again, the partner to
that family.
You're not the one asking formore money.
You're the one sitting besidethem, giving them a clear
picture of what's going on, andthen.
The financial conversation canhappen, but it's about whether
(26:54):
they can afford it or not.
Whether, not whether you'redoing the work or not.
Mm-hmm.
And that's a, a differentconversation.
I know everyone dreads thoserate increase every annual, you
know, every year.
Whenever, if we're doing asemi-annual, sometimes we were
doing two increases a yeartrying to recoup.
And, it would just be such afriction point for executive
directors and they'd be lockedin their offices having these
(27:16):
conferences, trying to get theseletters out.
What if we didn't have to dothat?
What if they already knew whatwas going on?
What if we were able to givethem a really true understanding
of their loved one based ontheir trends for the day and
based on the caregivers thatwe're working with them hands on
with them, and not somethingthat we did at interview a
(27:39):
caregiver while we're walkingdown the hall or asked the nurse
their opinion, because those areall different perspectives, but
we had a clear trending picture.
I'd want that from my loved one.
And yes, I'm gonna go to Bettythat I trust, and I might ask
her how my mom is doing, but tohave a true picture in the data
makes me understand that's howshe may have been doing on first
(28:00):
shift.
But did she have sundowners?
What was going on?
What was she requiringdifferently?
You know, were the staff havingissues?
Were they in there often becauseshe was anxious?
Mm-hmm.
These are things we can pick upon.
we can look at all the reasonsthey're calling their nurse call
button.
That's the first thing theythink to do.
Mm-hmm.
When they don't feel well, whenthey need to get, go to the
(28:21):
bathroom, when they wanna go anactivity, when they don't
remember the time when they'reanxious, that is their lifeline
to the community.
And I think we forget, like it'snot, to them, it's not just a
nurse call.
Mm-hmm.
It's their line to you.
Erin (28:38):
Mm-hmm.
Yeah, it's, yeah, and you wouldrather them do that, or you can
be like, one of my residents whowas very short and couldn't
reach the, air conditioning,thermostat inside and stepped on
a chair.
Oh no.
And decided to do it herself.
And I'm like, that's why youhave like press the button.
You know what I mean?
Like she had a major fall and itwas because, you know, it's, it
(29:01):
is to, it's to teach people thatit's a lifeline and it's also a
lifeline for people whounderstand that and to get, to
get the vibe or to evenunderstand who is taking more
attention and why.
Lindsay (29:14):
Yeah.
Is
Erin (29:15):
really, really important.
Because we may even be thinkingsomething negative about a
caregiver.
Lindsay (29:20):
Yeah,
Erin (29:22):
and we don't realize where they are.
Yeah, because somebody else maybe in a corner on their cell
phone, but this person isactually in a room.
Talking or doing something
Lindsay (29:34):
or 45 minutes with yes, a resident who's anxious, who
didn't remember that herdaughter, you know, didn't live
with her and she's trying towalk her through it.
There's so many things thatyou're discovering about your
associates and your residents.
We, we have seen a case that Ithought was interesting and I
don't think this is.
Like the, always the best usecase, but we've all had those
(29:56):
caregivers that have said aresident is taking all of their
time and they're not able to dothe care for the other
residents.
It's really hard to prove that.
And so there was a resident at acommunity that was taking 80% of
the Caregivers's time and shewas struggling with her
assignment.
So what it was looking like isshe was a complainer and she
wasn't doing her job.
(30:17):
But when Sage data came in, thatresident.
Was able to be looked at in adifferent way that caregiver
actually was a great caregiverbut couldn't balance that
person's needs over her otherresides needs.
'cause she was so demanding andloud and would just continuously
push the button.
We found that that residentwasn't in the right care level.
(30:40):
Needed to go to a differentcare.
Not she was not appropriate forassisted living, relocated her
to a better setting for her andher needs, and then that
caregiver excelled and the carethat she gave to the other
residents excelled.
That does happen.
People will quit for thosethings.
Yes, because they feel likethey're not being seen.
You're telling them they need todo the work and you're, you're,
(31:02):
you're moving fast.
And you know, maybe that thatresident could be a nuisance,
but how are you going to explainthat to the family without any
data?
But we basically were able toshow that residents calls for
that like week or 200 comparedto the whole rest of the
residents that were 20.
And then we could show the timespent with one resident versus
(31:23):
the other residents.
It wasn't fair to anyone.
And I know this is sometimes ananomaly, but this can change
your culture of your communityvery, very quickly.
And the fact that Sage couldcatch that and help the
conversation, I.
To me, I don't, I, those to meare priceless.
Those types of fixes in ourworld where we need support.
(31:45):
'cause you know how many timesI've wanted to discharge
somebody,'cause I thought theywere for the wrong level of
care.
I've had to talk to thewellness, the, the regional
wellness and then the VP ofWellness and they don't want me
to move her out.
And they wanted me to try allthese interventions.
Well, I do too.
I love her.
I wanna take care of her.
But unfortunately, it's nowcausing occupancy issues'cause
dissatisfaction from the otherresidents.
And I've lost three staffmembers.
(32:06):
So let's talk about it.
Let's talk about the truth ofone person going to the right
care setting and the rest of mybusiness flourishing.
Mm-hmm.
But if you don't have the story,you sound like you're making
excuses and you're beingnegative.
Erin (32:22):
Yeah, no, it's so true.
Yeah.
I mean, the impact ofstorytelling is really important
in data storytelling and also.
The perspective shift, and Ithink this is really important
of giving yourself credit
Lindsay (32:37):
mm-hmm.
For
Erin (32:37):
the work that you're doing versus having to defend.
Lindsay (32:42):
Yeah, that's exactly it.
Erin (32:44):
You know, it's, it's credit defend.
Mm-hmm.
And a lot of, you know, I'm anaturally defensive person.
I've improved, but, you know,they, a lot of my, it's been my
experience, there was a lot ofdefensive, caregivers.
Yeah.
Love'em.
But there's a lot of'em.
and I can say that because I'mone of them.
(33:04):
And to be able to say tosomebody, and I, I've said this
before, give yourself credit.
I.
For the work that you do.
And then that's a hugeperspective shift versus
somebody just looking at thework that I'm doing.
Well, I wanna give'em somethingto look at.
Erin (2) (33:21):
Yeah.
Erin (33:22):
You know, I, you know, if you're not gonna listen to me,
you can read what I'm doing.
And that's, that's really,really important.
And, and again, I.
Even this podcast, like when Ireached 50 episodes, or I know
when I get to 75 episodes, I'mgoing to get an email and it's
gonna say, congratulations,you've reached 75 episodes and
there's gonna be confetti thatcomes out on the screen, and I'm
(33:45):
gonna take that 30 seconds andI'm gonna be like, look at you,
Erin.
You're on your way.
You know what I mean?
Mm-hmm.
and be really, really happy withthe work.
That, that I did to get to thatnumber, and maybe that minute or
that 30 seconds lasts fiveminutes or whatever.
(34:08):
But that is a dopamine hitthat's really, really important.
I.
To be able, it sounds like Sagecan do that for anything or
clocking in and out.
We should do that.
We should put that on the timeclocks.
Congratulations.
You're at work today.
Lindsay (34:23):
Woo hoo.
You made it
Erin (34:26):
and you're
Lindsay (34:26):
on time.
Erin (34:27):
I know.
That would be fun, wouldn't it?
Lindsay (34:29):
Yeah.
Oh, we're given.
We're given some of those timeclock.
Erin (34:34):
I know, I know.
And to me that is what I knownow that I didn't necessarily
understand then is that that's ahuge benefit to people who
struggle with needingvalidation.
Lindsay (34:53):
Yeah.
With 99% of our workforce, yeah,the caregiver heart.
Doesn't like to takecompliments.
They don't really like a lot ofcredit.
They like to care for people,but they like to be seen and
they need the confidence most,you know, because they're
critical.
Erin (2) (35:11):
Mm-hmm.
On
Lindsay (35:12):
themselves.
Am I giving enough?
Am I doing enough?
And I think that heart postureis in most of them, and they do.
I mean, if you're not beingnoticed, you're not being seen
and you're tired, what starts tohappen?
You become rough on the edgesand people start to see you
differently, even though insidethat's not you.
(35:32):
Mm-hmm.
And I've seen it time and timeagain where I've had some rough
caregivers and I've come into aleadership position, pull them
away and talk to them and askthem what's going on.
And they will tell you they justneed someone to listen and
someone to see them.
Erin (2) (35:46):
Mm-hmm.
Lindsay (35:47):
I would love to regenerate our caregivers and
our teams on the ground.
I just think it's way past due.
Yeah.
SAGE is a small part of that.
It's gonna take leadership, butat least we can make it easier.
Erin (35:59):
Yeah, absolutely.
And think about the director ofnursing or who can go into a
shift report and can, can lookat something and can be like,
great job.
Yeah.
You know, Sarah, because you.
Ranked number one, or you'retied for first place with three
other people today, and thentalk about something positive.
Lindsay (36:21):
Yeah.
Erin (36:22):
and that generates, that lets the new people coming in on
the shift feel good.
Mm-hmm.
Have an example.
And that lets the, the peopleleaving the shift walk out
knowing that where they're goingmay not be the most positive
place for them, but they areleaving a positive day.
Yeah.
That is powerful.
Lindsay (36:43):
It really is.
Erin (36:45):
Yeah.
Yeah.
That is really powerful.
well, I feel like, you know, youneed to go into all the
communities and like I would sayI wish I could, I mean, this is
like a game changer.
I would, I would love it.
What would you say, and thenwe'll, well, not that we wanna
end on a negative, but what haveyou learned?
(37:08):
Through some of the hiccups,because if you are, if you are a
skeptical ed or a skepticalC-suite, like, oh my God, the
communities can't deal with thechange right now.
You know?
Which the biggest pain pointsyou hear are time, time, time,
time, time and, capacity, thosetypes of things.
(37:29):
But of those bumps in the roads,I mean, what was the biggest
takeaway?
For people who are skeptical andsay that they don't have the
capacity for a change like this.
Lindsay (37:43):
Yeah.
Actually we did a webinar and weinterviewed some users and some
skeptical mm-hmm.
People were on there and theydidn't realize, I mean, I, I
think I'm repeating, but Idon't, but they didn't realize
that they thought it was gonnatake time, their time, but we
did it all.
We didn't require, we dideverything.
We set it up, we put, weinstalled it, and we trained the
team for them.
(38:05):
They were able to show up justlike everybody else to the
trainings.
Now, of course, getting yourteam hyped is important.
That's really great for us andit makes us more successful.
But because it, the userexperience is so thought out, it
was just like them using theircell phone, adding an app.
It was like that intuitive forthem.
So it started to give them timeback immediately.
(38:26):
It was not, it was, it, I havenot seen a, a very, frictional
implementation where it didn'tjust go like that.
It was instant.
It was like, I haven't seenthat.
And I think that immediatelywins over someone when they're
like, oh, wait, I didn't have todo anything.
Oh wait, you didn't take mypeople to make this happen?
Like you actually came inunderstood.
(38:47):
We were busy, set it up, put itin our hands and made sure it
was okay.
Mm-hmm.
Okay.
You know, like, and our team'sapproach is, comes from a deep
understanding of the pain insenior living, and I think that
starts from our founders.
It's reinforced by me and wereally pride ourselves.
(39:11):
On how we become one with, withthe communities.
Mm-hmm.
And make sure that we arecognizant of their time.
And that's important.
So like that you say like, whatdoes it do?
I mean that they are skepticaland then they realize when they
don't do anything.
Mm-hmm.
And it's not taking them awayfrom what they need to be doing,
only they start to want to bethere.
'cause they wanna see thereactions of the caregivers and
(39:35):
of the residents.
I'll never forget there was aned super busy at implementation.
I told her, don't worry aboutit.
Don't come in.
And at lunchtime we gaveeverybody their pendants and
people started laughing and shewalked out'cause people were
happy.
And she's like, what is goingon?
I'm like, they just tried thebutton for the first time and
someone answered it.
And like I.
Three seconds, like went overstraight to their table and the
(39:55):
residents felt like, oh, thissystem has saved our world.
But they, they knew like it wasjust a new system.
It was exciting, it was modern,it was on a cell phone and you
hear a lot of companies wantingto like push back on the cell
phone.
I'm like, you have to meet yourcaregivers where they are.
It's locked down, it's sage.
It's not for personal use.
(40:16):
I would much rather than be on acell phone in the community for
work versus personal.
And if it's gamified and if ithas their attention, guess what
you're gonna get out of them?
More work.
And it's feeding the brain.
It's feeding the brain asthey're used to feeding the
brain via their cell phone.
But guess what, they're textingeach other.
'cause that's all they can,they're calling each other'cause
(40:38):
that's all they can call.
Mm-hmm.
And they're looking at theirresidents.
Erin (40:41):
Yeah.
Lindsay (40:42):
So
Erin (40:43):
can they call 9 1 1 from it?
Lindsay (40:45):
Mm-hmm.
Erin (40:46):
Yes.
That was a.
Point of contention in a certainspecific incident and then that
I, because when you, if you havea larger community, this is
something that the statesurveyor said to me one time
when we attempted to try to takecell phones away from people,
which is a very challenging taskto do when I work at a large
(41:06):
community that it's verywidespread.
And the surveyor said to me,well, the fact that they don't
have cell phones is reallydetrimental to resident safety.
Lindsay (41:17):
Yeah, well we relied on cell phones, right?
Yes.
Because of, I, I've, many timesme, I've made this, I've gone in
to do a, going into a community,I needed a caregiver.
I can't get her on thewalkie-talkie'cause she's lost
it.
The batteries have died.
It's broken.
We only had two on the floor, soI call her cell phone.
So that is another reason why Ithought it was very good to have
(41:38):
a cell phone as the main tool ofa nurse call, because I can
call.
You, I can text you.
That's so good.
And, we can call anybody that'sprogrammed in to like the
contact so the families you cancall from there.
Erin (41:53):
Oh,
Lindsay (41:54):
okay.
Yeah, the doctors.
Oh, so everybody is in thatprofile for that resident,
whether it's your, yourphysician contact, your family
contact, and 9 1 1
Erin (42:08):
that is valuable.
Lindsay (42:09):
Yeah.
Yeah.
Erin (42:10):
I mean, that's super valuable.
Lindsay (42:11):
Yeah.
Erin (42:13):
Okay.
Lindsay (42:15):
You're like, okay, I'm gonna go back and we're gonna
operate a sage building.
I
Erin (42:18):
know.
I mean like, okay.
That, I mean, because that issuper critical.
I mean, especially if you'regonna talk about somebody not
coming in at last minute and yougotta try to get in touch with
somebody like that was a realproblem.
I mean, it's, it's a realproblem.
And yeah, you just solved that.
So you can't get thewalkie-talkie.
(42:38):
It's not charged, it's broken.
Let's real talk.
Okay.
Chargers.
Chargers and these cell phones,they walk away cell phones like,
are you shipping, are youshipping lots of additional cell
phones out?
Because people are losing, wereally
Lindsay (42:54):
aren't because they have, tracking So.
Okay.
Erin (42:59):
Gee, y'all really didn't think of everything.
Lindsay (43:02):
Yeah.
Now the charging thing, we giveyou enough to make sure you can
charge off shift.
Especially we, we definitely putbest practice in place, charge
at night.
Right.
But we've, we've actually helpedinstall these, Charging cords
that are in the nurse's cart andthey go in the bottom drawer and
we put like a hole in the backand the cord comes out so they
(43:23):
can plug in the charger whenthey plug in their computer at
night and all the phones go onand locked, and then the night
shift has theirs and theyexchange them out in the
morning.
That seems to be somethingthat's been.
Working.
Yeah.
something along those lineswhere the nurse is in charge of
collecting at night, she puts'emon the charger, whether it's in
the nurse's station or her cart.
And then, yeah.
I mean, sages luckily knows allthese pain points.
Erin (43:48):
Clearly, clearly, clearly.
I have had a doozy withchargers.
Lemme tell you.
Yeah,
Lindsay (43:55):
yeah.
Oh yeah.
It's a headache.
I don't even know how many timesI had to replace chargers,
couldn't find chargers.
I think eventually I like boltedchargers to the wall.
Put'em in the break rooms likeeverywhere.
Like where are they in thebathroom?
Wherever you're gonna charge it.
Just charge these things.
Erin (44:14):
Yes.
Yeah.
It's so funny.
Well, this has been an amazingconversation.
I mean, I feel like we got real,real tactical, which is
important because there's notenough tactical conversations,
and that's kind of where I.
Where I like to go, becausethere's not enough of those
tactical conversations.
It you are, you're doing anamazing job.
(44:36):
I, I wish it does excite me, youknow, to think about what life
is like in a community with,with a tool like this.
Lindsay (44:44):
Mm-hmm.
Knowing,
Erin (44:45):
hearing that communication inside the community is a
constant pain point.
So.
Your life's work is missioncritical.
I love the words that you say toalleviate the friction points.
I'm like, those are such greatwords, you know?
So words I live by.
Yes, you should be super proud,because it's exciting.
(45:09):
So if you get the opportunity,to talk to Lindsay or Shane or
anybody else in Sage, hear themout because.
If I'm excited, then there'sother people who are gonna be
excited about this too.
So yeah.
Anyways, thank you for beinghere.
I really appreciate your timetoday.
(45:29):
Thank you.
And as always, for my listeners,aspire for more for you.
And if you like this and youthink that you want to try Sage,
shoot it to your regionaldirector or C-suite person and
say, listen to this because thisactually might work in our
community.
You have the power to do that,so do it.
Welcome back to an episode that I'm super, super proud of.
I get to have Lindsay Dory herewho is the head of community at
Sage, and I'm super excited todive into what Sage is doing for
validation and awareness, and insome ways automating.
Good vibes inside of ourcommunity.
(00:24):
So welcome Lindsay.
Thank you for being here.
Lindsay (00:27):
Yeah, I'm glad to be here.
Thank you.
Erin.
Erin (00:29):
Yes, I first, I'll tell you a funny story.
I don't know, I may have toldyou this already, but your
senior living car talk came upon my husband's feed many years
ago.
A couple years ago, and he waslike, and he doesn't follow
anyone on LinkedIn in the seniorliving world at that point.
And he was like, you need tolook at this.
(00:51):
Woman right here.
She, she's somebody in seniorliving, and I was like, who is
this?
And then I just startedcommenting on, to me, you're
very thoughtful hosts.
An open dialogue of both thegood, the bad, what can we do
better, what are we doing rightconversations, and I just
(01:13):
admired you from afar and sovery thankful that we've gotten
here.
And it's nice to know that yousee somebody and you see
yourself like, oh, I wasn't theonly one who thought that way.
And that was just really nice.
So thank you for beingconsistent with those car talks.
It's really important.
Lindsay (01:30):
I appreciate that transparency and honesty in
senior living is the only waywe're gonna make it change.
So I'm just glad that you are afan.
Erin (01:38):
Yes, yes, absolutely.
I am.
And now you, you are in Sage,the Chief people.
The head of community at Sage,and I'm greatly intrigued by
this company and what it'sdoing.
So give us a little detailabout.
(01:58):
what the good things that you'reseeing.
The the, I like to say the vibeshifts that you're seeing inside
of the community because of thedetail that you have put in to
this product along with yourteam.
Lindsay (02:12):
Yeah, so I met Sage just coming outta Covid, and
that's when we were having morefriction than ever in senior
living.
Just needing that transparencyfor not only our families and
our residents before each otherto really know what's going on
in our communities.
We've never really had that.
We've had it subjectivelythrough opinions and through
(02:32):
other, people's perspectives,but we never really had the true
data.
And some people get nervousabout that.
So, you know, Sage is coming in,we're replacing nurse call,
which is mission critical, butwe're also providing these data
points that are really giving atrue picture of what's
happening.
And when I say that.
(02:53):
And we talked to Aaron a lotabout like not being watched,
but being seen.
And for the first time, Ifinally felt seen in senior
living, and that's why I madethe jump to Sage is I wanna help
others feel seen.
I want them to find that joy andthe data that they're gaining
and not feel frustrated by just.
Overwhelming information orfeeling disconnected because of
(03:16):
lack of communication and justhaving data that didn't make
sense.
And I mean that's, it's not evenworth your time, right?
So how do we make sure it's madefor senior living?
And so what I, when I first cameon, I went to an implementation.
I have to tell the story becauseI knew it made impact in my
heart and my life.
(03:37):
But to watch them go in andimplement this.
Mission critical thing.
That's intuitive design.
Like on a cell phone, meetingpeople where they are, making
sure it's designed from the verybeginning for the end user.
Mm-hmm.
And for them, it's just amazing.
So you go in and you see thishappening.
Residents are loving the way itlooks.
(03:58):
It's more modern.
They, they like their pendants,they're showing them off.
their buttons are wireless.
In their rooms so they can bemovable, which is important for
a lot of different reasons.
But like the main thing is, iswhen it's pushed, a resident
profile comes up on the phoneand you have all this
information at your fingertips,but that's where it begins.
(04:19):
And so you get the resident'sprofile who's answering it.
You have all these goals insideof the software of what do my
call, answer call Times need tobe like our response times,
where am I compared to myteammates?
Can my leadership team see thework that I'm doing?
Can they see this, all the carethat the resident's needing?
And so you're getting these fullpictures all day long in real
(04:42):
time on what's really boots tothe ground happening, which
we've never had before.
So to be able to empower yourcaregivers with all this
information and give themcredit, you know, where they
deserve it, is just, to me,removes so many friction points,
provides so much empowerment,and, it changes the entire vibe
(05:03):
of the community.
And I watched it unfold in a 30minute time period where we, we
deployed it, people startedusing it.
People were like laughing andtrying to beat each other to
calls, and the residents werelaughing how fast they got there
and they were like, oh, this isworking.
This is a great system.
And then they started to seeeverything going on with the
resident, and then managersstarted giving high fives.
(05:24):
I'm like, this is what we havebeen missing.
And every day I get more andmore excited to show the power
of sage and.
How people can find joy in data.
Not feeling watched, but finallybeing seen and given the real
time insights they need to makedecisions.
I mean, that's like a big kindof explanation of sage and how
(05:48):
it's making impact.
There's so much more and we cantalk through the, through those
things, but I feel honored to beable to give this back.
This is kind of like life workcoming to a full circle.
For sure.
Erin (06:03):
That sounds amazing.
You know, I get asked a lotlike, how do you build a culture
inside of a community?
And if you were to taketechnology out, building a
culture is is literally walkingdown the halls of your community
and calling people out for whatthey're doing right, rather than
constantly finding everythingthat they're doing wrong.
(06:23):
Because I mean, as cheesy as itsounds, what's.
Wrong is always available, butso is what's right and it's
really about what you point outon a consistent basis.
Hello.
It sounds like we're automatingvalidation.
We're we're automating, likegood job, you did this in record
time or you got there at thispoint, and not everyone is
(06:45):
competitive, but there's a lotof competitive people.
Yeah.
Where we work with, and if Iknow that I'm number four on my
shift and I wanna be number one,then what do I need to do to get
to number one?
And that's really, reallyimportant.
Mm-hmm.
And that's a, that's bringing ina culture of, of positivity and
(07:08):
best version of ourselves, whichis really, really important.
And so that's, I would lovethat.
Lindsay (07:16):
Yeah, I love celebrating people and I love,
honestly, I don't likeattention.
I really like to give attention,but I.
It does feel nice if you getlike a high five or a silent
hooray, or maybe it's notoutward, but if someone says, I
see you, like I acknowledge yourhard work.
(07:38):
That goes a long way for someonewho may not want to be displayed
in front of a whole bunch oftheir peers, but may really
enjoy that real time like pep oflike, I see you and you're
awesome, and thank you for thatbecause.
I've talked to caregivers.
I mean, I don't know how manythat were so burnt out from
(07:59):
caregiving.
The number one reason.
One, they wish they had moreteam members.
Right?
Me too.
Team members were leaving forlack of communication and lack
of tools.
Well, we're fixing that, butalso team members were leaving
because they were really goodand no one noticed.
That's.
That's hard to hear.
And through research with Sage,I actually got to hear the
(08:23):
hearts of these caregivers thatwere unbiased and unfiltered
because I was not their boss.
I was their partner at thatmoment.
And it is a big, it was a biggift to understand.
'cause we're always chasinglike, what's happening to our
team members?
It can't be things that aresimple, right?
No, actually it can't.
Erin (08:43):
It
Lindsay (08:44):
could be simple.
Erin (08:45):
It could be really simple.
I mean, you'd be shocked howsimple it can be that you, you
lose somebody and it's, it's, Imean, simple is not easy, right?
You know, simple is hard, butit's simple.
You know?
I mean that, that's the thing.
So, yeah, I think we do lose alot of people, and I hear a lot
of people say that communicationhere is horrible.
(09:07):
Communication here is bad.
And I know for even my own.
Viewpoint of seen and heard,watched versus versus seen.
I think a lot of people, womenin general, and women inside the
community, women is a hugepercentage of the workforce.
(09:27):
You know, we want to be seen,but I think the struggle is we
need to see ourselves first.
Mm-hmm.
And like this is such anautomated way of.
Someone who may struggle withconfidence, actually see their
hard work, and all of a suddenthey can feel proud of
themselves for today.
Lindsay (09:47):
Yeah,
Erin (09:48):
somebody can say something to them that knocks the wind out
of their sails, but then at theend of the shift they can
actually see what theyaccomplished and get an
automated high five.
I could see where that could bevery valuable for somebody.
Lindsay (10:03):
Yeah, building confidence is really important.
And you had, honestly, whenyou're a caregiver on the floor,
I've done that and most thingssaid to me, are things I'm not
doing right.
Could you get my trash?
Why didn't you get so and so tolunch on time?
Mm-hmm.
Betty in 2 0 1 is waiting to bechanged.
You're taking too long.
You've got two other call lightsgoing off, you're trying to help
(10:23):
your teammate.
You know, lunch starts in 15minutes.
You're behind on your showers.
So you're constantly thinkingthrough self-talk of I'm not
getting it done.
I haven't done enough.
And so to be able.
To see that you are doing enoughand you're doing it really,
really well, or there was thingsyou could have time managed
(10:46):
better and you can reflect onthat.
Mm-hmm.
Is a huge tool.
For anyone who's trying to buildconfidence, even especially your
veteran, but even your newercaregivers that are trying to
come into the industry andthey're really struggling, like
understanding a true picture ofthat and also your leadership,
understanding where they canhelp and where you're struggling
and being able to see that, thatcan be used to your advantage.
(11:08):
I always tell people like, Sagecan be really great for you to
tell who's.
Unengaged in the community who'sstruggling, who may need more
support or training.
So you can see some of thetrends through the sage
dashboards of what's happeningwith that team member.
And it's a time to have that.
I think you've said this, isthat that teachable moment.
In real time and reallyunderstand what they need for
(11:32):
support versus just kind ofguessing or hearing from someone
else or or waiting until theyfinally come to you, which
they're probably already attheir wits end.
Erin (11:41):
Yeah, I mean, it really is a communication tool, it sounds
like.
I have not been a part of it.
I can only imagine.
I mean the kind of the way thatI managed inside the community
and then the way that I likethink about social media and
podcasting and stuff.
I mean, to have something that Icould look at and be like, and
now I have talking points.
Yeah.
That's pretty valuable when itcomes to, yeah.
(12:05):
Training.
I don't have to come up with it.
Erin (2) (12:08):
Mm-hmm.
Erin (12:09):
You know?
Off the top of my head or spendtime creating it, now I can look
at it and I can look at the dataand I can say, this is the
things that we need to talkabout this month or at this
meeting or at standup or youknow, the all associate meeting.
Like you get to use thisinformation to work smarter and
(12:30):
not harder.
Lindsay (12:31):
A hundred percent.
And that's where as a
Erin (12:33):
leader, that's important to understand.
Yeah.
A
Lindsay (12:36):
hundred percent.
And that's where I keep thinkingis people will get nervous about
technology, right?
Technology's coming in.
Yeah, I'm gonna get all thesedashboards and this data, I'm
not gonna be able to use it.
But that's technology donewrong.
Technology is supposed to freeup your time.
Unfortunately, senior living hasbeen on the backend of
technology, meaning I don'tthink we were behind our times.
(12:56):
I think technology was notcreated for us, for our
environment, for what we weredoing, we're running households.
No one said, Hey, let's make anapp for people who run
households.
We get mixed into this clinicalsetting, which we do.
Have clinicians, and we do havevendor partners, but at the
heart of what we do is a home.
(13:19):
And it's a lot of reliance oncommunication and people, and
people having the informationthey need to give correct care.
So if I have 10 children thatI'm, that I'm caring for, and
our seniors are not children,but it's understanding that
heart that goes into care.
Is that same love, sameattention.
(13:41):
And so if you're trying toemulate that with 70, 80 people,
that's a lot to keep track ofand something's going to get
dropped.
I mean, for me, that's whyeveryone's, the communication's
not good right now.
The way we communicate in seniorliving is through paper or
verbal.
That leads so much room formiscommunication and things that
(14:02):
aren't, you know, reallycommunicated between caregivers
and nurses.
Nurses and leaders.
So half of the time we're tryingto find the real story.
Mm-hmm.
We're always finding pieces ofthe story.
So in technology such as Sage,we're putting the story in front
of you and you can narrate it,you can change it, and you can
rewrite it in real time insteadof react to it.
(14:27):
That's that whole other issuewith senior living, that
reaction we're always behind thecurve and reacting, and I think
it would just be nice for onceto not be able to do that.
Mm-hmm.
To really be able to spend timewith people instead of being
investigating what's going on.
Because a lot of times when wehad to be boots to the ground or
walk the floor, most of the timewe were trying to figure out why
did Betty not get her showertoday?
(14:48):
Why did Susie's laundry not getdone?
Why was Phyllis's medicine givenan hour late Now the family's
upset.
We needed that insight so thatour time was spent coaching and
empowering our teams and lovingon our residents.
That's what I think technologyshould be giving us back.
That's where you find joy intech, but also understanding
(15:10):
that data can be good.
If it's delivered to you in anon-con, confusing way, that's
actually something you can useand create action out of.
And that's Sage's mission to dobecause we know it's missing.
And that was my beginningconversations with Sage three
plus years ago.
That's why I'm here today, isthey're the first people that I
ever met that understood thatpain and actually walked the
(15:34):
halls to feel it with me.
They sat and listened, and theyhad empathy for that because
they had experienced really badsituations with their loved
ones.
And most recently, I hate toeven bring this up because it's
gonna be on my heart right now.
My grandmother has passed.
And she was at a really greatcommunity, but communication was
(15:56):
broken a bit there.
And when I say that is, isthere's diet changes for
residents.
Residents' diets are superimportant to their health, and
that communication gets lostquite often.
And so she had swallowingissues.
She was supposed to be on a softdiet, did not get a soft diet
(16:19):
over time, I.
That caused problems.
And although I want it tobalance like her joy for life
and giving her the sanity ofeating real foods and her right
to do that, and then alsoprotecting her, but the
communication didn't allow foreither of that to happen.
(16:41):
And this is where we can't misssteps because this is happening
often.
And so having a tool like Sage.
That can give you real-timeinformation, can give you a
resident profile, can be updatedeasily, can be intuitive, and is
highly adopted because itempowers their people.
(17:03):
I just feel like we've beenwaiting for it.
and it's hard to explain'causeit's, it impacts everything we
do in senior living and peopleare just looking at it as this
ministry critical next, call itnurse call.
'cause nurse call.
We can't overlook the importanceof that.
You can't have a assisted livingwithout nurse call.
People have to be able to getahold of you in an emergency
(17:24):
situation.
They're relying on you for that.
So at your core, you have to bereliable.
But that's where the carestarts.
That's where time starts.
That's where connection starts.
And so if you don't start there,you're not getting the full
picture.
And we've been functioning onhalf pictures.
I compare like.
(17:44):
The way we were functioning as acamera, we were getting a
snapshot of everything.
We weren't getting the fullpicture, and we were making
decisions based on snapshots.
And that's why people were like,why is senior living never gonna
change?
Why are we having the sameproblems over and over again?
Because we weren't makingdecisions on everything that was
actually happening behind thecamera.
(18:06):
That's a, that's you.
We have to be honest about it,and then we have to fix it.
So, yeah,
Erin (18:14):
man, that's compelling.
That's exciting.
I mean, like that's excitingfor, for people who really
understand it, like on a deeplevel and who want to see it
change.
Now, I would have beenpotentially and one of those
burned out executive directorsthat would've been like, oh my
(18:36):
God, I can't do this.
Probably,
Lindsay (18:39):
yeah.
Erin (18:41):
But had you like come to me and explained how exciting
this is, I would've been like,okay.
And then, you know, thatprobably would've given me some
joy in there.
but the joy comes in, like yousaid, I.
When you can say to an executivedirector, this is actually gonna
make you work less, and let meshow you how.
Erin (2) (18:58):
Mm-hmm.
You know,
Erin (18:59):
have you run into a former version of me that did not want
this change?
Oh yeah.
You know, and then all of asudden have come back to you and
said, oh my God, this isamazing.
Lindsay (19:11):
Yeah.
We have a lot of what we callthe skeptical.
and honestly, those are myfavorite.
Erin (19:17):
Yeah.
Wow.
Lindsay (19:17):
Because we were made for the skeptical.
Erin (19:20):
Yeah.
Lindsay (19:21):
I mean, if you talk to our founder, Ellen, she said,
when she first met me, I was themost skeptical director she'd
ever met.
I was questioning everythingthey were doing.
Why were they doing it?
What were they gonna do to makeour lives easier?
Were they just gonna be one ofthose other point systems added
on and get creating more workfor us?
Basically took her through allthe work systems that we have to
(19:41):
go through and like, oh, are youjust gonna add to this?
Like, no, thank you.
Yeah, and so she said, no.
We wanna reduce that, we wannagive more visibility.
And I'm like, okay, let's seewhat you got.
So eventually when they showedme the product, I thought, oh,
okay.
You were lying.
Like you really did get what Iwas saying.
(20:01):
And so I love going intocommunities where I have a
skeptical ed, especiallydirector of wellness, like,
okay, here's another report,here's something else I have to
QA and monitor.
Here's another person I have tocall.
You know, and they don't realizethat.
Sage is right there partneringwithin the entire time.
Mm-hmm.
We don't just put a system inand go like, we are there.
(20:24):
We have a support team, we havea client success team, we have a
on-call team.
We are monitoring your system onthe cloud at all times.
So if something's happening, wewill know if, signal's not going
right, we will know and we arefixing it.
So it's, it's that knowing like,oh wait, we put you in.
If the implementation is easy,the install was easy, and
(20:47):
they're all thinking, okay, Ikeep hitting the easy button.
What's going on here?
It's not gonna stay easy.
And then they realize they havea whole team behind them, and
then they start realizing thestaff's happier.
The residents are happier, thefamilies are happier.
We had a community that said, Iactually just gotta move in
because of Sage.
I was able to show my phone tothe family and they were.
So impressed that we could seewhat was going on at all times.
(21:11):
So your leadership team hasaccess to this and they can hop
in and see, Hey, does my teamneed me?
Or they can say, someone'scalling and say, you did not get
my mom's call.
I, you know, I know you haven'tbeen there.
And she could say, actually, wewere there at 4 0 5.
We were there for 10 minutes.
We made the bed, took mom to thebathroom.
It looks like we've changed herclothes.
(21:32):
Does she have a red shirt on?
Yes, she does.
Oh my gosh.
Yeah,
Erin (21:36):
it tell, it tells you the color of their shirt.
Lindsay (21:38):
If you put, if you put in the notes, like put the red
shirt on.
Oh, for, no.
Whoa.
Now this did happen to me, acommunity, a family member
called me and they did put, put,put bill's red shirt on because.
The mom, the, the mom, thedaughter didn't think we were
changing clothes, so they werejust putting it in the notes,
like the outfit that he had onso that we could verify, shift
(22:01):
to shift if clothes werechanged.
So, you know, we have thoseresidents that wanna put the
same outfit on over and overagain.
Yeah.
So it was just one of those wayswe used it to communicate.
Mm-hmm.
but I was able to see the notesand talk to the daughter about
it, and she was shocked.
I
Erin (22:20):
mean, that's amazing.
Okay, so the caregiver goes intothe room, performs the care, or
the nurse or whoever
Lindsay (22:25):
Yeah.
Erin (22:25):
And comes out and then they type the notes in.
In the moment.
Lindsay (22:29):
Yeah, it's in the moment, so it's all in there
because it's the nurse callresident pops up, they claim it.
So, which is fun in general,like, I wanna claim this.
Yeah.
So they claim it, they go to theresident's room, they give the
care and then to unclaim toclear it.
Completely.
So there is a background timehappening to UN and there's
(22:50):
different than we're used to islike answer time.
So there's a claim time andthere's a resolve time.
So then you're resolving it.
When you do it intuitively takesyou through the workflow of what
you did and it's like littlepictures.
You just click, click, click,and then at the end you can put
notes.
That can be whatever you know isgoing on.
Like that resident doesn'tchange clothes or that
resident's refusing to, youknow, take a shower or whatever.
(23:11):
It will be a resident had afall.
You may wanna note that they,that you notified Nurse Betty.
You don't wanna put clinicalnotes in there, but you
definitely wanna likecommunication notes.
I notified Nurse Betty, so weknow we can talk to Nurse Betty
about that fall.
so you're getting all thisinformation and it takes
literally, if you do it, ittakes.
Like 30 seconds or less.
(23:32):
It's just very quickly and theysubmit and they're done and then
they move to the next.
but it's all collecting behindthe scenes of what's happening.
Erin (23:40):
That's pretty cool.
Can the associate like speak totext or is it just like texting?
Lindsay (23:47):
That's a, actually, that's a great question because
it's a cell phone.
Erin (23:52):
Yeah.
Lindsay (23:52):
So I know it's Typeform, but I'm wondering.
That's something I candefinitely look into.
Yeah.
And that's another good part.
I mean, it's kind of cool'causeyou could quickly do it and I'm
wondering if you actually can,I've never tried.
but we do, the cool thing too islike, hey, someone says they
wanna speak to text, let's seeif we can add it in.
Erin (24:11):
Yeah, I know.
Lindsay (24:12):
that's because that would might be a consensus.
Right?
Especially if they are walkingto the next person.
Mm-hmm.
Yeah.
And they just wanna make some,yeah, I mean, I speak to texts
on everything I do.
Yeah, I think that people thinkI'm very strange at the Air
Force.
Erin (24:27):
Yeah, I know.
I think the other part of this,when I, when I hear about it,
because it sounds reallyexciting, you know, especially
like I came from a 64 apartmentmemory care, I can only imagine
how impactful that would'vebeen, but, and also.
Having the data to tell a story.
(24:49):
Mm-hmm.
You know, I, I think it's reallyimportant.
I teach new leaders like youneed to build these
relationships with families,especially families who are out
of town, because when they trustyou, things go a lot easier.
We're human, we're gonna makemistakes.
So the more you have in thatemotional bank account, the
better.
Each little bump in the road isgoing to go.
(25:11):
And how good is it to walk intocare plan meetings or meetings
about just some changes that arehappening, or even maybe having
a call with a family member, aproactive call by saying, let me
tell you what's happening todaybased on the notes that we have
and in this program that we havecalled Sage, you know, I mean,
and even getting the move in.
(25:31):
You know what a greatstorytelling part in Discovery
or the post tour discovery abouthow we connect the relationship
with our residents and ourassociates, and how we're all
interconnected because we sharethe same information.
That would've made my life mucheasier because I did make those
(25:54):
efforts.
Mm-hmm.
To have those relationships, tohave those proactive calls like.
I, I think a lot of people don'tuse relationships enough to
their advantage.
Just like data, they don't usethe data and here is something
that you get to, to marry thetwo, which is really, really
important.
Lindsay (26:14):
And I think that the data, like you said, helps grow
the relationship because it'snot difficult data, it's
insightful.
It's filterable and you can justget to the nuts and bolts of
like really what you need toknow and understand.
I always do think that theadvantage of Sage, and I talk to
executive directors about this,if you're having a a level of
(26:34):
care conference and you wannashow a true picture of their
loved one, you can, and you canbecome again, the partner to
that family.
You're not the one asking formore money.
You're the one sitting besidethem, giving them a clear
picture of what's going on, andthen.
The financial conversation canhappen, but it's about whether
(26:54):
they can afford it or not.
Whether, not whether you'redoing the work or not.
Mm-hmm.
And that's a, a differentconversation.
I know everyone dreads thoserate increase every annual, you
know, every year.
Whenever, if we're doing asemi-annual, sometimes we were
doing two increases a yeartrying to recoup.
And, it would just be such afriction point for executive
directors and they'd be lockedin their offices having these
(27:16):
conferences, trying to get theseletters out.
What if we didn't have to dothat?
What if they already knew whatwas going on?
What if we were able to givethem a really true understanding
of their loved one based ontheir trends for the day and
based on the caregivers thatwe're working with them hands on
with them, and not somethingthat we did at interview a
(27:39):
caregiver while we're walkingdown the hall or asked the nurse
their opinion, because those areall different perspectives, but
we had a clear trending picture.
I'd want that from my loved one.
And yes, I'm gonna go to Bettythat I trust, and I might ask
her how my mom is doing, but tohave a true picture in the data
makes me understand that's howshe may have been doing on first
(28:00):
shift.
But did she have sundowners?
What was going on?
What was she requiringdifferently?
You know, were the staff havingissues?
Were they in there often becauseshe was anxious?
Mm-hmm.
These are things we can pick upon.
we can look at all the reasonsthey're calling their nurse call
button.
That's the first thing theythink to do.
Mm-hmm.
When they don't feel well, whenthey need to get, go to the
(28:21):
bathroom, when they wanna go anactivity, when they don't
remember the time when they'reanxious, that is their lifeline
to the community.
And I think we forget, like it'snot, to them, it's not just a
nurse call.
Mm-hmm.
It's their line to you.
Erin (28:38):
Mm-hmm.
Yeah, it's, yeah, and you wouldrather them do that, or you can
be like, one of my residents whowas very short and couldn't
reach the, air conditioning,thermostat inside and stepped on
a chair.
Oh no.
And decided to do it herself.
And I'm like, that's why youhave like press the button.
You know what I mean?
Like she had a major fall and itwas because, you know, it's, it
(29:01):
is to, it's to teach people thatit's a lifeline and it's also a
lifeline for people whounderstand that and to get, to
get the vibe or to evenunderstand who is taking more
attention and why.
Lindsay (29:14):
Yeah.
Is
Erin (29:15):
really, really important.
Because we may even be thinkingsomething negative about a
caregiver.
Lindsay (29:20):
Yeah,
Erin (29:22):
and we don't realize where they are.
Yeah, because somebody else maybe in a corner on their cell
phone, but this person isactually in a room.
Talking or doing something
Lindsay (29:34):
or 45 minutes with yes, a resident who's anxious, who
didn't remember that herdaughter, you know, didn't live
with her and she's trying towalk her through it.
There's so many things thatyou're discovering about your
associates and your residents.
We, we have seen a case that Ithought was interesting and I
don't think this is.
Like the, always the best usecase, but we've all had those
(29:56):
caregivers that have said aresident is taking all of their
time and they're not able to dothe care for the other
residents.
It's really hard to prove that.
And so there was a resident at acommunity that was taking 80% of
the Caregivers's time and shewas struggling with her
assignment.
So what it was looking like isshe was a complainer and she
wasn't doing her job.
(30:17):
But when Sage data came in, thatresident.
Was able to be looked at in adifferent way that caregiver
actually was a great caregiverbut couldn't balance that
person's needs over her otherresides needs.
'cause she was so demanding andloud and would just continuously
push the button.
We found that that residentwasn't in the right care level.
(30:40):
Needed to go to a differentcare.
Not she was not appropriate forassisted living, relocated her
to a better setting for her andher needs, and then that
caregiver excelled and the carethat she gave to the other
residents excelled.
That does happen.
People will quit for thosethings.
Yes, because they feel likethey're not being seen.
You're telling them they need todo the work and you're, you're,
(31:02):
you're moving fast.
And you know, maybe that thatresident could be a nuisance,
but how are you going to explainthat to the family without any
data?
But we basically were able toshow that residents calls for
that like week or 200 comparedto the whole rest of the
residents that were 20.
And then we could show the timespent with one resident versus
(31:23):
the other residents.
It wasn't fair to anyone.
And I know this is sometimes ananomaly, but this can change
your culture of your communityvery, very quickly.
And the fact that Sage couldcatch that and help the
conversation, I.
To me, I don't, I, those to meare priceless.
Those types of fixes in ourworld where we need support.
(31:45):
'cause you know how many timesI've wanted to discharge
somebody,'cause I thought theywere for the wrong level of
care.
I've had to talk to thewellness, the, the regional
wellness and then the VP ofWellness and they don't want me
to move her out.
And they wanted me to try allthese interventions.
Well, I do too.
I love her.
I wanna take care of her.
But unfortunately, it's nowcausing occupancy issues'cause
dissatisfaction from the otherresidents.
And I've lost three staffmembers.
(32:06):
So let's talk about it.
Let's talk about the truth ofone person going to the right
care setting and the rest of mybusiness flourishing.
Mm-hmm.
But if you don't have the story,you sound like you're making
excuses and you're beingnegative.
Erin (32:22):
Yeah, no, it's so true.
Yeah.
I mean, the impact ofstorytelling is really important
in data storytelling and also.
The perspective shift, and Ithink this is really important
of giving yourself credit
Lindsay (32:37):
mm-hmm.
For
Erin (32:37):
the work that you're doing versus having to defend.
Lindsay (32:42):
Yeah, that's exactly it.
Erin (32:44):
You know, it's, it's credit defend.
Mm-hmm.
And a lot of, you know, I'm anaturally defensive person.
I've improved, but, you know,they, a lot of my, it's been my
experience, there was a lot ofdefensive, caregivers.
Yeah.
Love'em.
But there's a lot of'em.
and I can say that because I'mone of them.
(33:04):
And to be able to say tosomebody, and I, I've said this
before, give yourself credit.
I.
For the work that you do.
And then that's a hugeperspective shift versus
somebody just looking at thework that I'm doing.
Well, I wanna give'em somethingto look at.
Erin (2) (33:21):
Yeah.
Erin (33:22):
You know, I, you know, if you're not gonna listen to me,
you can read what I'm doing.
And that's, that's really,really important.
And, and again, I.
Even this podcast, like when Ireached 50 episodes, or I know
when I get to 75 episodes, I'mgoing to get an email and it's
gonna say, congratulations,you've reached 75 episodes and
there's gonna be confetti thatcomes out on the screen, and I'm
(33:45):
gonna take that 30 seconds andI'm gonna be like, look at you,
Erin.
You're on your way.
You know what I mean?
Mm-hmm.
and be really, really happy withthe work.
That, that I did to get to thatnumber, and maybe that minute or
that 30 seconds lasts fiveminutes or whatever.
(34:08):
But that is a dopamine hitthat's really, really important.
I.
To be able, it sounds like Sagecan do that for anything or
clocking in and out.
We should do that.
We should put that on the timeclocks.
Congratulations.
You're at work today.
Lindsay (34:23):
Woo hoo.
You made it
Erin (34:26):
and you're
Lindsay (34:26):
on time.
Erin (34:27):
I know.
That would be fun, wouldn't it?
Lindsay (34:29):
Yeah.
Oh, we're given.
We're given some of those timeclock.
Erin (34:34):
I know, I know.
And to me that is what I knownow that I didn't necessarily
understand then is that that's ahuge benefit to people who
struggle with needingvalidation.
Lindsay (34:53):
Yeah.
With 99% of our workforce, yeah,the caregiver heart.
Doesn't like to takecompliments.
They don't really like a lot ofcredit.
They like to care for people,but they like to be seen and
they need the confidence most,you know, because they're
critical.
Erin (2) (35:11):
Mm-hmm.
On
Lindsay (35:12):
themselves.
Am I giving enough?
Am I doing enough?
And I think that heart postureis in most of them, and they do.
I mean, if you're not beingnoticed, you're not being seen
and you're tired, what starts tohappen?
You become rough on the edgesand people start to see you
differently, even though insidethat's not you.
(35:32):
Mm-hmm.
And I've seen it time and timeagain where I've had some rough
caregivers and I've come into aleadership position, pull them
away and talk to them and askthem what's going on.
And they will tell you they justneed someone to listen and
someone to see them.
Erin (2) (35:46):
Mm-hmm.
Lindsay (35:47):
I would love to regenerate our caregivers and
our teams on the ground.
I just think it's way past due.
Yeah.
SAGE is a small part of that.
It's gonna take leadership, butat least we can make it easier.
Erin (35:59):
Yeah, absolutely.
And think about the director ofnursing or who can go into a
shift report and can, can lookat something and can be like,
great job.
Yeah.
You know, Sarah, because you.
Ranked number one, or you'retied for first place with three
other people today, and thentalk about something positive.
Lindsay (36:21):
Yeah.
Erin (36:22):
and that generates, that lets the new people coming in on
the shift feel good.
Mm-hmm.
Have an example.
And that lets the, the peopleleaving the shift walk out
knowing that where they're goingmay not be the most positive
place for them, but they areleaving a positive day.
Yeah.
That is powerful.
Lindsay (36:43):
It really is.
Erin (36:45):
Yeah.
Yeah.
That is really powerful.
well, I feel like, you know, youneed to go into all the
communities and like I would sayI wish I could, I mean, this is
like a game changer.
I would, I would love it.
What would you say, and thenwe'll, well, not that we wanna
end on a negative, but what haveyou learned?
(37:08):
Through some of the hiccups,because if you are, if you are a
skeptical ed or a skepticalC-suite, like, oh my God, the
communities can't deal with thechange right now.
You know?
Which the biggest pain pointsyou hear are time, time, time,
time, time and, capacity, thosetypes of things.
(37:29):
But of those bumps in the roads,I mean, what was the biggest
takeaway?
For people who are skeptical andsay that they don't have the
capacity for a change like this.
Lindsay (37:43):
Yeah.
Actually we did a webinar and weinterviewed some users and some
skeptical mm-hmm.
People were on there and theydidn't realize, I mean, I, I
think I'm repeating, but Idon't, but they didn't realize
that they thought it was gonnatake time, their time, but we
did it all.
We didn't require, we dideverything.
We set it up, we put, weinstalled it, and we trained the
team for them.
(38:05):
They were able to show up justlike everybody else to the
trainings.
Now, of course, getting yourteam hyped is important.
That's really great for us andit makes us more successful.
But because it, the userexperience is so thought out, it
was just like them using theircell phone, adding an app.
It was like that intuitive forthem.
So it started to give them timeback immediately.
(38:26):
It was not, it was, it, I havenot seen a, a very, frictional
implementation where it didn'tjust go like that.
It was instant.
It was like, I haven't seenthat.
And I think that immediatelywins over someone when they're
like, oh, wait, I didn't have todo anything.
Oh wait, you didn't take mypeople to make this happen?
Like you actually came inunderstood.
(38:47):
We were busy, set it up, put itin our hands and made sure it
was okay.
Mm-hmm.
Okay.
You know, like, and our team'sapproach is, comes from a deep
understanding of the pain insenior living, and I think that
starts from our founders.
It's reinforced by me and wereally pride ourselves.
(39:11):
On how we become one with, withthe communities.
Mm-hmm.
And make sure that we arecognizant of their time.
And that's important.
So like that you say like, whatdoes it do?
I mean that they are skepticaland then they realize when they
don't do anything.
Mm-hmm.
And it's not taking them awayfrom what they need to be doing,
only they start to want to bethere.
'cause they wanna see thereactions of the caregivers and
(39:35):
of the residents.
I'll never forget there was aned super busy at implementation.
I told her, don't worry aboutit.
Don't come in.
And at lunchtime we gaveeverybody their pendants and
people started laughing and shewalked out'cause people were
happy.
And she's like, what is goingon?
I'm like, they just tried thebutton for the first time and
someone answered it.
And like I.
Three seconds, like went overstraight to their table and the
(39:55):
residents felt like, oh, thissystem has saved our world.
But they, they knew like it wasjust a new system.
It was exciting, it was modern,it was on a cell phone and you
hear a lot of companies wantingto like push back on the cell
phone.
I'm like, you have to meet yourcaregivers where they are.
It's locked down, it's sage.
It's not for personal use.
(40:16):
I would much rather than be on acell phone in the community for
work versus personal.
And if it's gamified and if ithas their attention, guess what
you're gonna get out of them?
More work.
And it's feeding the brain.
It's feeding the brain asthey're used to feeding the
brain via their cell phone.
But guess what, they're textingeach other.
'cause that's all they can,they're calling each other'cause
(40:38):
that's all they can call.
Mm-hmm.
And they're looking at theirresidents.
Erin (40:41):
Yeah.
Lindsay (40:42):
So
Erin (40:43):
can they call 9 1 1 from it?
Lindsay (40:45):
Mm-hmm.
Erin (40:46):
Yes.
That was a.
Point of contention in a certainspecific incident and then that
I, because when you, if you havea larger community, this is
something that the statesurveyor said to me one time
when we attempted to try to takecell phones away from people,
which is a very challenging taskto do when I work at a large
(41:06):
community that it's verywidespread.
And the surveyor said to me,well, the fact that they don't
have cell phones is reallydetrimental to resident safety.
Lindsay (41:17):
Yeah, well we relied on cell phones, right?
Yes.
Because of, I, I've, many timesme, I've made this, I've gone in
to do a, going into a community,I needed a caregiver.
I can't get her on thewalkie-talkie'cause she's lost
it.
The batteries have died.
It's broken.
We only had two on the floor, soI call her cell phone.
So that is another reason why Ithought it was very good to have
(41:38):
a cell phone as the main tool ofa nurse call, because I can
call.
You, I can text you.
That's so good.
And, we can call anybody that'sprogrammed in to like the
contact so the families you cancall from there.
Erin (41:53):
Oh,
Lindsay (41:54):
okay.
Yeah, the doctors.
Oh, so everybody is in thatprofile for that resident,
whether it's your, yourphysician contact, your family
contact, and 9 1 1
Erin (42:08):
that is valuable.
Lindsay (42:09):
Yeah.
Yeah.
Erin (42:10):
I mean, that's super valuable.
Lindsay (42:11):
Yeah.
Erin (42:13):
Okay.
Lindsay (42:15):
You're like, okay, I'm gonna go back and we're gonna
operate a sage building.
I
Erin (42:18):
know.
I mean like, okay.
That, I mean, because that issuper critical.
I mean, especially if you'regonna talk about somebody not
coming in at last minute and yougotta try to get in touch with
somebody like that was a realproblem.
I mean, it's, it's a realproblem.
And yeah, you just solved that.
So you can't get thewalkie-talkie.
(42:38):
It's not charged, it's broken.
Let's real talk.
Okay.
Chargers.
Chargers and these cell phones,they walk away cell phones like,
are you shipping, are youshipping lots of additional cell
phones out?
Because people are losing, wereally
Lindsay (42:54):
aren't because they have, tracking So.
Okay.
Erin (42:59):
Gee, y'all really didn't think of everything.
Lindsay (43:02):
Yeah.
Now the charging thing, we giveyou enough to make sure you can
charge off shift.
Especially we, we definitely putbest practice in place, charge
at night.
Right.
But we've, we've actually helpedinstall these, Charging cords
that are in the nurse's cart andthey go in the bottom drawer and
we put like a hole in the backand the cord comes out so they
(43:23):
can plug in the charger whenthey plug in their computer at
night and all the phones go onand locked, and then the night
shift has theirs and theyexchange them out in the
morning.
That seems to be somethingthat's been.
Working.
Yeah.
something along those lineswhere the nurse is in charge of
collecting at night, she puts'emon the charger, whether it's in
the nurse's station or her cart.
And then, yeah.
I mean, sages luckily knows allthese pain points.
Erin (43:48):
Clearly, clearly, clearly.
I have had a doozy withchargers.
Lemme tell you.
Yeah,
Lindsay (43:55):
yeah.
Oh yeah.
It's a headache.
I don't even know how many timesI had to replace chargers,
couldn't find chargers.
I think eventually I like boltedchargers to the wall.
Put'em in the break rooms likeeverywhere.
Like where are they in thebathroom?
Wherever you're gonna charge it.
Just charge these things.
Erin (44:14):
Yes.
Yeah.
It's so funny.
Well, this has been an amazingconversation.
I mean, I feel like we got real,real tactical, which is
important because there's notenough tactical conversations,
and that's kind of where I.
Where I like to go, becausethere's not enough of those
tactical conversations.
It you are, you're doing anamazing job.
(44:36):
I, I wish it does excite me, youknow, to think about what life
is like in a community with,with a tool like this.
Lindsay (44:44):
Mm-hmm.
Knowing,
Erin (44:45):
hearing that communication inside the community is a
constant pain point.
So.
Your life's work is missioncritical.
I love the words that you say toalleviate the friction points.
I'm like, those are such greatwords, you know?
So words I live by.
Yes, you should be super proud,because it's exciting.
(45:09):
So if you get the opportunity,to talk to Lindsay or Shane or
anybody else in Sage, hear themout because.
If I'm excited, then there'sother people who are gonna be
excited about this too.
So yeah.
Anyways, thank you for beinghere.
I really appreciate your timetoday.
(45:29):
Thank you.
And as always, for my listeners,aspire for more for you.
And if you like this and youthink that you want to try Sage,
shoot it to your regionaldirector or C-suite person and
say, listen to this because thisactually might work in our
community.
You have the power to do that,so do it.
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