June 26, 2025 • 45 mins
Send me your feedback on this episode!
In this episode of Aspire for More with Erin, we dive deep into one of the most urgent challenges facing the senior living industry: the retention crisis among Executive Directors and administrators. Erin is joined by Blair Quasnitschka, a seasoned senior living leader and board member of the American College of Health Care Administrators (ACHCA), for a real and refreshing conversation about how we can stop burning out our brightest leaders before they have a chance to shine.
Together, they unpack:
✅ Why “sink or swim” doesn’t work in today’s complex leadership roles
✅ What mentorship actually looks like when done right
✅ How to create growth environments with grace for new leaders
✅ The power of emotional intelligence in retaining talent
✅ How operators and companies can rethink onboarding, support, and development
If you’ve ever asked:
🔹 “Why do we keep losing great leaders?”
🔹 “How do I support a struggling ED without taking over?”
🔹 “Where do mentorship and margin intersect?”
Then this episode is for you.
Whether you’re a senior living operator, mentor, aspiring leader, or passionate advocate for this field — this conversation will challenge your assumptions and inspire change.
New ED's Playbook to Creating and IMpactful Community Cultrue
Connect with me on LinkedIn
Follow me on Facebook where I educate, equip and empower family members how to proactively care for their elderly loved ones.
Follow me on Instagram where I educate, equip and empower family members how to proactively care for their elderly loved ones.
Join my email list where I will lift you up, and send tactile advice weekly to support you to grow your experience in your senior living career.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:00):
Thank you for being here.
(00:01):
Today's episode is for everyleader, operator, or future
administrator who's ever feltalone on an island, carrying the
weight of a community on yourshoulders while trying to grow
yourself at the same time.
My guest is Blair Kka.
Vice President of operations atthe Maxwell Group and Chair
(00:22):
elect for the American Collegeof Healthcare Administrators.
Blair is not only one of themost authentic leaders I know.
He's also living proof thatmentorship changes lives across
the generations.
In this conversation, you'llhear the candid truth about why
so many administrators areburning out and turning over,
and what we as an industry mustdo differently to keep great
(00:43):
leaders growing and staying.
You'll walk away with realinsights on what new leaders
actually face behind the jobtitle stories that remind you
why investing in people is theonly sustainable strategy.
And practical inspiration forhow to create a growth
environment for your team andfor yourself.
If you've ever wondered whethermentorship really matters or how
(01:05):
to build a culture where peoplethrive instead of just
surviving, this is your episode.
Let's dive in with Blair now.
Erin (01:14):
Welcome back to another episode of the Aspire for More
with Aaron podcast, where wehave the one and only the Billy
Joel of Senior Living.
Oh, oh.
And here I gotta say we weretogether and I asked you how to
say your last name.
So I call him Blair Q, but he isBlair.
(01:35):
Ishka something.
I'm glad you, I'm glad youdidn't hurt
Blair (01:38):
yourself, but that was No, that's not Quas Nitka
Erin (01:44):
Quas Nitka.
Blair (01:45):
You're only like eight consonants off and that's okay.
Erin (01:49):
I know.
See folks, we don't have to beperfect.
We just have to to connect.
But he is the Vice President ofOperations at the Maxwell Group,
but he's also the chair elect atthe American College of
Healthcare Administrators whereI know him from.
And I'm very thankful that I gotthe opportunity to speak at the
(02:09):
American College of HealthcareAdministrators.
Two years in a row.
So that came from you and Iappreciate that opportunity.
Blair (02:17):
Yeah, well, I think you cultivated it, you know, when
we're able to see, people thatreally drive leadership and are
trying to grow leaders and, youknow, LinkedIn's a great
platform for that, and that'swhere I picked up on what you
were bringing to the industry.
So, we want to put those kind ofpeople in front of the folks
that we represent, at A-C-H-C-A.
(02:38):
Your presentations were highlyregarded, so it was great to
have you back for another year.
So thank you for coming.
Thank you.
Erin (02:43):
Before we get into the main topic of today, which is
about mentorship, what AmericanCollege of Healthcare
Administrators offers and thevalue of mentorship in your, in
your life and your career.
What possessed you to startplaying the piano on LinkedIn,
which is like the coolest thingever.
And I'm sure your wife is veryhappy that the background is
(03:06):
really decorating and pretty,
Blair (03:08):
if anything, it might frustrate the family sometimes
because I have to tell them,Hey, I'm gonna try to record
this.
Could you guys keep it down?
So it usually becomes a battleof who could turn it up louder.
The kids watching television.
I have two boys or me playingthe piano.
And then you sometimes get that,cameo of the dog scurrying into
the picture.
(03:29):
Or Jagger, my youngest son willwander through.
But what started it?
I think there's just so muchsynergy between, what
professionals are going through.
Day to day in terms of, lookingfor motivation and resilience
and, relationships and buildingon that.
And then how music speaks tothose things pretty universally.
(03:51):
You know, the artist probablywrote it for their reason, and
that's the beauty of music is wecan interpret it to our own.
But that was really, I guess themotivation behind it.
It's good therapy for me.
I started playing when I wasseven.
And my father, became ill, whenI was around 10 or 11.
I took lessons from the same guyfor 10 years.
He came to my house one night aweek for 10 years until I
(04:12):
graduated high school.
My dad passed when I was 15, butthere were times he would come
to the house and we wouldn't hita note.
We would just, talk about lifeand, how can music help me with
what I was going through?
And that's always stuck with me.
I feel like, if I can use mytherapy and it delivers to other
people, some degree of knowledgeor motivation or, something to
(04:32):
lean into, then, win-win.
Erin (04:35):
Yeah.
It's truly very authentic andorganic and you're the only one.
Still who does it?
Blair (04:42):
Yeah.
That's funny that I, you see alot of like posts or, people
with the same angle.
I guess that's one thing that'ssort of flattering about it, is
I can't sit here and say I seeanother, person in our space
that is out there, hammeringaway at the Keys.
So I guess, that'll keep me in aunique company.
Erin (05:01):
I know the Billy Joel of the senior living industry.
Blair (05:05):
Yeah, I've been cal worse, so I'll, I'll take it.
Erin (05:08):
All right.
So I think it's important forus, one of your passion projects
really is the American Collegeof Healthcare administrators or
administrators, because I haveseen you post several times
about how you wanna supportpeople who support the college.
Right, right.
And I've been there to theannual convocations now twice,
(05:29):
and I have to say.
That it is a great group ofpeople.
You know, the first time that Iwas there, I was honestly very
scared to death.
I knew nobody, like nobody, Iwas hoping I was gonna get to
meet you and there was nobodyelse there that I knew, and it
was like being just wrapped upin people's arms and being able
(05:51):
to travel across the countrywith the different chapters.
It was really, really exciting.
So what is the college?
Mm-hmm.
How do people get involved andwhat is the main takeaway from
the college?
Because I would have loved beinga part of that when I was inside
a community.
Blair (06:11):
Yeah.
And it's that degree of kinshipthat I think most of us are
looking for when we try to sellmembership to the college.
You know, a lot of times we'lltalk about.
That it provides, a lot of CEUopportunities and that's some of
the feedback we get.
Especially the groups that Ibring that also go to state
association events and, no, no,knock on those, but they compare
(06:35):
obviously.
Okay.
The educational sessions and theeducation that we get through
the college is second to none,because it focuses not just on
the regulatory piece that weneed to stay.
Up on, but has a lot ofleadership development.
So I, I think that's a hugebenefit for college members.
But the most organic reason thatI've always found is if there is
(06:58):
an organization that's gonnarepresent my chosen profession.
I've always had a naturalinclination to wanna be
affiliated with thatorganization.
It never took any convincing forme.
Mm-hmm.
That I just wanted to be alignedwith my peers in the industry
for networking, for ideasharing.
(07:20):
you bounce regulatory questionsoff of.
It's always just been, anamazing resource for me, to this
day.
There's people that I met when Istarted in 2009, and I'm still
tight with, there'sopportunities at the chapter
level.
So people can get involved.
There's, a number of chaptersthat exist besides ach, C'S
(07:42):
National Board that I'm on.
I got involved first at thechapter level, doing things
locally, with your, your peergroup in your state, eventually.
It was maybe 2016 or so, I gotasked to run for a national
board seat.
Actually lost the first time Iran, but was not deterred.
And now I've won for twoconsecutive terms.
So, it's a great way for leadersto get back, and to be aligned
(08:05):
with what's going on in theindustry your peer group.
And there's a cost associated toit, I think.
Oftentimes companies will pickthat up.
I think it's an investment inthe person that's leading your
organization every day and, youknow, for$340, a year, I don't
think is a tall ask, for what itcould deliver to that leader.
I mean, it's the person thatyou've invested the most
(08:26):
responsibility into.
So why not use A-C-H-C-A as aplatform to build them up?
And so that's what it's, it'sbeen for me.
It's a amazing organization.
I'm proud of.
Erin (08:36):
it really is and it's like this little secret that's not a
secret
Blair (08:40):
yeah.
Erin (08:41):
You know?
Blair (08:41):
Yeah.
We want to have a biggerfootprint, but it's really about
getting our mission and ourbrand out there, and then also
getting companies to buy into,that we help create a better
leader.
We help foster betterleadership.
So why wouldn't you want yourleader to be associated with
(09:03):
that?
Erin (09:03):
Yeah, it's true.
I noticed the youngergeneration, there's a lot of
young people coming into theindustry and for me, I saw it,
like I just didn't hear aboutit.
I saw them and I just wanted tolike hug them and be like, oh,
we need to be really prepared.
(09:25):
You need to really have anunderstanding of what you're
getting into.
But due to your involvement,such in depth involvement, I
mean, you get to see.
What these young leadersstruggle with.
And you need to be a part in howthey're assigned a mentor and I
even got to see a very, veryseasoned leader with a very new
(09:47):
leader and the closeness thatwas there And the help that was
given.
Yeah.
Blair (09:53):
Yeah.
Yeah.
I couldn't imagine being a newlylicensed administrator.
In the environment that skillednursing and assisted living is
operating today, compared towhen I got into it in 2007,
2008, I couldn't imagine justbeing out there on your own and
not having some type of resourceto lean on.
(10:16):
When you have a question, aleadership situation, regulatory
question.
So the fact that we areconnecting with, students,
that's the student expo thatgoes on there and, their posters
that they do a project andpresent on the findings every
year.
Really great topics, verypertinent to what we deal with,
(10:37):
some of it more clinicallybased, some of it more
leadership based, which I thinkis great.
And it gives them a chance to beexposed to industry veterans.
And in order to be, actuallyparticipating in the mentor
program, you need to be a fellowin the college.
So that distinguishes you basedon your levels of service in the
(10:58):
industry.
There's criteria involved, butyou get points for public
speaking.
You get points for beingpublished.
So you have to have a certaindegree of investment.
This industry over a certainamount of time that shows you
have performed and that you havebeen committed to being more
than just, I show up at the deskevery day type of administrator.
(11:20):
So that qualifies you.
There's point system thatqualifies you to be a fellow and
then fellows are then eligibleto be mentors.
And it's a big credit to thementors and the proteges because
we could all say how busy weare.
We're all busy, and it's gonnatake time.
If you're gonna invest in thatrelationship, where as the
(11:41):
mentor you are, connecting withthat protege and answering their
questions and building acurriculum of, hey, these are
some of the experiences I'vehad, and it takes time and it
takes effort and we could allsay we're too busy.
So I really do credit those thatthat choose to get involved in
that program.
As a mentor, you areacknowledging the future needs
(12:02):
to be better, the future leaderneeds to be better.
And as the protege you'resaying, I wanna be better.
I want to grow myself.
And I acknowledge, I don't knoweverything.
I wanna lean on this person forsome advice.
Uh, and to make that timecommitment and that that mental
commitment about, okay, where amI and where do I want to go?
(12:25):
Uh, I think that should speak toan organization that's the kind
of person that's doing above andbeyond that I'd want to be
partnered with.
Erin (12:32):
Absolutely.
And I think when it comes tomentorship, it is growth.
One thing that I have learned inmy experience in doing this for
the last few years is the morethat I talk about it with
people, the more that I grow andthe more that people I'm talking
about it with are learning fromwhat I am growing and it is just
(12:53):
a very reciprocal ofrelationship.
Mm-hmm.
Blair (12:56):
Yep.
Erin (12:57):
I didn't realize how important taking the time to
grow.
Is and was, because we all focuson n oi growth and occupancy
growth, which are veryimportant.
But that doesn't guarantee yourgrowth.
And unless you plug in somewhereand you do hear a lot of the
(13:17):
time, I don't have time.
But if you never make the time,you will never have the time.
Blair (13:23):
I hear that.
I actually had a protege quit onme.
They said, I just, don't havethe time for this.
I don't know if I should saythat,'cause it doesn't make me
look like the best mentor, butit's real.
That's some of the struggles,you know, I was so bad I
couldn't convince this personthat this was worth it.
But yeah, that's some of theshortsightedness that we have to
get over or if your company'snot gonna pay for it.
(13:46):
I'm trying to put myself outthere and get my first job 340
hours is not worth.
Erin (13:51):
Yeah.
Putting
Blair (13:52):
yourself in a networking position to get in front of
people that can help you in yourcareer.
I struggle with that.
'cause I do hear that frompeople and I, I really do
struggle with that.
If you're trying to make acareer out of this, it's an
investment in yourself.
A-C-H-C-A, the mentor program.
It's an investment in yourself.
And you know, you talk about thetangibles that we can measure
(14:13):
the NOIs and the occupancies.
Anyone can pull a good quarterout of their whatever, but for
me to be a sustainable leaderare the people that, that really
lean into how am I growingmyself as a leader for the long
term.
Erin (14:30):
Mm-hmm.
Blair (14:31):
I'm a firm believer that that type of longstanding
performance, comes when you areinvested in your operation.
When the operation's invested inyou, when you have tenure, the
longer you're there, the morecommitment, the more invested
you are staff see that you'regonna be here.
They're gonna be more invested.
(14:51):
They drive the outcomes.
At the end of the day, staffdrive the outcomes.
How many times have I, I've beenthe new person a few places, and
the biggest challenge is a lotof line staff will say, well, I
was here before you.
I'll be here after you.
Nine times outta 10.
They're right.
They're right.
So it comes down to, you know,if you want that leader to be
(15:12):
invested, as an operator, investin them.
Show them that you care, showthem that you care about their
growth.
And for the leader, it's, yougotta show me that, that you do
want to grow.
Erin (15:23):
Yeah.
I think that companies, thevalue of A-C-H-C-A, the value
of, of coaching and for leaderslike me to understand the
importance of it.
Growth will cost you time,money, or failure.
maybe not failure, but maybe notfulfillment.
(15:44):
For sure.
it will cost you fulfillment ifyou plan on just staying the
same for the rest of your life,because we all want to grow.
And if you want your business togrow, you have to grow your
people.
If we.
Expect people to grow themselvesoutside of work hours.
Well then we're gonna have todefine what work hours are.
Do you work a normal job?
Blair (16:04):
Idea of, the work life balance thing, right?
Erin (16:07):
Yeah.
Blair (16:07):
I'm a firm believer, especially in an industry.
That, I don't know, a singlehealthcare setting that operates
nine to five.
Right.
So you can't expect your worklife to be nine to five.
I call it work life integration.
I've heard people use that, andI think that's a pretty
accurate, summation of what itneeds to be.
(16:30):
I tell my wife and my kids allthe time, work one today.
Work.
Work got me work one.
Erin (16:36):
Mm-hmm.
Blair (16:36):
And that's gonna happen more often than not.
But it's about finding themoments of fulfillment and as
long as that continues tooutweigh the days that beat you
down.
But if you're doing this for theright reason, then you will find
fulfillment in what we do.
It's not for everybody.
(16:56):
And I think it's a great thing.
When people realize it's not forthem, because that means you're
gonna pursue something that'sgonna make you happier, and it's
gonna make the teams and theresidents and everyone, if you
weren't happy doing what youwere doing, it was gonna show
through to them too.
So it's okay to acknowledge thatthis isn't for you, but if
(17:17):
you're gonna say this is foryou, then you need to be about
it and understand it's not gonnaexist in nine to five.
Erin (17:24):
Yeah.
Yeah.
And that you're going to haveto, sometimes you just have to
take an hour to grow yourself.
And you're going to find thatyou're gonna get that hour back
some way, shape, or form, whichis,
Blair (17:35):
If it helps make you a more efficient and effective
leader, then that hour thatmaybe you have that seven P to
eight P mentor call, if that'sgonna pay itself forward to you
in other ways.
I can't see how that's not worthit.
Erin (17:49):
Yeah.
So since you have your worklife, with Maxwell Group and
then you have your a CHmentorship as well, have you
noticed a pattern of what newadministrators feel when they
come on?
Like what did, what, what arethose fresh-faced, baby-faced,
new students?
(18:10):
What do they say whenever theyenter it and they're just like,
oh my God, is this, was Iprepared for this?
Blair (18:16):
Yeah.
A lot of times I'll ask, youknow, what's been the positive
surprise and what's beensomething that you didn't expect
would be so hard?
A lot of times that I didn'texpect to be so hard is that
feeling of, I'm on an island,you know, maybe I thought there
would be more resources to helpme.
I thought my regional would bemore involved.
(18:36):
I thought my onboarding would belonger and would be more
helpful.
So I think it's about creatingresources and availability.
To really, bring on newleadership in the best way.
We have here a sort of a shared.
Forum where we put bestpractices, where we put a
(19:00):
roadmap to success that sort ofcan define the critical meetings
and maybe some sample agendas.
We have, books that people haverecommended, have helped them in
their leadership.
So you provide resources tothat.
And then it's about availabilitywhen someone uses those
resources and has questions.
Do they have someone to go to?
(19:20):
You know, I have a weekly,one-on-one check-in with all my
executive directors, and then Iexpect the executive directors
to have a check-in with theirdepartment heads every week.
That's something I do when I doa site visit is I'll have a
one-on-one with those departmentheads and I'll say, Hey, how's
the one-on-ones going with youred?
It's sort of a way to pulse.
How's that relationship going?
The best ability isavailability.
(19:42):
Someone needs to be available tothat leader.
You can't expect someone who'snewly licensed, especially in
the environment we're operatingin today, to just hit the ground
and be successful from day one.
And then it takes the leaderbeing vulnerable enough to say,
okay, when I have questions, amI comfortable enough asking?
I don't want to appear inept.
(20:03):
But sometimes that reluctance toask leads you into more trouble.
So it's also about anorganization promoting It's okay
to ask there's been a coupleexecutive directors of the year
that we've acknowledged, and oneof the most common
characteristics our company hassaid about those people is they
utilize the resources that areavailable to them and they ask
(20:24):
questions.
Erin (20:25):
Yeah.
You know, too many people.
Fear asking the questions.
Fear utilizing the resources.
Right?
Because it is that, you know,that I don't have all the
answers.
Right.
Even now, I say to myself, youshould know this, or, it should
come easier to you or whatever.
(20:47):
And I'm just like, people whowrite a thousand books, their
best book wasn't probably tillthe 10th book.
Or they read a lot of books toget to the point where they are
today.
You know, I think that we allhave, like this, not everyone,
but a lot of people have thisdefault to, we should know more
than we know.
Right.
(21:08):
We compare ourselves to peoplefurther down the journey.
And unless we know like, oh,those people read 25 books.
Blair (21:14):
It's inevitable.
Erin (21:15):
Yes.
Blair (21:15):
social environment that we live in.
Yes.
But you know, it's funny whenyou look across the spectrum of
what's successful, baseballplayer gets a hit one out of
three times for their career.
They're gonna be in the hall offame.
So not saying that we can get itright a third of the time, but
it's not about perfection.
It's about, okay, what did Ilearn this time and not perhaps
(21:38):
repeat again as an operator,that's what I would get
frustrated with is, are we.
I hope, not to offend any animalactivist, but I'd rather beat a
new horse than a dead horse andyou know, save the horses.
But that's the truth.
If someone's coming to me withsome new ideas, new questions,
great.
If it's something that I knowwe've gone over a few times and
(21:59):
that it's really, I.
Because sometimes, you know,it's something that you don't
really run into as much and yougotta revisit it.
But if it's something that'ssort of routine in their day to
day, yeah, that would raise aflag for me.
But I want the person thatchallenges me and that says,
Hey, you know, it's, we've beendoing it this way.
That doesn't mean it's the bestway.
You know, times change, peoplechange, the operation evolves.
(22:21):
So feel free to question thatand do it diplomatically.
But it's okay to question it.
Erin (22:27):
Yeah.
I think what you were, when likethe Maxwell group who honored
the executive directors of theyear, what you were saying is
they have awareness, right?
The awareness of, I don't knowwhat I don't know, the awareness
of here's what's available to meto find it, and.
Then the awareness of how toimplement it.
(22:49):
Yep.
The awareness of knowing I'vemade this mistake three times.
Blair (22:53):
Time to own it.
Right.
Erin (22:54):
Blair's gonna be really upset with me.
Blair (22:57):
Yep.
Yeah.
and that's, I remember gettinginto the business and one of my
chief concerns was, I don'tknow, healthcare, I don't know,
senior care.
Mm-hmm.
I came from, an organizationwhere I was charged with
managing people, managingsituations.
But it wasn't in senior living.
It wasn't in senior care.
(23:17):
and my mentor said, you need tobe humble enough to hire the
most dynamic social director andthe most astute clinician.
To be a director of nursing, andsomeone who is handy enough to
save you money in house to beyour facility director, right?
(23:39):
Surround yourself with the rightteam.
You know when to ask questions,you go to the meetings to
broaden your scope, and it makesyou a better leader.
But you build the team and itbuilds you up.
Erin (23:52):
Being aware enough to know that you do not have to be
Blair (23:56):
Right.
I was aware enough to know thatwas my reluctance, but I asked
the question and got reassurancethat you don't need to be the
expert in every department.
our operations are verydepartment centric and nursing's
not successful withoutrecreation.
Recreation, not successfulwithout dining.
So it's about building thatright team.
(24:16):
That trust one another and thatthere's a degree of cohesion and
harmony.
And some days you're playing areferee and some days you're
playing cheerleader.
And being able to manage thatand having that awareness of
where is my team right now?
And, you know, shifting yourfocus based on that.
That's the art of being anadministrator.
Erin (24:35):
Yes, it really is.
That's the art of it.
I mean, that's the beauty of it.
So I want to give you time.
You have an amazing story, avery amazing personal mentoring
story.
Your dad, if you don't knowthis, glare is the second
generation senior livingoperator.
And you were telling me a storyabout how you were mentored
(24:58):
under the same man that mentoredyour dad.
When we talk about mentoring.
There is no greater story thanthis, so in the value of it.
So go in, tell this, honor, thispart of your legacy, which is
really cool.
Sure,
Blair (25:16):
I'll try to not get the water works going here.
Erin (25:20):
I know it's,
Blair (25:20):
My dad holds a special place in my heart and it's just
after Father's Day.
I wouldn't be where I'm at.
Without some of the groundworkhe laid, there were people that
were professionally indebted tohim because of what he did.
I think that helped pave someway for me.
I was having the what do youwanna do with your life speech
with my mother and.
(25:42):
I just sort of blurted out andmy dad had been passed away for
some time, but I said, oh, maybeI should get into what dad used
to do.
I'm sure she swore at me inItalian and said something
sarcastic because the spouse orthe significant other of an
administrator is not an enviableposition.
I think her reflection of mycomment.
(26:04):
Had to do with her perspectiveof years in the seat next to the
administrator.
Erin (26:09):
There's, there was a lot of trauma in that response.
Blair (26:12):
Lot, yeah.
Yeah, I'm sure.
she put me in touch with somepeople who were still in the
business that from when my dadwas in the business and they all
kept saying, well, have youtalked to Jim Malloy?
He's the guy who got your dadstarted.
So Jim was a fraternity brotherof my father's and my dad came
back from, from the war.
He was finishing up his studiesand jib said, Hey, do this
(26:32):
nursing home administratorthing.
This a IT under me, and then youget your license and you're on
your way.
So 30 years later, when I wasgetting in the business, I
hunted down Jim Malloy and I didmy, my 900 a IT hours, with Jim
at, a place in Groton,Connecticut.
So, um, just a cool story thatmade it full circle my dad
(26:56):
passed in 95.
But there were people that Iwould see or meet at different,
events in Connecticut thatobviously see my unique last
name and say, oh, you had toknow Paul.
And you know, I say Yeah.
And there was always a story totell.
It's amazing how impactful wecan be as administrators.
I'll tell a quick story.
When my dad passed, we werehaving the service for him and a
(27:19):
gentleman came up that I didn'tknow, I didn't recognize, and he
said, Hey, you don't know who Iam.
Your father took care of mymother for about 15 minutes in
the span of time, you shouldfeel blessed.
You had him for 15 years and hewalked away.
I'll never know who the guy was,but it shows you the gravity of
the position, you know, and theawesome responsibility and
(27:41):
opportunity that we have, which,we can't take lightly.
The more reason I go back to ifyou're doing it for the right
reasons, there's fulfillment inthis, you know, you have
opportunities to touch somebodylike that, which does not exist
in every profession.
So it's a beautiful thing, butit's not for everybody.
Whenever you're dealing withpeople's livelihood in their
(28:01):
lives, you know, there's adegree of pressure with that,
whether, you know, it's howyou're treating your staff.
'cause they, this is theirlivelihood and how you're
treating the residents and thefamilies that are connected with
that.
That's, no small task and itcan't be sold short on just how
much responsibility it is.
Erin (28:18):
And it requires a level of support because you are in a
field that's, you know, we'redealing with people's hardest
times.
Right.
You were in your hardest time ofyour life at that moment, and
you look and you see what Onecomment
Blair (28:37):
Yeah.
Erin (28:38):
From a stranger Yeah.
Did for you.
Blair (28:40):
Yeah.
Erin (28:40):
One,
Blair (28:41):
yeah.
Erin (28:41):
we all have that opportunity to, as somebody who
works in the community, to sayto a loved one who just lost
their parent or their aunt ortheir uncle, what the impact of.
Sharing them with us had and wehave the impact, can say
something to an associate on aday that could change their
(29:05):
life, and it's such a powerfulexample of why words matter.
Blair (29:10):
Yeah.
Erin (29:11):
And how one simple act of kindness, whether it's a bad
day, a good day, the worst day,the best day, one simple act of
kindness can change somebody'slife.
That is a powerful example ofthe impact,
Blair (29:25):
especially in the top position.
I mean, let's face it, yes.
When you're the administrator,you're the top person in the
building.
Everything you do is gonna beunder a microscope.
What time you get in, what timeyou get out, who you say hi to
in the hallway, everything'sunder a microscope.
So acknowledging thatresponsibility, is critical.
And it's a high demand.
(29:45):
It means you kind of gotta be onyour game.
All the time, and you mentionedit earlier, sometimes you gotta
take a moment away because ifyou respond emotionally, without
control or thought that writesyour narrative to a degree, so
again, it comes down to thatintegration of work and life.
(30:08):
And you gotta know yourself.
You gotta know, hey, if youneed, 10 minutes off the floor,
you need 10 minutes off thefloor.
But being honest with yourselfabout when you need to take time
out, that way you can pour inthe best of your operation.
It comes back to awareness, whatwe talked about earlier, and
that emotional intelligence iscritical.
Erin (30:25):
Yeah.
I know from a companystandpoint, they need to have
awareness, like a big, like highview picture of, there's a lot
of people struggling.
In the community, in, in thecommunities.
So there needs to be anopportunity to grow from an
executive director standpoint.
You can't grow yourself unlessyou know yourself.
(30:45):
Yeah.
You know?
And if the same emotionaltriggers are being pulled all
the time, that's no one else'sfault but your own.
Yeah.
So we gotta figure that out.
You can't give what you don'thave.
You literally cannot give whatyou don't have.
You can fake it for a littlewhile until you're absolutely
depleted.
Blair (31:01):
Yeah.
People are gonna know.
Erin (31:01):
Yeah.
Yeah.
I mean, you've got, you gotta beaware of that.
So I think this episode is moreabout understanding what you
need to get plugged in.
There are opportunities to plugin.
You are the only one that canmove towards that opportunity
and whether or not you getreimbursed for that or not,
(31:23):
you're worth it.
Blair (31:25):
Yep.
You, then, then you need to takethe time to invest in yourself
to know yourself.
Yes.
To then approach something likementorship with, a degree of
intentionality.
Where do I need to grow?
And whenever that relationshipworks best is when it's not just
the mentor bringing thecurriculum to the protege, it's
(31:47):
about the protege saying, Hey, Ithink I'm pretty comfortable in
these areas.
This is where I need help.
And for organizations to beaware enough to say, we probably
don't have all the answers forthis person.
I want them to have aperspective that's bigger than
this bubble.
And that's okay if they'reseeking that and getting that
(32:10):
from an industry peer.
And maybe that's within theorganization.
They've created that as a seniordirectors and that, I think
there's value in that as well.
But it's at least creating theenvironment where that growth is
embraced.
Promoted, we want you to grow.
I know there's someorganizations out there that
don't support A-C-H-C-A becausethey're afraid of their
(32:33):
administrator networking withanother company.
Erin (32:36):
Yes.
Blair (32:37):
If that's your concern, look in the mirror.
Erin (32:39):
Yeah.
Blair (32:40):
instead it should be this person's trying to make
themselves better.
I want the person that'sstriving to be better.
and if organizations don't getthat, then probably expect the
turnover to happen.
And with turnover comes thedomino effect of outcomes and
performance and reputation.
Erin (33:00):
Yeah.
An executive director turnover,according to Nick and Argen.
Depending on the length of theabsence, 50 to a hundred
thousand dollars.
Blair (33:10):
Yeah.
And a CHA, the stat that we'veuncovered, it's about once a
year in a building, theadministrator's turning over.
That is a wild number when itcomes to, does someone have the
ability to actually implement astrategic thought?
(33:31):
Does someone have the ability tochange the culture that needs to
be changed?
The culture that what we talkedabout earlier says new person, I
was here first, I'll be hereafter.
Yeah.
That, you know, we need toinvest in people so they'll
invest back in and stick aroundin the community.
I think growing throughmentorship, growing through
(33:52):
something like A-C-H-C-A is aninvestment in that.
Organizations need to be awareenough to, embrace when someone
wants to grow and they'reworking on themselves.
Erin (34:03):
Yeah, it's true.
I have talked to a new directorin a community that's had a
turnover in the executivedirector role at least once a
year, probably once every ninemonths, I was talking to that
new director and the associateswere threatening to do
something, you know, like, I'vebeen here, I'll be here and I'm
(34:23):
gonna call the hotline orwhatever.
And I told the executivedirector, let him call.
If you are going to let thosewords seep in, you've lost
control.
Blair (34:35):
Yeah.
Erin (34:36):
But if you hand them the phone number to the hotline
Blair (34:40):
Yeah.
Erin (34:41):
Guess who's in control.
Blair (34:42):
Yeah.
Erin (34:43):
You've been here for five months unless you're doing
something so completelyegregious.
Blair (34:47):
right.
Erin (34:47):
Let him and let you learn from it.
Blair (34:51):
And the hardest thing, the hardest thing is developing.
Those connections and trust.
Erin (34:57):
Yes.
Blair (34:58):
And, and you need an opportunity for that team to
trust you and for you to trustthem.
People ask me all the time,what's the toughest challenge we
have in, in senior living andsenior care?
And it's not occupancy, it's notsales.
What it is is our leadership,having the tools and ability to
(35:19):
manage and connect with peopleand situations.
Because so often we look at theend result as the issue.
But if we trace it back to theroot, it has more to do with
people than anything.
We oftentimes promote or hiresomeone that has technical
(35:39):
abilities to their job, but whenwe talk about the outcomes and
the reputation and which drivesoccupancy in sales.
That comes from leadership beingconnected at the community
level, because then I'm not theperson out there passing every
(36:00):
med.
I'm not the person out therethat's running every program,
but if I've invested in thosepeople and I've helped create
and foster that connection.
They're gonna be out there doingtheir darnedest.
They're gonna be out there doingtheir best.
What does that do?
That drives outcomes, thatdrives reputation.
Reputation drives sales andoccupancy and, all that.
(36:22):
So when we figure out the peopleproblem, it solves a lot of
things down the line.
Erin (36:29):
Yeah.
You just have to do it anyway.
They're gonna be ungrateful.
You're gonna have to do itanyway.
They're gonna talk about you.
You're gonna have to do itanyway until one day they're
gonna look at you and they'regonna be like, you did it
anyway.
Yes, I did.
Blair (36:46):
Are you with
Erin (36:46):
me?
I know.
Come on.
Alright, so you are a busy vicepresident of operations, so can
you give us.
Some high impact, low cost waysthat you as a regional director
or a new regional director orsomebody that's in your current
role, that they can create thatsense of support, like that
growth environment, before theycan.
(37:10):
Convince somebody to plug intosomething like A-C-H-C-A.
What are some of your bestpractices or that you have seen
really work well with some new,executive directors?
Blair (37:20):
I think you have to find a way to build a bridge.
I'll tell you a story.
Once I was coaching an ED andwhen we would walk around.
The hellos and the hallway, highfives or whatever.
Erin (37:35):
We
Blair (37:36):
It was all very superficial.
Okay.
and when I look at my strategy,when I go into a community, I
wanna be as much a part of thefabric of that community.
I don't wanna be the home officeperson.
I wanna be an extension of theteam, right?
So the more you can do to learnabout the culture and the
(38:02):
stories that exist,'cause no onewas born in a retirement
community, team members orresidents, that helps build the
bridge.
You know, I used to jerk aTurkey every Thanksgiving.
When I was in Connecticut, a lotof folks from Jamaica, right?
And so I built a bridge to themthrough food, and I would take
time on a holiday, which theywould never expect, and I would
(38:25):
bring in something that honoredand acknowledged their culture,
right?
So I told this person I wascoaching, I said, I'm not
telling you to jerk a Turkey.
I'm telling you to build thebridge.
Find what connects you to thisteam.
In terms of, you know, what doesthat look like?
It means rounding withoutasking, work related questions.
(38:48):
Yeah.
It means saying, Hey, I knewthat Barbara was on vacation
last week, and when I see her,I'm not gonna talk to her about
the call response time, callbelt, response time.
Hey, I missed you last week.
How was your vacation?
I think that's probably the mostfundamental thing someone could
do when it comes to how do Iwanna build myself as a leader?
(39:11):
It's knowing who you're leading,right?
And the best way to do that isto get out there, walk around
and ask'em what's going on intheir life that doesn't have
anything to do with work.
And have lunch in the break roomthe first time.
They're gonna ask you whatyou're doing in here.
And you said, yeah.
I'm having lunch.
What are you doing in here?
But it then becomes just, you'rejust part of the culture,
Erin (39:34):
I can only imagine how uncomfortable that first lunch
in the break room was.
Blair (39:39):
Awesome.
It was awesome.
You walk in and there's chatterand liveliness and then all of a
sudden the record stops.
And you say, did anyone elsewatch the Chiefs game yesterday?
And of course Noah, it did.
But yeah.
Yeah.
And that's okay.
God, you gotta embrace it.
(39:59):
You embrace it.
Erin (40:00):
Oh,
Blair (40:01):
embrace it.
Erin (40:01):
Yeah.
Blair (40:02):
And that's
Erin (40:02):
The thing embrace it, embrace the awkwardness and
laugh and be like, Hey, I put mypants on one leg at a time too.
Blair (40:10):
That's it.
That's it.
the other thing I, it's sort ofa anecdotal comment, but
something from my father.
One of the best quotes my dadever gave me was, if you see a
spill, don't look for the portor look for the mop.
Erin (40:22):
Yeah.
Blair (40:23):
And you know, the more that you can roll your sleeves
up and, and again, any company'sgonna give you enough paperwork
and administrative work, youcould sit at your desk all day
long.
But I know some people thatliterally put it on Outlook.
'cause if it's on Outlook,you're married to it round.
Mm-hmm.
Get out there and look forsomething to do.
(40:44):
That, is hands-on to your staff.
Erin (40:48):
Yeah.
I do believe that the biggestproblem any leader faces is the
people.
I like how Craig Elle says, it'syour biggest burden and your
biggest joy at the same time.
And it will be a burden until itturns into a joy.
And that coin is there all thetime, just like for us, when we
(41:10):
give and overextend, we're ahero.
And a martyr at the same time.
Our people are a joy and aburden at the same time.
And it's up to us to have thatawareness to be like, okay, I am
tipping the scale here a littlebit one way or another.
Yep.
I need to kind of, even thatback out.
Blair (41:27):
people are unpredictable, right?
They're emotional, they'refluid.
Uh, they're not a widget.
So they're gonna bring you thosemoments of joy and they're gonna
bring you those moments offrustration.
And being emotionallyintelligent enough to work
through those.
And that goes back to what I wassaying earlier about our
challenge is managing people insituations.
(41:48):
That's the biggest challenge wehave.
You know, somebody who's amaintenance tech who can work on
an HVAC unit, that's valuable,very valuable.
But if they're gonna be adirector of facilities.
And now they have to manage asquabble between other, team
members, or they have to make adecision that, okay, is this
right for the people, but it'sgonna blow my budget.
(42:08):
there's those, components, thatexist in leadership, that
becomes the challenge becauseit's more people driven.
Erin (42:16):
What a great episode.
Thank you so much for your time.
And if they wanna know moreabout the American College of
Healthcare Administrators,A-C-H-C-A, where do they go?
Org.
Blair (42:26):
Org.
Org, yeah.
Aach hca.org.
and really, I'll say it again.
It's an investment in yourself.
Do I think a company shouldsupport that both in practice
and monetarily to a degree?
Yeah.
I think, it's a good investment,but at the end of the day, if
they won't, if you're lookingout for yourself long term,
reach out, ask questions, andhopefully you're inclined enough
(42:46):
to say, yeah, I need to be apart of that.
Erin (42:49):
Trust me, 300 and something dollars is nothing in
the investment space.
So it is worth it 100%.
Thank you, Blair.
Can't wait to hear your nextsong.
Thank you for your time and yourwisdom.
We appreciate it.
Blair (43:05):
Thank you.
You're helping, the industry andI sincerely appreciate that.
Erin (43:09):
Thank you and always aspire for more for you.
Thank you for being here.
(00:01):
Today's episode is for everyleader, operator, or future
administrator who's ever feltalone on an island, carrying the
weight of a community on yourshoulders while trying to grow
yourself at the same time.
My guest is Blair Kka.
Vice President of operations atthe Maxwell Group and Chair
(00:22):
elect for the American Collegeof Healthcare Administrators.
Blair is not only one of themost authentic leaders I know.
He's also living proof thatmentorship changes lives across
the generations.
In this conversation, you'llhear the candid truth about why
so many administrators areburning out and turning over,
and what we as an industry mustdo differently to keep great
(00:43):
leaders growing and staying.
You'll walk away with realinsights on what new leaders
actually face behind the jobtitle stories that remind you
why investing in people is theonly sustainable strategy.
And practical inspiration forhow to create a growth
environment for your team andfor yourself.
If you've ever wondered whethermentorship really matters or how
(01:05):
to build a culture where peoplethrive instead of just
surviving, this is your episode.
Let's dive in with Blair now.
Erin (01:14):
Welcome back to another episode of the Aspire for More
with Aaron podcast, where wehave the one and only the Billy
Joel of Senior Living.
Oh, oh.
And here I gotta say we weretogether and I asked you how to
say your last name.
So I call him Blair Q, but he isBlair.
(01:35):
Ishka something.
I'm glad you, I'm glad youdidn't hurt
Blair (01:38):
yourself, but that was No, that's not Quas Nitka
Erin (01:44):
Quas Nitka.
Blair (01:45):
You're only like eight consonants off and that's okay.
Erin (01:49):
I know.
See folks, we don't have to beperfect.
We just have to to connect.
But he is the Vice President ofOperations at the Maxwell Group,
but he's also the chair elect atthe American College of
Healthcare Administrators whereI know him from.
And I'm very thankful that I gotthe opportunity to speak at the
(02:09):
American College of HealthcareAdministrators.
Two years in a row.
So that came from you and Iappreciate that opportunity.
Blair (02:17):
Yeah, well, I think you cultivated it, you know, when
we're able to see, people thatreally drive leadership and are
trying to grow leaders and, youknow, LinkedIn's a great
platform for that, and that'swhere I picked up on what you
were bringing to the industry.
So, we want to put those kind ofpeople in front of the folks
that we represent, at A-C-H-C-A.
(02:38):
Your presentations were highlyregarded, so it was great to
have you back for another year.
So thank you for coming.
Thank you.
Erin (02:43):
Before we get into the main topic of today, which is
about mentorship, what AmericanCollege of Healthcare
Administrators offers and thevalue of mentorship in your, in
your life and your career.
What possessed you to startplaying the piano on LinkedIn,
which is like the coolest thingever.
And I'm sure your wife is veryhappy that the background is
(03:06):
really decorating and pretty,
Blair (03:08):
if anything, it might frustrate the family sometimes
because I have to tell them,Hey, I'm gonna try to record
this.
Could you guys keep it down?
So it usually becomes a battleof who could turn it up louder.
The kids watching television.
I have two boys or me playingthe piano.
And then you sometimes get that,cameo of the dog scurrying into
the picture.
(03:29):
Or Jagger, my youngest son willwander through.
But what started it?
I think there's just so muchsynergy between, what
professionals are going through.
Day to day in terms of, lookingfor motivation and resilience
and, relationships and buildingon that.
And then how music speaks tothose things pretty universally.
(03:51):
You know, the artist probablywrote it for their reason, and
that's the beauty of music is wecan interpret it to our own.
But that was really, I guess themotivation behind it.
It's good therapy for me.
I started playing when I wasseven.
And my father, became ill, whenI was around 10 or 11.
I took lessons from the same guyfor 10 years.
He came to my house one night aweek for 10 years until I
(04:12):
graduated high school.
My dad passed when I was 15, butthere were times he would come
to the house and we wouldn't hita note.
We would just, talk about lifeand, how can music help me with
what I was going through?
And that's always stuck with me.
I feel like, if I can use mytherapy and it delivers to other
people, some degree of knowledgeor motivation or, something to
(04:32):
lean into, then, win-win.
Erin (04:35):
Yeah.
It's truly very authentic andorganic and you're the only one.
Still who does it?
Blair (04:42):
Yeah.
That's funny that I, you see alot of like posts or, people
with the same angle.
I guess that's one thing that'ssort of flattering about it, is
I can't sit here and say I seeanother, person in our space
that is out there, hammeringaway at the Keys.
So I guess, that'll keep me in aunique company.
Erin (05:01):
I know the Billy Joel of the senior living industry.
Blair (05:05):
Yeah, I've been cal worse, so I'll, I'll take it.
Erin (05:08):
All right.
So I think it's important forus, one of your passion projects
really is the American Collegeof Healthcare administrators or
administrators, because I haveseen you post several times
about how you wanna supportpeople who support the college.
Right, right.
And I've been there to theannual convocations now twice,
(05:29):
and I have to say.
That it is a great group ofpeople.
You know, the first time that Iwas there, I was honestly very
scared to death.
I knew nobody, like nobody, Iwas hoping I was gonna get to
meet you and there was nobodyelse there that I knew, and it
was like being just wrapped upin people's arms and being able
(05:51):
to travel across the countrywith the different chapters.
It was really, really exciting.
So what is the college?
Mm-hmm.
How do people get involved andwhat is the main takeaway from
the college?
Because I would have loved beinga part of that when I was inside
a community.
Blair (06:11):
Yeah.
And it's that degree of kinshipthat I think most of us are
looking for when we try to sellmembership to the college.
You know, a lot of times we'lltalk about.
That it provides, a lot of CEUopportunities and that's some of
the feedback we get.
Especially the groups that Ibring that also go to state
association events and, no, no,knock on those, but they compare
(06:35):
obviously.
Okay.
The educational sessions and theeducation that we get through
the college is second to none,because it focuses not just on
the regulatory piece that weneed to stay.
Up on, but has a lot ofleadership development.
So I, I think that's a hugebenefit for college members.
But the most organic reason thatI've always found is if there is
(06:58):
an organization that's gonnarepresent my chosen profession.
I've always had a naturalinclination to wanna be
affiliated with thatorganization.
It never took any convincing forme.
Mm-hmm.
That I just wanted to be alignedwith my peers in the industry
for networking, for ideasharing.
(07:20):
you bounce regulatory questionsoff of.
It's always just been, anamazing resource for me, to this
day.
There's people that I met when Istarted in 2009, and I'm still
tight with, there'sopportunities at the chapter
level.
So people can get involved.
There's, a number of chaptersthat exist besides ach, C'S
(07:42):
National Board that I'm on.
I got involved first at thechapter level, doing things
locally, with your, your peergroup in your state, eventually.
It was maybe 2016 or so, I gotasked to run for a national
board seat.
Actually lost the first time Iran, but was not deterred.
And now I've won for twoconsecutive terms.
So, it's a great way for leadersto get back, and to be aligned
(08:05):
with what's going on in theindustry your peer group.
And there's a cost associated toit, I think.
Oftentimes companies will pickthat up.
I think it's an investment inthe person that's leading your
organization every day and, youknow, for$340, a year, I don't
think is a tall ask, for what itcould deliver to that leader.
I mean, it's the person thatyou've invested the most
(08:26):
responsibility into.
So why not use A-C-H-C-A as aplatform to build them up?
And so that's what it's, it'sbeen for me.
It's a amazing organization.
I'm proud of.
Erin (08:36):
it really is and it's like this little secret that's not a
secret
Blair (08:40):
yeah.
Erin (08:41):
You know?
Blair (08:41):
Yeah.
We want to have a biggerfootprint, but it's really about
getting our mission and ourbrand out there, and then also
getting companies to buy into,that we help create a better
leader.
We help foster betterleadership.
So why wouldn't you want yourleader to be associated with
(09:03):
that?
Erin (09:03):
Yeah, it's true.
I noticed the youngergeneration, there's a lot of
young people coming into theindustry and for me, I saw it,
like I just didn't hear aboutit.
I saw them and I just wanted tolike hug them and be like, oh,
we need to be really prepared.
(09:25):
You need to really have anunderstanding of what you're
getting into.
But due to your involvement,such in depth involvement, I
mean, you get to see.
What these young leadersstruggle with.
And you need to be a part in howthey're assigned a mentor and I
even got to see a very, veryseasoned leader with a very new
(09:47):
leader and the closeness thatwas there And the help that was
given.
Yeah.
Blair (09:53):
Yeah.
Yeah.
I couldn't imagine being a newlylicensed administrator.
In the environment that skillednursing and assisted living is
operating today, compared towhen I got into it in 2007,
2008, I couldn't imagine justbeing out there on your own and
not having some type of resourceto lean on.
(10:16):
When you have a question, aleadership situation, regulatory
question.
So the fact that we areconnecting with, students,
that's the student expo thatgoes on there and, their posters
that they do a project andpresent on the findings every
year.
Really great topics, verypertinent to what we deal with,
(10:37):
some of it more clinicallybased, some of it more
leadership based, which I thinkis great.
And it gives them a chance to beexposed to industry veterans.
And in order to be, actuallyparticipating in the mentor
program, you need to be a fellowin the college.
So that distinguishes you basedon your levels of service in the
(10:58):
industry.
There's criteria involved, butyou get points for public
speaking.
You get points for beingpublished.
So you have to have a certaindegree of investment.
This industry over a certainamount of time that shows you
have performed and that you havebeen committed to being more
than just, I show up at the deskevery day type of administrator.
(11:20):
So that qualifies you.
There's point system thatqualifies you to be a fellow and
then fellows are then eligibleto be mentors.
And it's a big credit to thementors and the proteges because
we could all say how busy weare.
We're all busy, and it's gonnatake time.
If you're gonna invest in thatrelationship, where as the
(11:41):
mentor you are, connecting withthat protege and answering their
questions and building acurriculum of, hey, these are
some of the experiences I'vehad, and it takes time and it
takes effort and we could allsay we're too busy.
So I really do credit those thatthat choose to get involved in
that program.
As a mentor, you areacknowledging the future needs
(12:02):
to be better, the future leaderneeds to be better.
And as the protege you'resaying, I wanna be better.
I want to grow myself.
And I acknowledge, I don't knoweverything.
I wanna lean on this person forsome advice.
Uh, and to make that timecommitment and that that mental
commitment about, okay, where amI and where do I want to go?
(12:25):
Uh, I think that should speak toan organization that's the kind
of person that's doing above andbeyond that I'd want to be
partnered with.
Erin (12:32):
Absolutely.
And I think when it comes tomentorship, it is growth.
One thing that I have learned inmy experience in doing this for
the last few years is the morethat I talk about it with
people, the more that I grow andthe more that people I'm talking
about it with are learning fromwhat I am growing and it is just
(12:53):
a very reciprocal ofrelationship.
Mm-hmm.
Blair (12:56):
Yep.
Erin (12:57):
I didn't realize how important taking the time to
grow.
Is and was, because we all focuson n oi growth and occupancy
growth, which are veryimportant.
But that doesn't guarantee yourgrowth.
And unless you plug in somewhereand you do hear a lot of the
(13:17):
time, I don't have time.
But if you never make the time,you will never have the time.
Blair (13:23):
I hear that.
I actually had a protege quit onme.
They said, I just, don't havethe time for this.
I don't know if I should saythat,'cause it doesn't make me
look like the best mentor, butit's real.
That's some of the struggles,you know, I was so bad I
couldn't convince this personthat this was worth it.
But yeah, that's some of theshortsightedness that we have to
get over or if your company'snot gonna pay for it.
(13:46):
I'm trying to put myself outthere and get my first job 340
hours is not worth.
Erin (13:51):
Yeah.
Putting
Blair (13:52):
yourself in a networking position to get in front of
people that can help you in yourcareer.
I struggle with that.
'cause I do hear that frompeople and I, I really do
struggle with that.
If you're trying to make acareer out of this, it's an
investment in yourself.
A-C-H-C-A, the mentor program.
It's an investment in yourself.
And you know, you talk about thetangibles that we can measure
(14:13):
the NOIs and the occupancies.
Anyone can pull a good quarterout of their whatever, but for
me to be a sustainable leaderare the people that, that really
lean into how am I growingmyself as a leader for the long
term.
Erin (14:30):
Mm-hmm.
Blair (14:31):
I'm a firm believer that that type of longstanding
performance, comes when you areinvested in your operation.
When the operation's invested inyou, when you have tenure, the
longer you're there, the morecommitment, the more invested
you are staff see that you'regonna be here.
They're gonna be more invested.
(14:51):
They drive the outcomes.
At the end of the day, staffdrive the outcomes.
How many times have I, I've beenthe new person a few places, and
the biggest challenge is a lotof line staff will say, well, I
was here before you.
I'll be here after you.
Nine times outta 10.
They're right.
They're right.
So it comes down to, you know,if you want that leader to be
(15:12):
invested, as an operator, investin them.
Show them that you care, showthem that you care about their
growth.
And for the leader, it's, yougotta show me that, that you do
want to grow.
Erin (15:23):
Yeah.
I think that companies, thevalue of A-C-H-C-A, the value
of, of coaching and for leaderslike me to understand the
importance of it.
Growth will cost you time,money, or failure.
maybe not failure, but maybe notfulfillment.
(15:44):
For sure.
it will cost you fulfillment ifyou plan on just staying the
same for the rest of your life,because we all want to grow.
And if you want your business togrow, you have to grow your
people.
If we.
Expect people to grow themselvesoutside of work hours.
Well then we're gonna have todefine what work hours are.
Do you work a normal job?
Blair (16:04):
Idea of, the work life balance thing, right?
Erin (16:07):
Yeah.
Blair (16:07):
I'm a firm believer, especially in an industry.
That, I don't know, a singlehealthcare setting that operates
nine to five.
Right.
So you can't expect your worklife to be nine to five.
I call it work life integration.
I've heard people use that, andI think that's a pretty
accurate, summation of what itneeds to be.
(16:30):
I tell my wife and my kids allthe time, work one today.
Work.
Work got me work one.
Erin (16:36):
Mm-hmm.
Blair (16:36):
And that's gonna happen more often than not.
But it's about finding themoments of fulfillment and as
long as that continues tooutweigh the days that beat you
down.
But if you're doing this for theright reason, then you will find
fulfillment in what we do.
It's not for everybody.
(16:56):
And I think it's a great thing.
When people realize it's not forthem, because that means you're
gonna pursue something that'sgonna make you happier, and it's
gonna make the teams and theresidents and everyone, if you
weren't happy doing what youwere doing, it was gonna show
through to them too.
So it's okay to acknowledge thatthis isn't for you, but if
(17:17):
you're gonna say this is foryou, then you need to be about
it and understand it's not gonnaexist in nine to five.
Erin (17:24):
Yeah.
Yeah.
And that you're going to haveto, sometimes you just have to
take an hour to grow yourself.
And you're going to find thatyou're gonna get that hour back
some way, shape, or form, whichis,
Blair (17:35):
If it helps make you a more efficient and effective
leader, then that hour thatmaybe you have that seven P to
eight P mentor call, if that'sgonna pay itself forward to you
in other ways.
I can't see how that's not worthit.
Erin (17:49):
Yeah.
So since you have your worklife, with Maxwell Group and
then you have your a CHmentorship as well, have you
noticed a pattern of what newadministrators feel when they
come on?
Like what did, what, what arethose fresh-faced, baby-faced,
new students?
(18:10):
What do they say whenever theyenter it and they're just like,
oh my God, is this, was Iprepared for this?
Blair (18:16):
Yeah.
A lot of times I'll ask, youknow, what's been the positive
surprise and what's beensomething that you didn't expect
would be so hard?
A lot of times that I didn'texpect to be so hard is that
feeling of, I'm on an island,you know, maybe I thought there
would be more resources to helpme.
I thought my regional would bemore involved.
(18:36):
I thought my onboarding would belonger and would be more
helpful.
So I think it's about creatingresources and availability.
To really, bring on newleadership in the best way.
We have here a sort of a shared.
Forum where we put bestpractices, where we put a
(19:00):
roadmap to success that sort ofcan define the critical meetings
and maybe some sample agendas.
We have, books that people haverecommended, have helped them in
their leadership.
So you provide resources tothat.
And then it's about availabilitywhen someone uses those
resources and has questions.
Do they have someone to go to?
(19:20):
You know, I have a weekly,one-on-one check-in with all my
executive directors, and then Iexpect the executive directors
to have a check-in with theirdepartment heads every week.
That's something I do when I doa site visit is I'll have a
one-on-one with those departmentheads and I'll say, Hey, how's
the one-on-ones going with youred?
It's sort of a way to pulse.
How's that relationship going?
The best ability isavailability.
(19:42):
Someone needs to be available tothat leader.
You can't expect someone who'snewly licensed, especially in
the environment we're operatingin today, to just hit the ground
and be successful from day one.
And then it takes the leaderbeing vulnerable enough to say,
okay, when I have questions, amI comfortable enough asking?
I don't want to appear inept.
(20:03):
But sometimes that reluctance toask leads you into more trouble.
So it's also about anorganization promoting It's okay
to ask there's been a coupleexecutive directors of the year
that we've acknowledged, and oneof the most common
characteristics our company hassaid about those people is they
utilize the resources that areavailable to them and they ask
(20:24):
questions.
Erin (20:25):
Yeah.
You know, too many people.
Fear asking the questions.
Fear utilizing the resources.
Right?
Because it is that, you know,that I don't have all the
answers.
Right.
Even now, I say to myself, youshould know this, or, it should
come easier to you or whatever.
(20:47):
And I'm just like, people whowrite a thousand books, their
best book wasn't probably tillthe 10th book.
Or they read a lot of books toget to the point where they are
today.
You know, I think that we allhave, like this, not everyone,
but a lot of people have thisdefault to, we should know more
than we know.
Right.
(21:08):
We compare ourselves to peoplefurther down the journey.
And unless we know like, oh,those people read 25 books.
Blair (21:14):
It's inevitable.
Erin (21:15):
Yes.
Blair (21:15):
social environment that we live in.
Yes.
But you know, it's funny whenyou look across the spectrum of
what's successful, baseballplayer gets a hit one out of
three times for their career.
They're gonna be in the hall offame.
So not saying that we can get itright a third of the time, but
it's not about perfection.
It's about, okay, what did Ilearn this time and not perhaps
(21:38):
repeat again as an operator,that's what I would get
frustrated with is, are we.
I hope, not to offend any animalactivist, but I'd rather beat a
new horse than a dead horse andyou know, save the horses.
But that's the truth.
If someone's coming to me withsome new ideas, new questions,
great.
If it's something that I knowwe've gone over a few times and
(21:59):
that it's really, I.
Because sometimes, you know,it's something that you don't
really run into as much and yougotta revisit it.
But if it's something that'ssort of routine in their day to
day, yeah, that would raise aflag for me.
But I want the person thatchallenges me and that says,
Hey, you know, it's, we've beendoing it this way.
That doesn't mean it's the bestway.
You know, times change, peoplechange, the operation evolves.
(22:21):
So feel free to question thatand do it diplomatically.
But it's okay to question it.
Erin (22:27):
Yeah.
I think what you were, when likethe Maxwell group who honored
the executive directors of theyear, what you were saying is
they have awareness, right?
The awareness of, I don't knowwhat I don't know, the awareness
of here's what's available to meto find it, and.
Then the awareness of how toimplement it.
(22:49):
Yep.
The awareness of knowing I'vemade this mistake three times.
Blair (22:53):
Time to own it.
Right.
Erin (22:54):
Blair's gonna be really upset with me.
Blair (22:57):
Yep.
Yeah.
and that's, I remember gettinginto the business and one of my
chief concerns was, I don'tknow, healthcare, I don't know,
senior care.
Mm-hmm.
I came from, an organizationwhere I was charged with
managing people, managingsituations.
But it wasn't in senior living.
It wasn't in senior care.
(23:17):
and my mentor said, you need tobe humble enough to hire the
most dynamic social director andthe most astute clinician.
To be a director of nursing, andsomeone who is handy enough to
save you money in house to beyour facility director, right?
(23:39):
Surround yourself with the rightteam.
You know when to ask questions,you go to the meetings to
broaden your scope, and it makesyou a better leader.
But you build the team and itbuilds you up.
Erin (23:52):
Being aware enough to know that you do not have to be
Blair (23:56):
Right.
I was aware enough to know thatwas my reluctance, but I asked
the question and got reassurancethat you don't need to be the
expert in every department.
our operations are verydepartment centric and nursing's
not successful withoutrecreation.
Recreation, not successfulwithout dining.
So it's about building thatright team.
(24:16):
That trust one another and thatthere's a degree of cohesion and
harmony.
And some days you're playing areferee and some days you're
playing cheerleader.
And being able to manage thatand having that awareness of
where is my team right now?
And, you know, shifting yourfocus based on that.
That's the art of being anadministrator.
Erin (24:35):
Yes, it really is.
That's the art of it.
I mean, that's the beauty of it.
So I want to give you time.
You have an amazing story, avery amazing personal mentoring
story.
Your dad, if you don't knowthis, glare is the second
generation senior livingoperator.
And you were telling me a storyabout how you were mentored
(24:58):
under the same man that mentoredyour dad.
When we talk about mentoring.
There is no greater story thanthis, so in the value of it.
So go in, tell this, honor, thispart of your legacy, which is
really cool.
Sure,
Blair (25:16):
I'll try to not get the water works going here.
Erin (25:20):
I know it's,
Blair (25:20):
My dad holds a special place in my heart and it's just
after Father's Day.
I wouldn't be where I'm at.
Without some of the groundworkhe laid, there were people that
were professionally indebted tohim because of what he did.
I think that helped pave someway for me.
I was having the what do youwanna do with your life speech
with my mother and.
(25:42):
I just sort of blurted out andmy dad had been passed away for
some time, but I said, oh, maybeI should get into what dad used
to do.
I'm sure she swore at me inItalian and said something
sarcastic because the spouse orthe significant other of an
administrator is not an enviableposition.
I think her reflection of mycomment.
(26:04):
Had to do with her perspectiveof years in the seat next to the
administrator.
Erin (26:09):
There's, there was a lot of trauma in that response.
Blair (26:12):
Lot, yeah.
Yeah, I'm sure.
she put me in touch with somepeople who were still in the
business that from when my dadwas in the business and they all
kept saying, well, have youtalked to Jim Malloy?
He's the guy who got your dadstarted.
So Jim was a fraternity brotherof my father's and my dad came
back from, from the war.
He was finishing up his studiesand jib said, Hey, do this
(26:32):
nursing home administratorthing.
This a IT under me, and then youget your license and you're on
your way.
So 30 years later, when I wasgetting in the business, I
hunted down Jim Malloy and I didmy, my 900 a IT hours, with Jim
at, a place in Groton,Connecticut.
So, um, just a cool story thatmade it full circle my dad
(26:56):
passed in 95.
But there were people that Iwould see or meet at different,
events in Connecticut thatobviously see my unique last
name and say, oh, you had toknow Paul.
And you know, I say Yeah.
And there was always a story totell.
It's amazing how impactful wecan be as administrators.
I'll tell a quick story.
When my dad passed, we werehaving the service for him and a
(27:19):
gentleman came up that I didn'tknow, I didn't recognize, and he
said, Hey, you don't know who Iam.
Your father took care of mymother for about 15 minutes in
the span of time, you shouldfeel blessed.
You had him for 15 years and hewalked away.
I'll never know who the guy was,but it shows you the gravity of
the position, you know, and theawesome responsibility and
(27:41):
opportunity that we have, which,we can't take lightly.
The more reason I go back to ifyou're doing it for the right
reasons, there's fulfillment inthis, you know, you have
opportunities to touch somebodylike that, which does not exist
in every profession.
So it's a beautiful thing, butit's not for everybody.
Whenever you're dealing withpeople's livelihood in their
(28:01):
lives, you know, there's adegree of pressure with that,
whether, you know, it's howyou're treating your staff.
'cause they, this is theirlivelihood and how you're
treating the residents and thefamilies that are connected with
that.
That's, no small task and itcan't be sold short on just how
much responsibility it is.
Erin (28:18):
And it requires a level of support because you are in a
field that's, you know, we'redealing with people's hardest
times.
Right.
You were in your hardest time ofyour life at that moment, and
you look and you see what Onecomment
Blair (28:37):
Yeah.
Erin (28:38):
From a stranger Yeah.
Did for you.
Blair (28:40):
Yeah.
Erin (28:40):
One,
Blair (28:41):
yeah.
Erin (28:41):
we all have that opportunity to, as somebody who
works in the community, to sayto a loved one who just lost
their parent or their aunt ortheir uncle, what the impact of.
Sharing them with us had and wehave the impact, can say
something to an associate on aday that could change their
(29:05):
life, and it's such a powerfulexample of why words matter.
Blair (29:10):
Yeah.
Erin (29:11):
And how one simple act of kindness, whether it's a bad
day, a good day, the worst day,the best day, one simple act of
kindness can change somebody'slife.
That is a powerful example ofthe impact,
Blair (29:25):
especially in the top position.
I mean, let's face it, yes.
When you're the administrator,you're the top person in the
building.
Everything you do is gonna beunder a microscope.
What time you get in, what timeyou get out, who you say hi to
in the hallway, everything'sunder a microscope.
So acknowledging thatresponsibility, is critical.
And it's a high demand.
(29:45):
It means you kind of gotta be onyour game.
All the time, and you mentionedit earlier, sometimes you gotta
take a moment away because ifyou respond emotionally, without
control or thought that writesyour narrative to a degree, so
again, it comes down to thatintegration of work and life.
(30:08):
And you gotta know yourself.
You gotta know, hey, if youneed, 10 minutes off the floor,
you need 10 minutes off thefloor.
But being honest with yourselfabout when you need to take time
out, that way you can pour inthe best of your operation.
It comes back to awareness, whatwe talked about earlier, and
that emotional intelligence iscritical.
Erin (30:25):
Yeah.
I know from a companystandpoint, they need to have
awareness, like a big, like highview picture of, there's a lot
of people struggling.
In the community, in, in thecommunities.
So there needs to be anopportunity to grow from an
executive director standpoint.
You can't grow yourself unlessyou know yourself.
(30:45):
Yeah.
You know?
And if the same emotionaltriggers are being pulled all
the time, that's no one else'sfault but your own.
Yeah.
So we gotta figure that out.
You can't give what you don'thave.
You literally cannot give whatyou don't have.
You can fake it for a littlewhile until you're absolutely
depleted.
Blair (31:01):
Yeah.
People are gonna know.
Erin (31:01):
Yeah.
Yeah.
I mean, you've got, you gotta beaware of that.
So I think this episode is moreabout understanding what you
need to get plugged in.
There are opportunities to plugin.
You are the only one that canmove towards that opportunity
and whether or not you getreimbursed for that or not,
(31:23):
you're worth it.
Blair (31:25):
Yep.
You, then, then you need to takethe time to invest in yourself
to know yourself.
Yes.
To then approach something likementorship with, a degree of
intentionality.
Where do I need to grow?
And whenever that relationshipworks best is when it's not just
the mentor bringing thecurriculum to the protege, it's
(31:47):
about the protege saying, Hey, Ithink I'm pretty comfortable in
these areas.
This is where I need help.
And for organizations to beaware enough to say, we probably
don't have all the answers forthis person.
I want them to have aperspective that's bigger than
this bubble.
And that's okay if they'reseeking that and getting that
(32:10):
from an industry peer.
And maybe that's within theorganization.
They've created that as a seniordirectors and that, I think
there's value in that as well.
But it's at least creating theenvironment where that growth is
embraced.
Promoted, we want you to grow.
I know there's someorganizations out there that
don't support A-C-H-C-A becausethey're afraid of their
(32:33):
administrator networking withanother company.
Erin (32:36):
Yes.
Blair (32:37):
If that's your concern, look in the mirror.
Erin (32:39):
Yeah.
Blair (32:40):
instead it should be this person's trying to make
themselves better.
I want the person that'sstriving to be better.
and if organizations don't getthat, then probably expect the
turnover to happen.
And with turnover comes thedomino effect of outcomes and
performance and reputation.
Erin (33:00):
Yeah.
An executive director turnover,according to Nick and Argen.
Depending on the length of theabsence, 50 to a hundred
thousand dollars.
Blair (33:10):
Yeah.
And a CHA, the stat that we'veuncovered, it's about once a
year in a building, theadministrator's turning over.
That is a wild number when itcomes to, does someone have the
ability to actually implement astrategic thought?
(33:31):
Does someone have the ability tochange the culture that needs to
be changed?
The culture that what we talkedabout earlier says new person, I
was here first, I'll be hereafter.
Yeah.
That, you know, we need toinvest in people so they'll
invest back in and stick aroundin the community.
I think growing throughmentorship, growing through
(33:52):
something like A-C-H-C-A is aninvestment in that.
Organizations need to be awareenough to, embrace when someone
wants to grow and they'reworking on themselves.
Erin (34:03):
Yeah, it's true.
I have talked to a new directorin a community that's had a
turnover in the executivedirector role at least once a
year, probably once every ninemonths, I was talking to that
new director and the associateswere threatening to do
something, you know, like, I'vebeen here, I'll be here and I'm
(34:23):
gonna call the hotline orwhatever.
And I told the executivedirector, let him call.
If you are going to let thosewords seep in, you've lost
control.
Blair (34:35):
Yeah.
Erin (34:36):
But if you hand them the phone number to the hotline
Blair (34:40):
Yeah.
Erin (34:41):
Guess who's in control.
Blair (34:42):
Yeah.
Erin (34:43):
You've been here for five months unless you're doing
something so completelyegregious.
Blair (34:47):
right.
Erin (34:47):
Let him and let you learn from it.
Blair (34:51):
And the hardest thing, the hardest thing is developing.
Those connections and trust.
Erin (34:57):
Yes.
Blair (34:58):
And, and you need an opportunity for that team to
trust you and for you to trustthem.
People ask me all the time,what's the toughest challenge we
have in, in senior living andsenior care?
And it's not occupancy, it's notsales.
What it is is our leadership,having the tools and ability to
(35:19):
manage and connect with peopleand situations.
Because so often we look at theend result as the issue.
But if we trace it back to theroot, it has more to do with
people than anything.
We oftentimes promote or hiresomeone that has technical
(35:39):
abilities to their job, but whenwe talk about the outcomes and
the reputation and which drivesoccupancy in sales.
That comes from leadership beingconnected at the community
level, because then I'm not theperson out there passing every
(36:00):
med.
I'm not the person out therethat's running every program,
but if I've invested in thosepeople and I've helped create
and foster that connection.
They're gonna be out there doingtheir darnedest.
They're gonna be out there doingtheir best.
What does that do?
That drives outcomes, thatdrives reputation.
Reputation drives sales andoccupancy and, all that.
(36:22):
So when we figure out the peopleproblem, it solves a lot of
things down the line.
Erin (36:29):
Yeah.
You just have to do it anyway.
They're gonna be ungrateful.
You're gonna have to do itanyway.
They're gonna talk about you.
You're gonna have to do itanyway until one day they're
gonna look at you and they'regonna be like, you did it
anyway.
Yes, I did.
Blair (36:46):
Are you with
Erin (36:46):
me?
I know.
Come on.
Alright, so you are a busy vicepresident of operations, so can
you give us.
Some high impact, low cost waysthat you as a regional director
or a new regional director orsomebody that's in your current
role, that they can create thatsense of support, like that
growth environment, before theycan.
(37:10):
Convince somebody to plug intosomething like A-C-H-C-A.
What are some of your bestpractices or that you have seen
really work well with some new,executive directors?
Blair (37:20):
I think you have to find a way to build a bridge.
I'll tell you a story.
Once I was coaching an ED andwhen we would walk around.
The hellos and the hallway, highfives or whatever.
Erin (37:35):
We
Blair (37:36):
It was all very superficial.
Okay.
and when I look at my strategy,when I go into a community, I
wanna be as much a part of thefabric of that community.
I don't wanna be the home officeperson.
I wanna be an extension of theteam, right?
So the more you can do to learnabout the culture and the
(38:02):
stories that exist,'cause no onewas born in a retirement
community, team members orresidents, that helps build the
bridge.
You know, I used to jerk aTurkey every Thanksgiving.
When I was in Connecticut, a lotof folks from Jamaica, right?
And so I built a bridge to themthrough food, and I would take
time on a holiday, which theywould never expect, and I would
(38:25):
bring in something that honoredand acknowledged their culture,
right?
So I told this person I wascoaching, I said, I'm not
telling you to jerk a Turkey.
I'm telling you to build thebridge.
Find what connects you to thisteam.
In terms of, you know, what doesthat look like?
It means rounding withoutasking, work related questions.
(38:48):
Yeah.
It means saying, Hey, I knewthat Barbara was on vacation
last week, and when I see her,I'm not gonna talk to her about
the call response time, callbelt, response time.
Hey, I missed you last week.
How was your vacation?
I think that's probably the mostfundamental thing someone could
do when it comes to how do Iwanna build myself as a leader?
(39:11):
It's knowing who you're leading,right?
And the best way to do that isto get out there, walk around
and ask'em what's going on intheir life that doesn't have
anything to do with work.
And have lunch in the break roomthe first time.
They're gonna ask you whatyou're doing in here.
And you said, yeah.
I'm having lunch.
What are you doing in here?
But it then becomes just, you'rejust part of the culture,
Erin (39:34):
I can only imagine how uncomfortable that first lunch
in the break room was.
Blair (39:39):
Awesome.
It was awesome.
You walk in and there's chatterand liveliness and then all of a
sudden the record stops.
And you say, did anyone elsewatch the Chiefs game yesterday?
And of course Noah, it did.
But yeah.
Yeah.
And that's okay.
God, you gotta embrace it.
(39:59):
You embrace it.
Erin (40:00):
Oh,
Blair (40:01):
embrace it.
Erin (40:01):
Yeah.
Blair (40:02):
And that's
Erin (40:02):
The thing embrace it, embrace the awkwardness and
laugh and be like, Hey, I put mypants on one leg at a time too.
Blair (40:10):
That's it.
That's it.
the other thing I, it's sort ofa anecdotal comment, but
something from my father.
One of the best quotes my dadever gave me was, if you see a
spill, don't look for the portor look for the mop.
Erin (40:22):
Yeah.
Blair (40:23):
And you know, the more that you can roll your sleeves
up and, and again, any company'sgonna give you enough paperwork
and administrative work, youcould sit at your desk all day
long.
But I know some people thatliterally put it on Outlook.
'cause if it's on Outlook,you're married to it round.
Mm-hmm.
Get out there and look forsomething to do.
(40:44):
That, is hands-on to your staff.
Erin (40:48):
Yeah.
I do believe that the biggestproblem any leader faces is the
people.
I like how Craig Elle says, it'syour biggest burden and your
biggest joy at the same time.
And it will be a burden until itturns into a joy.
And that coin is there all thetime, just like for us, when we
(41:10):
give and overextend, we're ahero.
And a martyr at the same time.
Our people are a joy and aburden at the same time.
And it's up to us to have thatawareness to be like, okay, I am
tipping the scale here a littlebit one way or another.
Yep.
I need to kind of, even thatback out.
Blair (41:27):
people are unpredictable, right?
They're emotional, they'refluid.
Uh, they're not a widget.
So they're gonna bring you thosemoments of joy and they're gonna
bring you those moments offrustration.
And being emotionallyintelligent enough to work
through those.
And that goes back to what I wassaying earlier about our
challenge is managing people insituations.
(41:48):
That's the biggest challenge wehave.
You know, somebody who's amaintenance tech who can work on
an HVAC unit, that's valuable,very valuable.
But if they're gonna be adirector of facilities.
And now they have to manage asquabble between other, team
members, or they have to make adecision that, okay, is this
right for the people, but it'sgonna blow my budget.
(42:08):
there's those, components, thatexist in leadership, that
becomes the challenge becauseit's more people driven.
Erin (42:16):
What a great episode.
Thank you so much for your time.
And if they wanna know moreabout the American College of
Healthcare Administrators,A-C-H-C-A, where do they go?
Org.
Blair (42:26):
Org.
Org, yeah.
Aach hca.org.
and really, I'll say it again.
It's an investment in yourself.
Do I think a company shouldsupport that both in practice
and monetarily to a degree?
Yeah.
I think, it's a good investment,but at the end of the day, if
they won't, if you're lookingout for yourself long term,
reach out, ask questions, andhopefully you're inclined enough
(42:46):
to say, yeah, I need to be apart of that.
Erin (42:49):
Trust me, 300 and something dollars is nothing in
the investment space.
So it is worth it 100%.
Thank you, Blair.
Can't wait to hear your nextsong.
Thank you for your time and yourwisdom.
We appreciate it.
Blair (43:05):
Thank you.
You're helping, the industry andI sincerely appreciate that.
Erin (43:09):
Thank you and always aspire for more for you.
Popular Podcasts
NFL Daily with Gregg Rosenthal
Gregg Rosenthal and a rotating crew of elite NFL Media co-hosts, including Patrick Claybon, Colleen Wolfe, Steve Wyche, Nick Shook and Jourdan Rodrigue of The Athletic get you caught up daily on all the NFL news and analysis you need to be smarter and funnier than your friends.
On Purpose with Jay Shetty
I’m Jay Shetty host of On Purpose the worlds #1 Mental Health podcast and I’m so grateful you found us. I started this podcast 5 years ago to invite you into conversations and workshops that are designed to help make you happier, healthier and more healed. I believe that when you (yes you) feel seen, heard and understood you’re able to deal with relationship struggles, work challenges and life’s ups and downs with more ease and grace. I interview experts, celebrities, thought leaders and athletes so that we can grow our mindset, build better habits and uncover a side of them we’ve never seen before. New episodes every Monday and Friday. Your support means the world to me and I don’t take it for granted — click the follow button and leave a review to help us spread the love with On Purpose. I can’t wait for you to listen to your first or 500th episode!
Dateline NBC
Current and classic episodes, featuring compelling true-crime mysteries, powerful documentaries and in-depth investigations. Follow now to get the latest episodes of Dateline NBC completely free, or subscribe to Dateline Premium for ad-free listening and exclusive bonus content: DatelinePremium.com