January 9, 2025 • 41 mins
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The Power of Relationships in Senior Living Leadership
In this solo episode, Erin reflects on the importance of relationships in senior living communities.
Drawing from personal experiences, the Erin emphasizes that authentic connections, not just tasks or outcomes, drive true success.
The discussion spans actionable strategies for leaders to nurture relationships with themselves, their teams, residents, and families, stressing kindness, trust, empowerment, and effective communication as key components.
Practical advice on managing expectations, providing constructive feedback, and fostering a positive community culture through genuine interactions is provided.
The episode concludes with a call to action for leaders to focus on one relationship needing attention this week and an invitation to listeners to share the podcast and provide feedback.
00:00 Introduction and Gratitude
01:09 The Importance of Relationships
03:14 Real-Life Examples of Relationship Impact
07:35 Building Trust and Influence
16:28 Managing Expectations and Feedback
27:15 Empowering Your Team
38:32 Conclusion and Call to Action
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Microphone (Yeti Stereo Mic (00:00):
Hi, I want to say wow and thank you.
(00:05):
last week, the first week inJanuary, I had over 500 episodes
downloaded, which came as quitethe surprise for me.
So thank you.
The majority of those episodeswere listened to the 12 steps
and recovering from burnout,which, to me, is a very personal
(00:27):
episode it's certainly apersonal episode for an award
good of who was my guest and,over 100 listened to my solo
episode of answering vulnerablequestions and honestly, I
thought no 1 would listen tothat episode.
So I got really vulnerable andit was really helpful for me,
(00:48):
it's certainly.
Shocked me that so many peoplelisten to it.
it's scary and thrilling all atthe same time.
So I just want to say thank you.
I appreciate that.
it was a shock to see andsomething I'm absolutely very
proud of as well.
(01:09):
I want to get into today'sepisode where the title is,
we're focusing on the wrongthings, plain and simple.
And my main message isrelationships are the reward
inside of a senior livingcommunity, inside of a company
where you have to manage people.
It's Relationships are thereward.
(01:31):
Relationships gets you theoccupancy, relationships gets
you the NOI goal, the referrals,the phone calls, the tours, it's
relationships.
It's not anything other thanyour ability to want to build
them, identify the need to buildthem, and to actually do it.
(01:51):
Make the effort to build them,right?
my goal is to inspire you toshift your focus from tasks and
outcomes to the relationshipsthat will drive long term
success, trust, and peace ofmind for you.
If your goal is to create agreat place to live and work,
(02:11):
your goal needs to be creatingrelationships.
I, when I was in the community,and even recently when this past
year, I visited quite a fewcommunities, imagine walking in
to a community the team feelsconnected.
(02:33):
The residents are happy.
The families trust that goodcare is being provided, not
perfect care, but good care.
And then you walk into acommunity where you feel
disjointedness.
people who aren't smiling.
(02:55):
You hear people calling out toeach other in a negative way,
and you don't feel as safe youdid at the other community.
What do you think the differenceis to me?
It's relationships.
I did visit and got to visit afew times, or at least my length
(03:19):
of stay was significant at 2different communities in 2024
with some projects that I wasworking on.
They were out of state and Iwalked into one of them and I
felt relationships instantly.
It was a veterans center.
(03:41):
You could tell everyone cared.
They were not perfect.
They certainly had the, some ofthe same issues that, that
multiple, that you and yourcommunity have that other people
have in their communities, butyou felt cohesiveness.
(04:04):
You felt relationships.
I knew.
With my work at the leaders atthe top level in the community
that they cared.
And I knew that when I walked inand I saw people who were
cleaning the walls, deliveringthe food, I knew that they cared
too.
And I knew that they knew thesupervisors cared.
(04:27):
the community was really brokenout too.
the administrator's offices werebehind a locked door.
It was.
It was not as open as somecommunities are, but still the
flow, the energy, theconnectedness of the community
was there and it wasn't aperfect community, but it was a
(04:50):
connected community.
The other community that I wentto was a great community.
It was a successful community.
It was a bigger community and Iknew instantly that the leader
of the larger community did nothave a relationship with the
(05:17):
frontline or the differentdepartments within that
community.
One of the leaders.
In that community had the mostresponsibility dealing with all
the emotions within thecommunity, dealing with all the
(05:38):
personalities of the community.
This leader was completelyweighed down and I could see it
instantly and the leader abovethis, the next rung up leader
did not understand all that wasput on the community.
(05:59):
This one person's plate and howoverwhelmed this one person was.
that's a disconnection.
That is not somewhere where wewant to be.
Now, this particular communitywas very large.
And so one person cannot manageall of the dynamics.
(06:24):
But one person was.
And I asked that one person, Whydon't you take this, all of this
to the executive to the leaderquote unquote inside the
community and the response wasIt will just come back to me.
(06:47):
And so then I discussed, I hada, to me, a very good coaching
moment with this overwhelmedleader who had a lot on their
plate.
And I just talked aboutrelationships and boundaries and
understanding why we do what wedo.
(07:11):
Why we overextend, why we allowcertain things, why do we allow
ourselves to make everyone'sproblem our own and not solve
our own problems first.
Right?
So, connection is more importantthan perfection.
(07:35):
Relationships are the reward,and I hope that by the end of
this episode, you'll gainclarity on why relationships
matter, how they drive yoursuccess, actionable ways to
nurture them.
it starts with you and yourrelationship with yourself.
(07:56):
If you want more freedom, if youwant more peace of mind, you
have to be aware of yourrelationship with yourself.
Are we being a super man tosomeone else?
And then being a martyr toourselves, right?
Are we getting everybody else'swork done and yet none of our
own?
(08:18):
And so I think it's reallyimportant for us To understand
relationships with ourself,along with relationships with
our residents, their families,our associates, our vendors, our
corporate office, and our stateregulators as well.
I believe in 2025 relationshipsneed to be our greatest focus in
(08:42):
leadership because relationshipsare the reward of our hard work
that starts with therelationship with yourself.
too many leaders focus onoutcomes instead of connections
and the disconnected community.
1 leader was focused solely onoutcomes and the other leader
(09:02):
was focused solely on justtrying to keep everything
together that outcomes were noteven on the list, which is a
problem.
we have to create a balance ofunderstanding relationships and
outcomes.
So how can we strategically.
(09:23):
Make relationships a priority,so we can hit the outcomes.
When we focus on occupancynumbers, quarterly targets, and
surveys, these are certainlydrivers of expectations.
That our corporate office or ourowners have of us, but the real
(09:47):
driver of success is therelationship ecosystem within
the community.
And I say that because you can'tdo it all.
you're the executive director,you can't be the memory care
program director, the activitiesdirector, the sales director,
the director of nursing.
(10:09):
At the same time, you can't dothat, but if you want better
outcomes, your relationshipswith those managers are very
important.
If you want better surveys, yourrelationships with those
managers and educating them andwalking through problems with
(10:29):
them and your relationship withthe surveyors, when they walk in
the community are all veryimportant.
You as a leader.
Whether I like to say anexecutive director, but if
you're an administrator, ifyou're a director of nursing,
I'm going to tell you this acommunity is just a community
until a great leader steps inand creates a great place to
(10:53):
live.
that's you have that opportunityto do that, but your
relationship with yourself, yourrelationship with success, your
relationship with yourresidents, their families, the
vendors, the associates, andyour corporate office all plays
(11:13):
a role.
In your success, if you don'thave a relationship with those
key stakeholders, you'reprobably not going to have a lot
of sustainable long termsuccess.
Long term success requires longterm employees, consistency,
credibility, trust.
All of that is required forsuccess and the best and easiest
(11:39):
way to create that successquickly.
And, authentically, is to buildtrust with your team, with your
families, and watch how theystart falling in line with your
vision.
When you build trust, you buildinfluence.
(12:03):
You have to be very clear onwhat is important to you.
are your leadership qualities,values, your purpose that drives
your motivation to be successfulinside of your community?
(12:24):
What can you be consistent withthat people can see and start
trusting you?
really important.
If your goal, the top goal thatyour company gives you is to
have, a plus four move in forthe month or for the quarter,
(12:45):
then if I'm an executivedirector, I'm going to start
communicating that to people andthen I'm going to start being
involved in tours, I'm going tostart meeting them.
I'm going to start trying tohelp solve the problems of those
prospects.
I'm going to introduce them tomy team and I'm going to show my
team that their engagement inthe tour is important because
(13:11):
they're important.
I'm going to use a tour toconnect to the families, to the
associates, to the salesperson,to the management team, because
those relationships areimportant because I understand
that my bottom line Is my frontline that the foundation of my
residence experience starts withmy caregivers, my housekeeper,
(13:35):
my servers.
All of that is very important.
And so, when I build trust, Ibuild success and that's very
important.
when you understand that trust.
Equals influence, Influence is alikability, know like and trust.
(13:56):
if I want to create influence.
for my leadership inside mycommunity.
They need to know that I knowwhat I'm doing.
They need to trust that I'mgoing to say what I'm going to
do and do what I'm going to say.
And they have to like me.
(14:17):
At some point, they have to finda way to like me or what I stand
for or the experiences that I'mgiving and that doesn't mean
they have to like me 100 percentof the time because that doesn't
happen, but they have to likesomething about my leadership,
(14:40):
the direction that I'm takingthe community, the way that I
say what I'm going to dosomething.
Because that's where influencestarts, the know, like, and
trust.
And when we start focusing onour own influence, who is
influencing us, where do we getour influence from?
(15:01):
I'm going to tell you this, andI'm going to tell you this over
and over again, that yourgreatest influence, you, for
you, is your mindset.
Every limitation, everyroadblock, every pushback, every
obstacle that's in our way, itstarts with you.
Can you overcome it?
Will you overcome it?
(15:22):
Are you allowing your storiesthat you tell yourself to
prevent you from moving forward?
Is it too hard?
Do you want to do it?
Do you believe you can do it?
Have you failed before?
All these are stories.
It doesn't matter what I do.
They're never going to do itanyways.
No one's going to work thisshift.
(15:43):
All of these are obstacles thatstart in your mind.
They're thoughts.
They're thoughts that lead toemotions.
They're emotions that lead toyour actions.
And then the action or theinaction that you do leads to
the results.
So you have to come to gripswith the relationship with you.
(16:06):
Your influences, so you can thencreate relationships with other
people, because let me tell yousomething.
It is hard out there in thecommunity.
Associates can be verychallenging sometimes.
Residents can be verychallenging sometimes.
(16:28):
Families can be very challengingsometimes, and there are days
where you are literally just hitconstantly with these
challenges.
And you start telling yourself alot of lies.
That you start believingultimately all you can do is
(16:51):
control the controllables.
And what are the controllables?
way you think, the way youreact, the way you respond, how
you follow up and followthrough.
How you react in a positive ornegative or educational way with
people.
(17:12):
All of these are very important.
These are the controllables thatyou can control, rather than
allowing people constantlydisappoint you, which happens
all the time.
if we are not careful, we willfind ourselves in a place of
(17:34):
great resentments.
And resentments, I define themas uncommunicated expectations.
And expectations can be yourbest friend, or they can be your
biggest enemy.
And when you have expectationsof other people, and they don't
meet them, What do you do?
(17:58):
do you start thinking?
Why do you have thoseexpectations?
What are the expectations thatyou have for your team?
Do they know them?
One of the most freeing mindsetshifts that I have had in my
life is to have highexpectations for myself,
(18:20):
reasonable expectations forothers.
I lose the expectation thatpeople are going to do things
like me, think things like me,solve the problems like me, all
of that I have lost and I havejust allowed, I've just let
them, right?
(18:42):
And so when I have zeroexpectations for someone else
except for the basicrequirements, of working inside
of a community.
Now I get to really startinfluencing the situation in a
powerful way because I didn'texpect them to be me.
I didn't expect them to solvethe problem the way that I
(19:05):
needed to.
I just expected them to show up,ask the questions or follow the
policy with a good attitude.
But when I don't expect The samelevel of commitment, follow up
and follow through, or maturityas me, I actually am able to see
(19:32):
a situation for what it is.
And I can start asking the rightquestions.
Now, I don't want you to getconfused because we still have
to have expectations for people.
But what are those expectations?
what are realistic expectationsto have when we put expectations
(19:53):
on people that are up to ourstandard?
Do we even live up to ourstandard?
if we don't live up to ourstandard, are they living up to
what standard?
And then are they these negativeemotions, this negative energy
that's being created becausesomebody else didn't live up to
(20:16):
our expectations.
Do we even know?
Is that their fault?
1 of the best things that youcan do to influence your mindset
is to figure out what are yourexpectations for people?
What are the expectations foryourself?
Because when you can definethose, that's when you have the
(20:38):
influence.
for example, when I started tolet people and now granted, I
don't all I'm not always greatat this.
I'm better than I have beenthere are some people in my life
that I constantly let them Bewho they are.
I'm not gonna try to changethem.
I'm gonna be here when they needme, but I release the control
(21:00):
that those, that the way theychoose to live their life has no
longer, has an effect on me.
Because I want to live a betterlife.
I want to live a more peacefullife.
But then there are people that Ido for some reason, still try to
influence in, a controlling kindof way that I have to constantly
(21:21):
remind myself.
You are not in control.
You are just scared.
You are fearful ofuncertainties.
You are scared of what Could orcould not happen and you have no
control over that result anyway,so just allow it to happen.
(21:42):
But when I think back inside ofa community and I started
exercising this, understandingwhat resentments really were
controlling me and why, I had torealize what are the basic
expectations that I have forpeople.
What are they?
Obviously the policy andprocedures, those are basic.
(22:04):
The rules and the regs, thoseare basic.
But on top of that, what are theexpectations that I need my team
to know that are above basic andvery specific to me.
And then once I can identifythat, I needed to communicate
(22:26):
that to them.
So if you're a caregiver or ifyou're a server, if you were any
community associate in mycommunity, one of the basic
expectations that I expectedfrom you is to greet everyone
who walks in, every visitor,Every vendor, every person who
doesn't work there or even whodoes, I want you to make eye
(22:46):
contact with them and I want youto say, hello, how are you
today?
It is not okay if there is avisitor in our house and we do
not acknowledge them.
That was a, that was anexpectation for me.
Why was that an expectation forme?
Because I had too many peoplecome up to me and say, they
(23:07):
didn't even say hello when Iwalked in, or they started
complaining about things that.
Were not real problems.
The real problems were the lackof connection to the team.
And I knew that I needed to setmy team up for success.
And the way to do that was tohelp build relationships with
every single family member andvisitor in.
(23:30):
In the community now that has acouple of really beneficial,
outcomes here, because ifeverybody feels warm and fuzzy
when they walk in, guess whatthey're going to do when they
walk out, they're going to talkto somebody about it.
Right so it's really importantand it's also giving people.
(23:50):
that work in my community, theability to say, Hey, they like
me.
I feel good after I talked tothis person.
I have value.
I need to share more.
So those were basic expectationsbeside the policies and
procedures.
I expected people to walk in andintroduce themselves on a tour.
(24:11):
I expected people to say helloto me, to be polite.
and I stopped assuming andexpecting everybody to solve
problems, be outgoing,understand how to connect the
dots with the big picture.
And I started constantlyeducating people on how to do
(24:32):
that.
I realized that it was myresponsibility.
To educate people, to skill themup, and it was their
responsibility to implement itand practice.
And so we have to ask ourselveswhen we are feeling mad about
somebody not living up to ourexpectations, and we start
(24:54):
building that negative energyinside of us.
To take accountability and say,are they willing and do they
understand how to do it?
It's the will and the skillcomponent of leading and
training our team.
are they willing to do this?
Do they wanna do this?
(25:15):
Why are they not doing it?
And asking them, if you've knownthat you've educated them and
you've explained this and theyunderstand it, asking them in a
very empowering way.
I see you want to be successfulhere.
I see the dedication to yourteam.
What do you need to feelsuccessful in welcoming people
(25:38):
into the community or cominginto a tour?
What do you need from me becauseI want to make you as successful
as possible.
Our role as leaders is toeducate and empower, not to
control, Our teams benefit morefrom being led rather than being
(26:00):
controlled.
And that's hard.
I think coming from a person wholikes to control outcomes as
much as possible, that's a toughpill to swallow, but it's the
only way to create more peaceand freedom in your life.
I think it's important to notehere when we're talking about
(26:25):
control and expectations andinfluence and resentments that
policies and procedures, andeven the rules and the regs of
each state, they tell you whatyou have to do to be proactive
and they tell you what to dowhen you have to be reactive.
But they don't tell you that youhave to be perfect.
(26:48):
They don't tell you that youhave to work 24 hours a day, 7
days a week.
They tell you what you have todo each month, and then they
tell you how to respond whensomething goes awry, that you
couldn't control, because youdon't get to control everybody's
actions.
But you do have control over howyou respond, and how you
(27:11):
proactively communicate andempower your team.
And that's an importantdistinction and we get lost in
that because we try to controlas much as possible Because it's
what's what we're trained on howto do but we have to put that
energy of control into educationand empowerment and Identifying
(27:33):
who has the will and the skillwho has the will but needs the
skill and who doesn't have orwant either your role as a
leader isn't to do everythingyourself You It's to train,
empower, and let othersimplement uniquely.
And when you make relationshipsyour focus, understand that
(27:56):
leadership is about kindness andgenerosity.
And that it means that you pourinto people without any
expectation receiving anythingback because you poured into
them.
Because when you create aleader, you impact the world.
And when you Teach people how tobecome better leaders.
(28:20):
Yeah.
Maybe they'll leave.
Yeah, but you're going to havethem in your community for as
long as they're going to bethere.
And if you want peace andfreedom, the better your leaders
are, the better peace andfreedom that you're going to
have in your life.
It's just this cycle ofsignificance and impact.
And if that's what you want,freedom, peace of mind, a life,
(28:44):
some kind of pattern, balance oflife, in your world, then the
more you proactively empower andlead and develop relationships,
the more you will have of whatyou want.
When you give what youdesperately need and what you
want, you will see it return.
(29:04):
I promise you it has happenedover and over.
Your mindset and your generosityset the tone for your team's
culture and success.
Culture starts with you as aleader.
Whether you're the departmenthead leader, whether you're the
executive director, whetheryou're the regional director, it
(29:25):
doesn't matter.
Your company can have a culture,but the culture inside of your
community, inside of yourdepartment starts with you.
Know your values, know what'simportant to you, and build
relationships.
Give without expectation, andbelieve me, it will come back.
Every seed you sow will reap aharvest in some way when the
(29:49):
timing is perfect.
I promise you that is aprinciple in life that I have
seen work over and over in mylife.
Three key strategies that isreally real important when you
are trying to invest inrelationships in order to
control less.
(30:09):
Not every problem is yours tosolve.
Train them, advise them, and letthem own their work.
That is so hard.
But as a leader, and even from aleadership principle, and I'm
sure as a regulatory principleinside of your state, an
administrator's responsibilityis to oversee the community.
(30:31):
It is not to do everythinglisted.
It's your job to know if there'sa fire drill done that month and
what shift it's on.
It's your job to know if thefire extinguishers have been
checked.
It's not necessarily your job todo them unless you, your
maintenance director or someonein that department is absent or
(30:53):
you don't have one and it isyour job.
It's your job to know and ensureit's been done.
It's not your job to necessarilydo it.
Train people, advise them, letthem own their work, and review
it.
The more that people can do, thebetter off your entire community
(31:13):
is.
It's okay that you're not partof every problem.
And when a family member or aresident comes up to you and
says, Wow, so and so did such agreat job, you say, I know, I
heard about it, I believed inthem, and I'm proud of them.
And now trust has been built.
In your leadership and in yourother associates, other
(31:35):
leadership associates work.
And that is very important.
Feedback is not an attack.
is not an attack.
Okay.
that over and over again.
Feedback is someone'sperspective.
It's not a verdict on yourworth.
So take what helps you grow.
(31:55):
Take the perspective of, oh, Ididn't see it that way.
Oh, okay, I can understand itthat from a little different
from a different context andleave the rest.
There are going to be a lot ofpeople who give feedback in a
very demeaning way.
It's not about you.
I promise you it's not aboutyou.
It's about them.
(32:15):
Those projections, that tone ofvoice, the way they respond,
it's not about you.
So take the words, leave thetone, take the perspective.
It helps you grow and leave therest.
Your worth is the same whetheryou work there, whether they
(32:36):
spoke to you that way, whetheryou're successful or you're not.
You just have to grow and learn,take your licks, and keep going.
And also set boundaries.
believe I let people talk to mein a way too much I understood
this concept, and so I sat inconversations in disrespect that
(32:58):
I should not have, too often.
And that is something that Iwould go back and change.
I would set the tone very earlythat I will not be spoken to
this way.
I will listen to you, I willvalidate you, and I will
understand that this is a verytough conversation to have.
But I will not be degraded, andI will not be spoken to in this
(33:21):
way.
Feedback is vulnerable.
It's very hard to hear where wewent wrong, what we could do
better, or even if we're doinggreat.
But allow the discomfort as longas it's respectful.
Take what propels you to growthe perspective of growth and
(33:43):
leave the disrespect at the doorbecause maybe you messed up.
Maybe you forgot something.
Maybe you deserved thisconversation, but it doesn't
change your worth.
It just changes how you go aboutcertain things.
allow for grace and chaos.
Look, things are gonna go offcourse.
I could sit here and tell youwhat to do every day.
(34:05):
I could sit here and tell you towake up at 5 a.
m.
And do this thing and do thatthing and you know plan this and
plan that.
But then there are days thatjust come and destroy every plan
you ever had.
that's normal.
sometimes there's weeks likethat, and sometimes there's
months like that.
(34:27):
if you have a huge move inmonth, there's probably not much
that you're going to get donebesides managing all of these
move ins to make them happen ina successful way.
And that's okay.
when things even out and you areback and fresh minded and ready
(34:47):
to get back on track, get backon track.
that's important.
Don't lose track, just get backon track, right?
These strategies I have learnedfrees mental energy, it builds
trust, and it powers your team.
When you control less, youempower more when you understand
(35:11):
why you have this desire tocontrol to solve every problem
to not allow feedback in yourlife and why you're so hard on
yourself instead of allowing forgrace and chaos, you'll realize
that it's more of a selfpreservation protection
mechanism than it is anythingelse.
(35:34):
Protecting ourselves to thepoint of not feeling discomfort
only hurts us in the long run.
And that's really important tounderstand.
so if we are building and makingrelationships a priority,
including the relationship withourselves, you have to become
(35:55):
likeable.
at some point people followpeople they like they know and
trust and if you want influenceyou have to be likable But how
do you become likable?
You have to like people more youhave to Literally make an effort
to get to know people and likethem even the most difficult
(36:17):
Resident even the most difficultassociate who never looks at you
who scowls at you You have tolike them.
You have to like them make it agame You Bring them a drink, ask
them their favorite candy bar,tell them they're valuable, tell
them thank you, whatever it is,break through the barrier,
(36:40):
because in order to become morelikable, you have to be a better
liker.
They have to like you, look themin their eyes, say hello, smile
for no reason, see them everyday.
They're there.
It works.
I promise you it works.
When you build relationshipswithout an agenda.
(37:01):
Influence naturally grows.
You have no other reason than tosay hello to them.
Beside the fact that you want tomake sure that you're fully
staffed for the day in thatdepartment.
I get that.
But, Maybe they don't feelvaluable at all and the manager
or the executive director comesto them every day and says hello
(37:23):
or thank you.
Or I see what you did here forno other reason except to build
trust and connection, right?
And if they can start puttingtheir defenses down and start
building a relationship withyou, then that means they're
building a relationship withresidents and their families.
They're creating loyalty and allof a sudden we're going to start
(37:43):
seeing a huge increase in listenmore when you're walking around
and rounding in your community,ask yourself, am I trying to
manage them or am I trying tobuild a connection?
There should be very strategicand intentional walk around the
(38:05):
community where you're justbuilding connection, where
you're not managing unless yousee something that's really
important.
And obviously you're going tohave to do something about that,
but.
In the morning, I am buildingconnection.
In the afternoon, I'm going towalk around and see what's going
on.
Or opposite, right?
Try to say, this walk around isfor connection.
(38:27):
This other walk around will befor management, if need be.
The best leaders, in my opinion,create environments where people
feel seen, heard, and valued.
And that's where true successhappens.
Seen, heard, and valued cancreate positive energy, Being
seen, heard, and valued cancreate deep loyalty and
(38:50):
influence inside of yourcommunity and it's important for
you to grow those seeds becausewhen they feel seen, heard, and
valued, guess what happens?
You feel seen, heard, andvalued.
So let me ask you this questionas we wrap up.
(39:12):
What is one relationship in yourcommunity?
One resident, associate, orfamily that needs more of your
attention and care this week?
The most cantankerous, ones thatare in hospital in and out, ones
that you feel like areunapproachable now.
(39:34):
Maybe some bridges need to berebuilt.
What is one relationship thatyou can say, I'm going to throw
away any expectation that Ihave, I'm going to be
vulnerable, authentic, and I'mgoing to connect with this
person, this family, thisassociate, this department,
right?
Is there an opportunity therefor that?
(39:58):
And if there is, make it a pointto do that.
Seen, heard, and valued.
Feedback.
It's not a verdict on yourworth.
It's a perspective that you needto grow.
And that's really important.
So thank you today for joiningme today.
Thank you for your downloads.
Thank you for your time.
Your time and attention are twoof the most important assets
(40:20):
that you have.
And so you gave that to metoday.
And so I greatly appreciate it.
If this episode resonates withyou, please share it with a
teammate, an associate or anyonethat you think could benefit
from the content.
And if you haven't already.
Leave a review on your favoritepodcast platform or on my
LinkedIn page.
(40:41):
Your feedback is very importantto me as a listener, a
perspective of growth.
I'm doing these individual soloepisodes because of some of the
feedback that I received that Ivalue so highly.
So thank you.
We're going to take a deeperdive in the month of January in
2025 and about mindsetboundaries and energy.
And really the goal of creatingrelationships, stronger
(41:06):
relationships inside of ourcommunity so we can have
sustainable success.
Thank you, and as always, aspirefor more for you.
Hi, I want to say wow and thank you.
(00:05):
last week, the first week inJanuary, I had over 500 episodes
downloaded, which came as quitethe surprise for me.
So thank you.
The majority of those episodeswere listened to the 12 steps
and recovering from burnout,which, to me, is a very personal
(00:27):
episode it's certainly apersonal episode for an award
good of who was my guest and,over 100 listened to my solo
episode of answering vulnerablequestions and honestly, I
thought no 1 would listen tothat episode.
So I got really vulnerable andit was really helpful for me,
(00:48):
it's certainly.
Shocked me that so many peoplelisten to it.
it's scary and thrilling all atthe same time.
So I just want to say thank you.
I appreciate that.
it was a shock to see andsomething I'm absolutely very
proud of as well.
(01:09):
I want to get into today'sepisode where the title is,
we're focusing on the wrongthings, plain and simple.
And my main message isrelationships are the reward
inside of a senior livingcommunity, inside of a company
where you have to manage people.
It's Relationships are thereward.
(01:31):
Relationships gets you theoccupancy, relationships gets
you the NOI goal, the referrals,the phone calls, the tours, it's
relationships.
It's not anything other thanyour ability to want to build
them, identify the need to buildthem, and to actually do it.
(01:51):
Make the effort to build them,right?
my goal is to inspire you toshift your focus from tasks and
outcomes to the relationshipsthat will drive long term
success, trust, and peace ofmind for you.
If your goal is to create agreat place to live and work,
(02:11):
your goal needs to be creatingrelationships.
I, when I was in the community,and even recently when this past
year, I visited quite a fewcommunities, imagine walking in
to a community the team feelsconnected.
(02:33):
The residents are happy.
The families trust that goodcare is being provided, not
perfect care, but good care.
And then you walk into acommunity where you feel
disjointedness.
people who aren't smiling.
(02:55):
You hear people calling out toeach other in a negative way,
and you don't feel as safe youdid at the other community.
What do you think the differenceis to me?
It's relationships.
I did visit and got to visit afew times, or at least my length
(03:19):
of stay was significant at 2different communities in 2024
with some projects that I wasworking on.
They were out of state and Iwalked into one of them and I
felt relationships instantly.
It was a veterans center.
(03:41):
You could tell everyone cared.
They were not perfect.
They certainly had the, some ofthe same issues that, that
multiple, that you and yourcommunity have that other people
have in their communities, butyou felt cohesiveness.
(04:04):
You felt relationships.
I knew.
With my work at the leaders atthe top level in the community
that they cared.
And I knew that when I walked inand I saw people who were
cleaning the walls, deliveringthe food, I knew that they cared
too.
And I knew that they knew thesupervisors cared.
(04:27):
the community was really brokenout too.
the administrator's offices werebehind a locked door.
It was.
It was not as open as somecommunities are, but still the
flow, the energy, theconnectedness of the community
was there and it wasn't aperfect community, but it was a
(04:50):
connected community.
The other community that I wentto was a great community.
It was a successful community.
It was a bigger community and Iknew instantly that the leader
of the larger community did nothave a relationship with the
(05:17):
frontline or the differentdepartments within that
community.
One of the leaders.
In that community had the mostresponsibility dealing with all
the emotions within thecommunity, dealing with all the
(05:38):
personalities of the community.
This leader was completelyweighed down and I could see it
instantly and the leader abovethis, the next rung up leader
did not understand all that wasput on the community.
(05:59):
This one person's plate and howoverwhelmed this one person was.
that's a disconnection.
That is not somewhere where wewant to be.
Now, this particular communitywas very large.
And so one person cannot manageall of the dynamics.
(06:24):
But one person was.
And I asked that one person, Whydon't you take this, all of this
to the executive to the leaderquote unquote inside the
community and the response wasIt will just come back to me.
(06:47):
And so then I discussed, I hada, to me, a very good coaching
moment with this overwhelmedleader who had a lot on their
plate.
And I just talked aboutrelationships and boundaries and
understanding why we do what wedo.
(07:11):
Why we overextend, why we allowcertain things, why do we allow
ourselves to make everyone'sproblem our own and not solve
our own problems first.
Right?
So, connection is more importantthan perfection.
(07:35):
Relationships are the reward,and I hope that by the end of
this episode, you'll gainclarity on why relationships
matter, how they drive yoursuccess, actionable ways to
nurture them.
it starts with you and yourrelationship with yourself.
(07:56):
If you want more freedom, if youwant more peace of mind, you
have to be aware of yourrelationship with yourself.
Are we being a super man tosomeone else?
And then being a martyr toourselves, right?
Are we getting everybody else'swork done and yet none of our
own?
(08:18):
And so I think it's reallyimportant for us To understand
relationships with ourself,along with relationships with
our residents, their families,our associates, our vendors, our
corporate office, and our stateregulators as well.
I believe in 2025 relationshipsneed to be our greatest focus in
(08:42):
leadership because relationshipsare the reward of our hard work
that starts with therelationship with yourself.
too many leaders focus onoutcomes instead of connections
and the disconnected community.
1 leader was focused solely onoutcomes and the other leader
(09:02):
was focused solely on justtrying to keep everything
together that outcomes were noteven on the list, which is a
problem.
we have to create a balance ofunderstanding relationships and
outcomes.
So how can we strategically.
(09:23):
Make relationships a priority,so we can hit the outcomes.
When we focus on occupancynumbers, quarterly targets, and
surveys, these are certainlydrivers of expectations.
That our corporate office or ourowners have of us, but the real
(09:47):
driver of success is therelationship ecosystem within
the community.
And I say that because you can'tdo it all.
you're the executive director,you can't be the memory care
program director, the activitiesdirector, the sales director,
the director of nursing.
(10:09):
At the same time, you can't dothat, but if you want better
outcomes, your relationshipswith those managers are very
important.
If you want better surveys, yourrelationships with those
managers and educating them andwalking through problems with
(10:29):
them and your relationship withthe surveyors, when they walk in
the community are all veryimportant.
You as a leader.
Whether I like to say anexecutive director, but if
you're an administrator, ifyou're a director of nursing,
I'm going to tell you this acommunity is just a community
until a great leader steps inand creates a great place to
(10:53):
live.
that's you have that opportunityto do that, but your
relationship with yourself, yourrelationship with success, your
relationship with yourresidents, their families, the
vendors, the associates, andyour corporate office all plays
(11:13):
a role.
In your success, if you don'thave a relationship with those
key stakeholders, you'reprobably not going to have a lot
of sustainable long termsuccess.
Long term success requires longterm employees, consistency,
credibility, trust.
All of that is required forsuccess and the best and easiest
(11:39):
way to create that successquickly.
And, authentically, is to buildtrust with your team, with your
families, and watch how theystart falling in line with your
vision.
When you build trust, you buildinfluence.
(12:03):
You have to be very clear onwhat is important to you.
are your leadership qualities,values, your purpose that drives
your motivation to be successfulinside of your community?
(12:24):
What can you be consistent withthat people can see and start
trusting you?
really important.
If your goal, the top goal thatyour company gives you is to
have, a plus four move in forthe month or for the quarter,
(12:45):
then if I'm an executivedirector, I'm going to start
communicating that to people andthen I'm going to start being
involved in tours, I'm going tostart meeting them.
I'm going to start trying tohelp solve the problems of those
prospects.
I'm going to introduce them tomy team and I'm going to show my
team that their engagement inthe tour is important because
(13:11):
they're important.
I'm going to use a tour toconnect to the families, to the
associates, to the salesperson,to the management team, because
those relationships areimportant because I understand
that my bottom line Is my frontline that the foundation of my
residence experience starts withmy caregivers, my housekeeper,
(13:35):
my servers.
All of that is very important.
And so, when I build trust, Ibuild success and that's very
important.
when you understand that trust.
Equals influence, Influence is alikability, know like and trust.
(13:56):
if I want to create influence.
for my leadership inside mycommunity.
They need to know that I knowwhat I'm doing.
They need to trust that I'mgoing to say what I'm going to
do and do what I'm going to say.
And they have to like me.
(14:17):
At some point, they have to finda way to like me or what I stand
for or the experiences that I'mgiving and that doesn't mean
they have to like me 100 percentof the time because that doesn't
happen, but they have to likesomething about my leadership,
(14:40):
the direction that I'm takingthe community, the way that I
say what I'm going to dosomething.
Because that's where influencestarts, the know, like, and
trust.
And when we start focusing onour own influence, who is
influencing us, where do we getour influence from?
(15:01):
I'm going to tell you this, andI'm going to tell you this over
and over again, that yourgreatest influence, you, for
you, is your mindset.
Every limitation, everyroadblock, every pushback, every
obstacle that's in our way, itstarts with you.
Can you overcome it?
Will you overcome it?
(15:22):
Are you allowing your storiesthat you tell yourself to
prevent you from moving forward?
Is it too hard?
Do you want to do it?
Do you believe you can do it?
Have you failed before?
All these are stories.
It doesn't matter what I do.
They're never going to do itanyways.
No one's going to work thisshift.
(15:43):
All of these are obstacles thatstart in your mind.
They're thoughts.
They're thoughts that lead toemotions.
They're emotions that lead toyour actions.
And then the action or theinaction that you do leads to
the results.
So you have to come to gripswith the relationship with you.
(16:06):
Your influences, so you can thencreate relationships with other
people, because let me tell yousomething.
It is hard out there in thecommunity.
Associates can be verychallenging sometimes.
Residents can be verychallenging sometimes.
(16:28):
Families can be very challengingsometimes, and there are days
where you are literally just hitconstantly with these
challenges.
And you start telling yourself alot of lies.
That you start believingultimately all you can do is
(16:51):
control the controllables.
And what are the controllables?
way you think, the way youreact, the way you respond, how
you follow up and followthrough.
How you react in a positive ornegative or educational way with
people.
(17:12):
All of these are very important.
These are the controllables thatyou can control, rather than
allowing people constantlydisappoint you, which happens
all the time.
if we are not careful, we willfind ourselves in a place of
(17:34):
great resentments.
And resentments, I define themas uncommunicated expectations.
And expectations can be yourbest friend, or they can be your
biggest enemy.
And when you have expectationsof other people, and they don't
meet them, What do you do?
(17:58):
do you start thinking?
Why do you have thoseexpectations?
What are the expectations thatyou have for your team?
Do they know them?
One of the most freeing mindsetshifts that I have had in my
life is to have highexpectations for myself,
(18:20):
reasonable expectations forothers.
I lose the expectation thatpeople are going to do things
like me, think things like me,solve the problems like me, all
of that I have lost and I havejust allowed, I've just let
them, right?
(18:42):
And so when I have zeroexpectations for someone else
except for the basicrequirements, of working inside
of a community.
Now I get to really startinfluencing the situation in a
powerful way because I didn'texpect them to be me.
I didn't expect them to solvethe problem the way that I
(19:05):
needed to.
I just expected them to show up,ask the questions or follow the
policy with a good attitude.
But when I don't expect The samelevel of commitment, follow up
and follow through, or maturityas me, I actually am able to see
(19:32):
a situation for what it is.
And I can start asking the rightquestions.
Now, I don't want you to getconfused because we still have
to have expectations for people.
But what are those expectations?
what are realistic expectationsto have when we put expectations
(19:53):
on people that are up to ourstandard?
Do we even live up to ourstandard?
if we don't live up to ourstandard, are they living up to
what standard?
And then are they these negativeemotions, this negative energy
that's being created becausesomebody else didn't live up to
(20:16):
our expectations.
Do we even know?
Is that their fault?
1 of the best things that youcan do to influence your mindset
is to figure out what are yourexpectations for people?
What are the expectations foryourself?
Because when you can definethose, that's when you have the
(20:38):
influence.
for example, when I started tolet people and now granted, I
don't all I'm not always greatat this.
I'm better than I have beenthere are some people in my life
that I constantly let them Bewho they are.
I'm not gonna try to changethem.
I'm gonna be here when they needme, but I release the control
(21:00):
that those, that the way theychoose to live their life has no
longer, has an effect on me.
Because I want to live a betterlife.
I want to live a more peacefullife.
But then there are people that Ido for some reason, still try to
influence in, a controlling kindof way that I have to constantly
(21:21):
remind myself.
You are not in control.
You are just scared.
You are fearful ofuncertainties.
You are scared of what Could orcould not happen and you have no
control over that result anyway,so just allow it to happen.
(21:42):
But when I think back inside ofa community and I started
exercising this, understandingwhat resentments really were
controlling me and why, I had torealize what are the basic
expectations that I have forpeople.
What are they?
Obviously the policy andprocedures, those are basic.
(22:04):
The rules and the regs, thoseare basic.
But on top of that, what are theexpectations that I need my team
to know that are above basic andvery specific to me.
And then once I can identifythat, I needed to communicate
(22:26):
that to them.
So if you're a caregiver or ifyou're a server, if you were any
community associate in mycommunity, one of the basic
expectations that I expectedfrom you is to greet everyone
who walks in, every visitor,Every vendor, every person who
doesn't work there or even whodoes, I want you to make eye
(22:46):
contact with them and I want youto say, hello, how are you
today?
It is not okay if there is avisitor in our house and we do
not acknowledge them.
That was a, that was anexpectation for me.
Why was that an expectation forme?
Because I had too many peoplecome up to me and say, they
(23:07):
didn't even say hello when Iwalked in, or they started
complaining about things that.
Were not real problems.
The real problems were the lackof connection to the team.
And I knew that I needed to setmy team up for success.
And the way to do that was tohelp build relationships with
every single family member andvisitor in.
(23:30):
In the community now that has acouple of really beneficial,
outcomes here, because ifeverybody feels warm and fuzzy
when they walk in, guess whatthey're going to do when they
walk out, they're going to talkto somebody about it.
Right so it's really importantand it's also giving people.
(23:50):
that work in my community, theability to say, Hey, they like
me.
I feel good after I talked tothis person.
I have value.
I need to share more.
So those were basic expectationsbeside the policies and
procedures.
I expected people to walk in andintroduce themselves on a tour.
(24:11):
I expected people to say helloto me, to be polite.
and I stopped assuming andexpecting everybody to solve
problems, be outgoing,understand how to connect the
dots with the big picture.
And I started constantlyeducating people on how to do
(24:32):
that.
I realized that it was myresponsibility.
To educate people, to skill themup, and it was their
responsibility to implement itand practice.
And so we have to ask ourselveswhen we are feeling mad about
somebody not living up to ourexpectations, and we start
(24:54):
building that negative energyinside of us.
To take accountability and say,are they willing and do they
understand how to do it?
It's the will and the skillcomponent of leading and
training our team.
are they willing to do this?
Do they wanna do this?
(25:15):
Why are they not doing it?
And asking them, if you've knownthat you've educated them and
you've explained this and theyunderstand it, asking them in a
very empowering way.
I see you want to be successfulhere.
I see the dedication to yourteam.
What do you need to feelsuccessful in welcoming people
(25:38):
into the community or cominginto a tour?
What do you need from me becauseI want to make you as successful
as possible.
Our role as leaders is toeducate and empower, not to
control, Our teams benefit morefrom being led rather than being
(26:00):
controlled.
And that's hard.
I think coming from a person wholikes to control outcomes as
much as possible, that's a toughpill to swallow, but it's the
only way to create more peaceand freedom in your life.
I think it's important to notehere when we're talking about
(26:25):
control and expectations andinfluence and resentments that
policies and procedures, andeven the rules and the regs of
each state, they tell you whatyou have to do to be proactive
and they tell you what to dowhen you have to be reactive.
But they don't tell you that youhave to be perfect.
(26:48):
They don't tell you that youhave to work 24 hours a day, 7
days a week.
They tell you what you have todo each month, and then they
tell you how to respond whensomething goes awry, that you
couldn't control, because youdon't get to control everybody's
actions.
But you do have control over howyou respond, and how you
(27:11):
proactively communicate andempower your team.
And that's an importantdistinction and we get lost in
that because we try to controlas much as possible Because it's
what's what we're trained on howto do but we have to put that
energy of control into educationand empowerment and Identifying
(27:33):
who has the will and the skillwho has the will but needs the
skill and who doesn't have orwant either your role as a
leader isn't to do everythingyourself You It's to train,
empower, and let othersimplement uniquely.
And when you make relationshipsyour focus, understand that
(27:56):
leadership is about kindness andgenerosity.
And that it means that you pourinto people without any
expectation receiving anythingback because you poured into
them.
Because when you create aleader, you impact the world.
And when you Teach people how tobecome better leaders.
(28:20):
Yeah.
Maybe they'll leave.
Yeah, but you're going to havethem in your community for as
long as they're going to bethere.
And if you want peace andfreedom, the better your leaders
are, the better peace andfreedom that you're going to
have in your life.
It's just this cycle ofsignificance and impact.
And if that's what you want,freedom, peace of mind, a life,
(28:44):
some kind of pattern, balance oflife, in your world, then the
more you proactively empower andlead and develop relationships,
the more you will have of whatyou want.
When you give what youdesperately need and what you
want, you will see it return.
(29:04):
I promise you it has happenedover and over.
Your mindset and your generosityset the tone for your team's
culture and success.
Culture starts with you as aleader.
Whether you're the departmenthead leader, whether you're the
executive director, whetheryou're the regional director, it
(29:25):
doesn't matter.
Your company can have a culture,but the culture inside of your
community, inside of yourdepartment starts with you.
Know your values, know what'simportant to you, and build
relationships.
Give without expectation, andbelieve me, it will come back.
Every seed you sow will reap aharvest in some way when the
(29:49):
timing is perfect.
I promise you that is aprinciple in life that I have
seen work over and over in mylife.
Three key strategies that isreally real important when you
are trying to invest inrelationships in order to
control less.
(30:09):
Not every problem is yours tosolve.
Train them, advise them, and letthem own their work.
That is so hard.
But as a leader, and even from aleadership principle, and I'm
sure as a regulatory principleinside of your state, an
administrator's responsibilityis to oversee the community.
(30:31):
It is not to do everythinglisted.
It's your job to know if there'sa fire drill done that month and
what shift it's on.
It's your job to know if thefire extinguishers have been
checked.
It's not necessarily your job todo them unless you, your
maintenance director or someonein that department is absent or
(30:53):
you don't have one and it isyour job.
It's your job to know and ensureit's been done.
It's not your job to necessarilydo it.
Train people, advise them, letthem own their work, and review
it.
The more that people can do, thebetter off your entire community
(31:13):
is.
It's okay that you're not partof every problem.
And when a family member or aresident comes up to you and
says, Wow, so and so did such agreat job, you say, I know, I
heard about it, I believed inthem, and I'm proud of them.
And now trust has been built.
In your leadership and in yourother associates, other
(31:35):
leadership associates work.
And that is very important.
Feedback is not an attack.
is not an attack.
Okay.
that over and over again.
Feedback is someone'sperspective.
It's not a verdict on yourworth.
So take what helps you grow.
(31:55):
Take the perspective of, oh, Ididn't see it that way.
Oh, okay, I can understand itthat from a little different
from a different context andleave the rest.
There are going to be a lot ofpeople who give feedback in a
very demeaning way.
It's not about you.
I promise you it's not aboutyou.
It's about them.
(32:15):
Those projections, that tone ofvoice, the way they respond,
it's not about you.
So take the words, leave thetone, take the perspective.
It helps you grow and leave therest.
Your worth is the same whetheryou work there, whether they
(32:36):
spoke to you that way, whetheryou're successful or you're not.
You just have to grow and learn,take your licks, and keep going.
And also set boundaries.
believe I let people talk to mein a way too much I understood
this concept, and so I sat inconversations in disrespect that
(32:58):
I should not have, too often.
And that is something that Iwould go back and change.
I would set the tone very earlythat I will not be spoken to
this way.
I will listen to you, I willvalidate you, and I will
understand that this is a verytough conversation to have.
But I will not be degraded, andI will not be spoken to in this
(33:21):
way.
Feedback is vulnerable.
It's very hard to hear where wewent wrong, what we could do
better, or even if we're doinggreat.
But allow the discomfort as longas it's respectful.
Take what propels you to growthe perspective of growth and
(33:43):
leave the disrespect at the doorbecause maybe you messed up.
Maybe you forgot something.
Maybe you deserved thisconversation, but it doesn't
change your worth.
It just changes how you go aboutcertain things.
allow for grace and chaos.
Look, things are gonna go offcourse.
I could sit here and tell youwhat to do every day.
(34:05):
I could sit here and tell you towake up at 5 a.
m.
And do this thing and do thatthing and you know plan this and
plan that.
But then there are days thatjust come and destroy every plan
you ever had.
that's normal.
sometimes there's weeks likethat, and sometimes there's
months like that.
(34:27):
if you have a huge move inmonth, there's probably not much
that you're going to get donebesides managing all of these
move ins to make them happen ina successful way.
And that's okay.
when things even out and you areback and fresh minded and ready
(34:47):
to get back on track, get backon track.
that's important.
Don't lose track, just get backon track, right?
These strategies I have learnedfrees mental energy, it builds
trust, and it powers your team.
When you control less, youempower more when you understand
(35:11):
why you have this desire tocontrol to solve every problem
to not allow feedback in yourlife and why you're so hard on
yourself instead of allowing forgrace and chaos, you'll realize
that it's more of a selfpreservation protection
mechanism than it is anythingelse.
(35:34):
Protecting ourselves to thepoint of not feeling discomfort
only hurts us in the long run.
And that's really important tounderstand.
so if we are building and makingrelationships a priority,
including the relationship withourselves, you have to become
(35:55):
likeable.
at some point people followpeople they like they know and
trust and if you want influenceyou have to be likable But how
do you become likable?
You have to like people more youhave to Literally make an effort
to get to know people and likethem even the most difficult
(36:17):
Resident even the most difficultassociate who never looks at you
who scowls at you You have tolike them.
You have to like them make it agame You Bring them a drink, ask
them their favorite candy bar,tell them they're valuable, tell
them thank you, whatever it is,break through the barrier,
(36:40):
because in order to become morelikable, you have to be a better
liker.
They have to like you, look themin their eyes, say hello, smile
for no reason, see them everyday.
They're there.
It works.
I promise you it works.
When you build relationshipswithout an agenda.
(37:01):
Influence naturally grows.
You have no other reason than tosay hello to them.
Beside the fact that you want tomake sure that you're fully
staffed for the day in thatdepartment.
I get that.
But, Maybe they don't feelvaluable at all and the manager
or the executive director comesto them every day and says hello
(37:23):
or thank you.
Or I see what you did here forno other reason except to build
trust and connection, right?
And if they can start puttingtheir defenses down and start
building a relationship withyou, then that means they're
building a relationship withresidents and their families.
They're creating loyalty and allof a sudden we're going to start
(37:43):
seeing a huge increase in listenmore when you're walking around
and rounding in your community,ask yourself, am I trying to
manage them or am I trying tobuild a connection?
There should be very strategicand intentional walk around the
(38:05):
community where you're justbuilding connection, where
you're not managing unless yousee something that's really
important.
And obviously you're going tohave to do something about that,
but.
In the morning, I am buildingconnection.
In the afternoon, I'm going towalk around and see what's going
on.
Or opposite, right?
Try to say, this walk around isfor connection.
(38:27):
This other walk around will befor management, if need be.
The best leaders, in my opinion,create environments where people
feel seen, heard, and valued.
And that's where true successhappens.
Seen, heard, and valued cancreate positive energy, Being
seen, heard, and valued cancreate deep loyalty and
(38:50):
influence inside of yourcommunity and it's important for
you to grow those seeds becausewhen they feel seen, heard, and
valued, guess what happens?
You feel seen, heard, andvalued.
So let me ask you this questionas we wrap up.
(39:12):
What is one relationship in yourcommunity?
One resident, associate, orfamily that needs more of your
attention and care this week?
The most cantankerous, ones thatare in hospital in and out, ones
that you feel like areunapproachable now.
(39:34):
Maybe some bridges need to berebuilt.
What is one relationship thatyou can say, I'm going to throw
away any expectation that Ihave, I'm going to be
vulnerable, authentic, and I'mgoing to connect with this
person, this family, thisassociate, this department,
right?
Is there an opportunity therefor that?
(39:58):
And if there is, make it a pointto do that.
Seen, heard, and valued.
Feedback.
It's not a verdict on yourworth.
It's a perspective that you needto grow.
And that's really important.
So thank you today for joiningme today.
Thank you for your downloads.
Thank you for your time.
Your time and attention are twoof the most important assets
(40:20):
that you have.
And so you gave that to metoday.
And so I greatly appreciate it.
If this episode resonates withyou, please share it with a
teammate, an associate or anyonethat you think could benefit
from the content.
And if you haven't already.
Leave a review on your favoritepodcast platform or on my
LinkedIn page.
(40:41):
Your feedback is very importantto me as a listener, a
perspective of growth.
I'm doing these individual soloepisodes because of some of the
feedback that I received that Ivalue so highly.
So thank you.
We're going to take a deeperdive in the month of January in
2025 and about mindsetboundaries and energy.
And really the goal of creatingrelationships, stronger
(41:06):
relationships inside of ourcommunity so we can have
sustainable success.
Thank you, and as always, aspirefor more for you.
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