March 27, 2025 • 47 mins
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Unlocking Leadership Potential in Senior Living Through Coaching: Featuring Rose Signs
In this episode, Erin speaks with Rose Saenz, president and operations specialist at RevealSol, about the pivotal role of coaching in senior living leadership. They delve into their personal journeys, emphasizing the transformative impact of coaching on enhancing leadership skills, improving retention, and fostering growth in senior living communities. Rose and Erin share insights on overcoming challenges, the importance of investing in leadership development, and the benefits of coaching for both new and experienced leaders. They highlight the value of mentorship programs and the critical need for supportive structures within organizations to ensure long-term success.
00:00 Introduction to Senior Living Leadership
00:25 Meet Rose Signs: Expert in Senior Living Operations
01:19 The Importance of Coaching in Leadership
03:14 Personal Growth and Leadership Challenges
08:48 Investing in Team Members for Success
13:21 The Role of Regional Directors and Coaches
21:11 Overcoming Leadership Isolation
25:13 Celebrating Success and Motivation
26:28 Challenges in Healthcare Leadership
29:19 Balancing Personal and Professional Life
33:47 Coaching and Mentorship in Leadership
36:42 The Importance of Boundaries
40:58 Final Thoughts and Encouragement
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Erin (00:00):
Being a leader in senior living can be overwhelming
(00:03):
managers.
Well leaders walk into awhirlwind of responsibilities,
expectations, and challengeswithout always having the right
tools, guidance, or awareness ofwhere to spend their time and
energy.
That would be the mosteffective.
But what if the secret tolong-term success, retention,
and growth wasn't just abouttraining, but about.
(00:25):
Coaching Today, I am joined byRose Signs, an expert in senior
living operations to talk aboutwhy coaching matters and how it
can change the game for seniorliving leaders.
I am excited to dive into thisepisode.
Rose, thank you for being here.
Oh, hold on a second.
Did I say.
(00:46):
I did.
Okay.
I just said Rose saying.
Okay.
Alright Rose, thank you forbeing here.
You are the president andoperations specialist for Reveal
Soul.
You are in Texas.
I met you at Talla, TexasAssisted living last year and I
get to see that guys this year.
So excited.
Thank you for being here.
Rose (01:07):
Thank you, Erin.
first thank you for theopportunity to be here on your
podcast.
I truly find it very inspiring,so appreciate, appreciate it and
thanks for the invite.
Erin (01:19):
Absolutely.
I, I remember when I first metyou and being kind of new to
being on my own and, and seeingyou and.
Really in your element at theTexas Assisted Living
Association, I remember askingyou like questions like how do
you do it and what do you do?
And you know, all these things.
(01:39):
And I finally got the nerve toask you to be on here.
And I think it's reallyimportant, you know, to learn
from people who are doing itright, they've been doing it
longer mm-hmm.
That have the experience andthat are making a difference.
You know, making a differencefor the people that they serve,
which I think is really, reallyimportant.
Rose (01:59):
Well, I, I feel that way too.
I mean, we, I think all of ussomewhat feel that way.
You know, we're, we're lifelonglearners.
We're always trying to grow andimprove, and, and I felt the
connection when you and I firstmet that there truly was this m.
Kind of this internal fire toshare the knowledge that we have
(02:19):
to help others, maybe just toget over that hump that they may
be going through, that we'vealready gone through, and, and
so that they don't have to,almost like maybe with your own
children, right?
You just, you just don't wantthem to suffer through it like
you did.
so yeah, no, it was, it wasreally great.
Meeting at Talla and Talla is anamazing opportunity to be able
(02:40):
to network with so manyprofessional leaders in this
industry and to gain insightsand, and.
For your own personal growth anddevelopment.
I, I think that's why I'm socommitted to it too.
I just enjoy every moment beingthere and meeting people and
hearing their stories andrealizing, oh wow, I wasn't the
only one that went through that.
(03:01):
More common than not,
Erin (03:02):
I know there's something about validation, isn't it?
I mean, there really issomething about having somebody
say.
What you feel that maybe you,you were scared to say it out
loud.
And I think that is why coachingmatters.
I have invested in coaching inmyself.
and honestly, it changed thegame for me.
(03:24):
Mm-hmm.
It, it changed the game and Iwish I would've understood it
when I was inside the community,because it would've helped me
realize.
That I was putting myself in acage, you know, that I was, I
was doing a lot of the things tome that I thought other people
(03:46):
were because of the way that Iwas digesting things.
Yeah.
And perceiving things.
both (03:52):
Mm-hmm.
Erin (03:53):
do you see that a lot with people that you were working
with?
Like, do you see that they makeit harder for themselves
Rose (03:59):
than Of course.
Absolutely.
and I can say that for myself,the same vulnerability there,
like I was absolutely my ownworst enemy.
and I think, honestly, I feellike that can be a sign of a
good leader is someone who isputting that kind of pressure on
themselves and setting thoseexpectations high.
(04:20):
Because you do expect better ofyourself, and you expect to be
able to, lead this team intosuccess and there's so much
weight that you're carrying onyour shoulders.
So it's, it's no wonder thatwe're gonna beat ourselves up
and say, oh, I could have donethat different, I could have
handled that employee different.
I could have handled that familysituation different.
(04:41):
so yes, I, I saw it in myself alot.
And like you, I.
I was fortunate enough also tohave a coach that helped me get
over my own self detriment.
but it didn't come without cost.
Like I had to go through as anew leader myself when I was
(05:01):
first in the role in seniorliving, which it's been 25 years
now in senior living, a littleover 25 years.
and so I came into it veryyoung, very naive, and really.
It was by chance that someonetook an opportunity to on me,
like they took a chance on meand said, Hey Rose, yeah, you're
(05:22):
young, but you seem like you'rebright and here here's this, you
know, multimillion dollarbuilding that you're gonna run.
And I'm sitting back going, ohmy gosh.
I really need to take this andtake charge and go.
And I went with the tools that Ihad in my head of what I thought
were the right things to do,which is basically a lot of that
comes from your upbringing, fromyour own, you know, kind of,
(05:44):
knowledge that you gained as ayoung child of how to manage
people, how to communicate andall that.
If you didn't have theadditional training, like me, I
didn't have, the additionaltraining that you get when you
go to college.
I had a nursing license, but Ididn't have a degree, and so I,
I just didn't have those extratools to coach me.
(06:08):
I had to learn it the hard way.
And so I brought in all thosepreconceived ideas of, well, you
know, work ethic, it, everybodyshould have it the same way I
do.
Thinking that's the way itworks, and culture that
everybody should, you know,really respect others the way
that I do.
'cause that's the way I wastaught.
And of course I was absolutelywrong and I fell flat on my face
(06:30):
and, realized very quickly thatwe all have different, Maybe
definitions of respect and whatthat means.
We all have different, ways thatwe view communication.
Some of us are more shy, some ofus are more direct.
Some of us, you know, are moreintrovert, extrovert kind of
situations.
I had not really experiencedthat as a new leader.
(06:50):
I just, so I came in very much,with like an iron fist kind of
attitude.
And my team, God loved them.
The very first team that everdealt with me.
I truly am sorry and thank youbecause they really did step up
and teach me a lot.
I mean, I learned a lot in thosefirst few years.
(07:12):
A lot about my own faults.
but it wasn't until later in mycareer that I, I truly had an
opportunity with, you know, mostof the, or the organizations
I've worked for, I think aretruly amazing.
I have great respect for all ofthem.
One of them invested in a mentorfor me, and that mentor was my
inspiration and my guidance, andreally helped me to start
(07:35):
digging a little deeper withinmyself of what is my why, why do
I do this?
And then what can I grow andlearn in?
and then as I grew in.
The role and started totransition into more
responsibilities, such asopening newer communities and
that whole dynamic, which ifyou're going through that hang
in there, we'll coach youthrough it.
(07:56):
But it, you know, it's a lot,it's a lot to manage.
and that organization providedme a personal coach, which, wow,
when you start peeling back thelayers.
Of your own personal self andyour own barriers and walls that
you've put up to protectyourself, that's when you really
get vulnerable and that's whenthings really start to come out.
(08:18):
and I went through a really bigtransition with that personally,
where I had to realize that Ireally was, I didn't love
myself.
I wasn't ready.
and that took, look, I don't,I'm not gonna cry.
Oh my gosh.
But I am emotional, so I'll be,everybody who knows me knows
that Yes.
But that was a truly, mo it wait was a very important moment
(08:41):
in my life where I was able toget past that so that I could be
a better leader to my team.
Yeah.
yeah.
And so from there I've grown, I.
Internally, a ton of respect forthe true value of investing in
your team members.
And at Talla, I've had theopportunity to use some of my
skills and, time to be able tohelp them with workforce
(09:04):
development.
So this area of investing backin your, team members.
From the very beginning is tome, so important to the overall
success of, of senior livingcommunities.
When you invest in the people,then you do get better outcomes,
for the residents and for thecommunity and for the staff.
(09:24):
So,
Erin (09:25):
yeah, I mean, you do, well, our story is, I didn't
know that, but our story is verymuch aligned.
You know, I became an executivedirector at 28, but like.
I mean, I'm, I am a naive kindof person, but I was so naive at
28.
I mean, like, I was surroundedby like-minded people my entire
(09:48):
life and my parents were really,really strict.
So, you know, like I didn'twatch, I didn't listen to
secular music.
I mean, there was just a lot ofthings, like I was very much in
a box, my childhood, and forsome of those, I'm, I am
thankful for that.
And in some cases.
You know, that first, executivedirector position?
I had no idea.
(10:10):
I thought people were motivatedlike me.
I thought people thought likeme, like exactly what you said.
I mean, I, I was shocked.
I, I was just like, I, I mean, Iliterally, it was the first six
months was probably, I don'teven know how I did it because I
just didn't understand.
(10:30):
The different types of people.
I, it just took me a long time.
It took me more than, it was agreat learning experience, but
these people saw me at 19 as aconcierge in the same community
that I became the executivedirector at, at 28.
Oh, wow.
So like,
Rose (10:44):
yeah,
Erin (10:44):
there was, there was, there was some growing that I
had to do and, and just likeyou, you know, they respected me
enough.
They, they saw my heart.
Yeah, they saw the maturity too,but you know, they saw my heart
and how consistent I was and thechanges that we were making,
that I think that it was easieron me than, than it could have
(11:07):
been.
But it was certainly very tough.
And it wasn't until I got a, youknow, a, a, a coach that did
both te teach you how to start abusiness and kind of help with
like life coaching skills that Irealized.
How much I loved other people,and that the only worth that I
(11:31):
got was by helping other peopleserve problem, solve problems.
both (11:37):
Yeah.
Erin (11:38):
And that was, that was because I didn't, I didn't value
me at all.
My, my value came from servingothers.
And then when the community,when I no longer had the
community.
I was left with just me, youknow what I mean?
Like, and like, what am Isupposed to do with me?
I, I dunno what to do with this.
(11:58):
I've been, I've been havingsomeone to care for my entire
life, like my entire life andcaregiving was what I did.
and, and so mm-hmm.
You know, going through that,like you're listening to two
people who.
Understand the power of coachingbecause it radically changed
(12:22):
their life.
And I, and I wish, I hope thatcompanies do start seeing the
power of investing in theirpeople because it ain't gonna
grow if there ain't people inthere.
Rose (12:34):
Right.
Erin (12:35):
And understand growth.
Yes.
Because being stuck is notgrowing.
Rose (12:41):
No.
And I mean, my heart goes out tocompanies that are trying the
best that they can to make thiswork.
'cause as you know, Erin, and,and our listeners most likely
know this world of senior livingis.
A lot.
It's very fast pace.
I know we think we're takingcare of older adults, and maybe
(13:02):
it's slower than in theperception of it, but it's not.
It's, it's very fast paced.
And when you're in theleadership role sitting there,
managing your community orattempting to, you're putting
out fires all day long.
and if you can knock off onething on that to-do list.
You should be celebratingbecause you're mostly putting
out fires mm-hmm.
Before you can even get to thatto-do list or that report you
(13:24):
need to get done and so forth.
so I, I think that companies arestarting, at least I'm seeing a
trend where companies areinvesting in people like
yourself or myself or otherorganizations to help.
Their leaders be successful,because the opposite side of it
has a true financial impact.
And not to mention it, it'sdetrimental for the culture of
(13:46):
the community and for thereputation.
When you have just a ton ofleadership turnover, that in
itself has its own, deficit on,on the finances that really
impact, the success of thatcommunity.
So if.
When owners are seeing that,okay, look, we we're, we've gone
through.
The decision to go ahead andhire a new leader and put them
(14:07):
into this community, whetherit's, you know, promoting
somebody from within and puttingthem into the leadership role or
bringing somebody from theoutside into your community,
that in itself already took ahuge investment of time, energy,
and not to mention you're tryingto get everybody at your
community on board to acceptthis new person.
So why wouldn't you want to justgo ahead and.
(14:29):
Let's just invest a package inthat individual to say.
We want you to be successful.
We're gonna give you this inaddition to our normal, you
know, operating services that weoffer you.
Like for example, many,companies will have a portfolio
of several communities, and sotherefore they can afford to
(14:50):
have a regional director ofoperations that is, a part of
that company.
And, and, I love.
These regional directors,they're experts, they've been in
these shoes, they've done somuch of this.
They are also tasked withmanaging multiple communities at
one time.
And so their, their timeresource, which is extremely
(15:11):
valuable, is stretched, andsometimes very difficult for
them to be able to commit toonboarding a leader.
In that coaching way.
both (15:19):
Yeah.
Rose (15:20):
they do, they do a fabulous job, don't get me
wrong.
And I know many of'em have agreat deal of respect for, they,
but they've also expressed, youknow, yeah, we're pretty
stretched and we're dealing withcrises in multiple communities,
and so it is difficult tocommit.
so in addition to that, they canprovide of course, the guidance,
the policies and the culturedirection that the organization
(15:43):
has.
And then you bring in a coachand a coach that can dedicate
specific time with that newleader to really identify what
are, let's say, the areas thatneed some direction, just.
Like, I love football.
So to me, football is a greatanalogy.
I'm a, I'm an NFL fan.
I won't say the team becauseeverybody will make fun of me,
(16:03):
but whatever.
I'm from Texas.
I think you'll figure it out.
But, but, so in that analogy,you need to have a good coach.
A coach that sees yourpotential, sees your skills,
which is why you're in the rolein the first place, but then can
also guide you through the areasof development you need.
(16:24):
And so when a coach comes in,they, they can tell you, okay,
this is the, the, the play callthat we have.
It's the direction you need toneed, you need to go in, which
is maybe stabilize, staffing,increase your occupancy.
All those things I'm sure are onthe table almost every time.
Yes.
yeah.
So, so those may be the, thegoals that you need to reach for
(16:45):
that game.
but in the, in the middle of itall, there's so many different
strategies you can take toaccomplish that.
And a coach is gonna see whatskills you have that are gonna
get you there better, quicker.
Faster that you can just reallylike fine tune those skills and
what skills do you really needto foundationally develop.
Mm-hmm.
Right?
And we all have that.
(17:06):
None of us are perfect.
There are like so many areas wehave to grow in and so many
areas that we're doing good, wejust have to sharpen.
Right?
Yeah.
And so I think that's what.
A coach provided for me atleast, they really helped me
identify those really weak areasthat I could then focus in on,
deal with them, accept them andgrow, and then find resources
(17:28):
for that.
And then also just sharpen thosetools that I was already really
good at.
and then at the end of the day,you know, it's, they're not
forever.
Coaches are definitely notforever.
You get to a point where youbecome the coach, you become the
expert.
and, and honestly, that's kindof a.
A really fun time.
I know when that happened to meand I became a coach to multiple
(17:49):
other leaders, that was reallyrewarding.
Like I just, wow.
Just kind of like you said, itwas fulfilling my hole in my
heart of my value, when it kindof finally came back around.
But if I didn't have that.
It would've been a lot harder.
Maybe I would've made it, maybenot.
but it would've definitely beena lot harder, and I think that
(18:10):
kind of margin of risk of losingthat new leader is a little
greater when, when you don'thave somebody guiding them,
through the pain points.
Erin (18:21):
Yeah.
Well, there's two things tothat.
A smart people pay for speed.
I mean, don't get it wrong.
A coach speeds up your learningprocess.
It will identify your, your,your blind spots and tell you
where to spend your energy.
Yes, you can do it alone.
We did it alone.
I did it alone, you know, butwhen I realized that you can
(18:46):
find somebody who will.
Help you.
And it is not forever.
It's with certain goals.
It's with intention.
you actually speed that learningcurve up and that's an
investment that you willcompound in interest over and
over again because you justliterally removed barriers in
(19:10):
your, in your development, whichis really, really important.
Rose (19:12):
Sure.
Erin (19:13):
The second thing to that is I think we lose a lot of.
Very solid, potentially greatleaders in their first year
because it's so hard.
Rose (19:25):
Yeah.
Erin (19:26):
And I think that communities should really,
really, really consider, I mean,leaders themselves, but also
companies creating thatmentorship program inside their,
inside their, their companies,because we're gonna have to grow
our leaders from the insidebecause there's not enough of
them.
The demand is coming.
Rose (19:44):
Absolutely.
Erin (19:45):
We don't have it.
And so it's going to, you know,if we know that the money's
coming, we know that therevenue's coming, like we know
it's coming, right?
It's going to be, now you've gotto invest in your people so you
have people to care for yourcustomers.
Whereas before we were fightingfor customers who we're not
gonna be fighting for customers.
(20:07):
We're gonna be fighting forpeople and to keep people.
And like you said, the regionaldirectors.
I had some great regionaldirectors, love them.
both (20:17):
Mm-hmm.
Me too.
Erin (20:17):
my community was a community.
They could come and kind of walkaround, smile and wave, because
I didn't need much directionfrom them.
both (20:29):
Mm-hmm.
Erin (20:31):
But I needed.
Development or awareness orsomething.
But, but they weren't skilled inthat.
And they didn't have the time.
They didn't have
Rose (20:40):
the time that, right.
It's, it's really, I think,boils down to the time for them.
Yes.
'cause they truly are stretched.
and, and mostly because they'rejust dealing with the multiple
fires that the other eds needfrom them.
When they are, you know, theyhave.
A larger portfolio that they'retrying to support and manage.
(21:01):
and they travel a lot.
And, and so there, there's just,there's a lot on their plate.
Yeah.
and there's equally a lot on thedirector's plate that's running
a community.
And the, the other piece to itthat I think is so important is
we forget that a leader doesn'thave.
A coworker that they can just govent to.
(21:22):
They don't necessarily, theycan't, when they're running a
community, you cannot just go toyour wellness director or your,
you know, health servicesdirector and just be like, oh my
God.
Like, can you believe that thisjust happened with that dining
person?
And I, I've already told'emthree times, I don't know what
to do.
Like, you just can't, you can'tdo that.
You wouldn't do that.
It's, you know, obviously notappropriate.
(21:43):
And at the same time, you needto be able to vet.
The frustration you have,because you need to be able to
bounce off those ideas for thesolutions to come to your light,
right?
So that somebody in a coachhelps teach you like, okay, you
gotta look past anythingpersonal.
What is the root cause of thatissue?
(22:05):
You know, is it that they'relacking, tools?
Are they lacking education?
Like, you know, what can you doto support that person?
Can they overcome the barrier?
Or are they truly just not agood fit and you're not willing
to let go?
Like a coach tells you that likethey're gonna see it for what it
is and they're gonna coach youand tell you that.
Whereas, without that, a leadercan really feel alone and
(22:27):
isolated.
and we all are growing anddeveloping.
We all need that kind ofbalance, to help us to see
things that we wouldn't see.
normally and especially whenyou're running a community, you
end up, I like to say you end uplike with the horse blinders.
Or you, because you, you're onlyseeing what's in front of you
and what you have to deal withright then and there.
(22:48):
That the, the bigger picturescan sometimes be, you know,
blocked from you and you don'treally realize that there's so
much more around you, that'simpacting what's happening right
in front of you or contributingto it.
Erin (23:02):
Yeah.
So, or, or you don't evenrealize everything that you've
done, right, because you'refocusing on everything that's.
Not.
Right, right.
You know, like, yeah.
We don't even give ourselvesenough credit for what fires we
did put out because there's thisbig inferno over here that we
weren't prepared for.
(23:23):
And so all we're doing isfocusing on this one when, when
everything that we just did overthe last 30 days has now been
negated because we have this bigthing here and.
Somebody who's listening to youtalk can say, hold on a second.
Yes, yes, we've got a majorproblem, but you have learned
(23:44):
how to do all this because ofall these things that you've
done, right?
So now let's go and, and trythis without the panic.
yeah, and that's reallyimportant.
I did have one regional directorwho, who would tell me, do you
hear how you're talking aboutyourself?
Hear that And I thought he wasthe weirdest guy.
Like I just am.
Like, yeah.
(24:05):
So he's like, you are so harsh.
And I, I wasn't aware, I wasn'taware that that was not normal.
I thought he was, un just likenot living in reality because he
was so positive.
I mean, he called problems.
Opportunities.
I'm like, dude, these are notopportunities.
These are problems.
Rose (24:26):
The real issues.
Let's be real.
You
Erin (24:29):
don't live in my reality.
Okay, stop bringing me to yoursbecause these are not
opportunities.
These are problems.
And I see now that they reallywere opportunities.
Rose (24:41):
Yeah, they are, they're always opportunities for growth.
It's all on your perception.
How do you wanna, you may be madin the moment and it's an issue
then, but then after a littlebit you're like, okay, wait,
what did I learn from that?
Yeah.
Well, I wanna go back tosomething you said because I
think you're, that's probably amissed point that maybe we
should probably highlight alittle bit more.
Just like you started you, thesuccesses.
(25:05):
Mm-hmm.
Do re do deserve reward.
Yes.
And, and those, sometimes it'snot the big things like, oh, you
hit a hundred percent occupancy.
Yay, that's great.
That's, that's the first part ofthe goal.
The next part of the goal is tomaintain that a hundred percent
occupancy, right?
So, but we need to pause andmake sure that there is
(25:25):
celebration, and coaches dothat.
Great.
And again, in sports you'll see'em high fiving and hugging and
yeah, you're the man, you know,you did a great job and.
Woo hoo.
and that is inspiration and it'smotivation for that leader to
not give up and to keep goingand keep trucking forward.
and just like many of us, it'snot necessarily a monetary
(25:48):
thing.
It's a, a high five.
It's a pat on the back.
It's a quick note.
That was awesome.
You handled that great.
That was amazing, that verydifficult, challenging family
member that you brought back tosay.
Okay.
I, I see where you were, whatyou were talking about.
I can now see mom's progressionin her dementia.
I, I, I now see it that I canstep back because of how you
(26:11):
helped me.
Like that is a huge win, right?
For a leader, like that's like,yes.
Mm-hmm.
and it means a lot to them.
So yeah, those opportunities, Ithink you, you hit spot on.
We need to, we need todefinitely highlight those more.
Erin (26:27):
Yeah.
I mean.
We work in an industry or wesupport an industry that is open
365 days a year, 24 hours a day,seven days a week.
That is, I mean, healthcarenever stops.
So we cannot treat our industrylike a nine to five job.
(26:52):
You, you, right?
Like our leaders need moresupport than.
Then teachers are similar, butthey get summers off and
holidays off, and, and, and mysister's a teacher and I hear
her pain points and I, and Iunderstand them on a very deep
level, unrealistic expectations,you know, the desire to mm-hmm.
(27:16):
You know, have high grades andlike overlooking certain things
for the bigger picture, like I.
I can.
I see that.
I feel that.
I get that.
But she still gets Spring breakand Mardi Gras break and summer
breaks and Christmas breaks andThanksgiving breaks.
We don't get that right.
No.
You know, we don't get that.
(27:37):
So teaching people how to manageit effectively, value time, our
time, just as much as somebodyelse's time, all that, all
that's gotta be.
Mm-hmm.
Taught or enforced orreinforced, trained, empowered,
and, and the company itself isnot, most of them are not set up
(28:01):
to do that for their leaders.
Rose (28:03):
Well.
Yeah, they're, they're nec,they're not necessarily set up
to be able to give thempermission to take time off.
And because they, the company,the organization sets up the
standards that are across foreverybody and for fairness and
for equality and to make sureeverybody is treated fairly,
which is fabulous.
(28:25):
Right.
So.
When you're a leader, like yousaid, you take on that
responsibility of your community24 7, 7 days a week, 365 a year.
And what I think gets neglectedis that doesn't turn off when
you take time off it.
I mean, unless you, unless maybeyou've been coached in a right
(28:46):
way to give yourself permissionfor that, then yeah.
That it's possible.
So let me give some hope outthere.
It's possible.
Yes.
and you can get there.
but there is a pause point wherethere, there's this transition
when, when you take on thisrole.
To, and the commitment, you'renot, you're doing it, of course,
you're, it's your career, you'readvancing your career and that's
(29:08):
awesome.
but there's so much more to it.
There's a passion that you have.
There's a drive, there'ssomething ignited within you
that you're giving for thisreally fulfilling, purpose
driven type of career.
And that will bleed intoleaders' family life.
And what I have seen in coachinga few leaders, over the years
(29:28):
that.
Really has brought to light inmy coaching strategy an
important aspect is to make sureI don't neglect that portion of
their life and talking about itand the impact that the role has
on them.
and I have a few leaders thathave shared with me the
challenges in their marriage,where their spouse doesn't
understand, that they have tokeep the phone by the bed.
(29:52):
Mm-hmm.
Because it might ring at threeo'clock in the morning with that
emergency situation, which.
Happens and the spouse issaying, no, turn that thing off
and put it away.
And so that's a very difficultand very emotional thing to kind
of work through, for thatleader.
(30:13):
And it's no, there's no perfectanswer for it because those
relationships are very personaland unique to each leader, so
all you can do is support themthrough that.
We, we don't ever blame thespouse, we don't blame anybody
else.
We talk about the reality ofwhat the role is and how you're
internalizing that and how youbalance that because you do have
(30:33):
to balance it.
And like your sister who's ateacher, and it's so weird
because my sister's ineducation.
Here we go.
And she's got like her master'sin education and works in school
districts and, and has her wholecareer has been fully dedicated
to this.
And she's probably just asdriven as I am.
So the differences are she canshut it off Yes.
(30:54):
For that period of time.
And I never could.
yeah.
And the moment that I one timedid, for the sake of my family
situation, I got backlash.
I got ridiculed, I, I got madefun of and told that I abandoned
certain situations or whatever,and that was really hard.
(31:14):
That was probably the hardestthing I ever had to do, deciding
between my family situation andthat community situation,
because I love them both.
Yeah.
You know, what do you.
Erin (31:26):
I know.
I mean,
Rose (31:27):
yeah,
Erin (31:28):
it's important.
It's the boundaries piece, youknow?
Mm-hmm.
Like, I never realized, I saidthis in a podcast episode,
previously like that, that, youknow, without boundaries, that
success turns into stress.
That passion, you know, it turnsinto exhaustion and, and that's
when leadership becomes aburden.
(31:51):
I.
Instead of a privilege.
both (31:54):
Right.
Erin (31:54):
And I think that that's what,
Rose (31:56):
like very well said,
Erin (31:58):
that's where I went.
You know, like that's where Iwent because I didn't understand
how to create the boundaries.
Like what boundaries can Icreate?
And you know, in one communitywe had an on-call rotation that
worked seamlessly.
And so there was three weeksthat somebody else could take
the calls.
(32:18):
And, and that was important, butthat didn't always work for
every community.
Right.
And so each community isdifferent,
Rose (32:27):
or until you stabilize them and you can implement those
things.
But in the beginning, there is alot of pressure on these new
leaders.
Yes.
and it's a lot for them tohandle.
And you and I were talking aboutthis just before we jumped on,
to, to start, you know, therecording, but it was very.
It's a very real deal thatthese, these leaders are feeling
(32:49):
when they first come on board.
and they wanna be successful.
And, you know, the newer ones,of course, are very excited and
there's a lot of energy andthey're, well, most leaders when
they come into a new role,they're just thrilled to have
the opportunity and to do it.
and when they're new, they'remoldable.
Like you can really coach them,you can give them good guidance,
and they're, they're open to it.
(33:12):
The more experienced leadermaybe has even more expectations
put on them because they come inand you're, oh, you're
experienced.
You should be able to handlethis.
Go for it, get it done, and be.
Hundred percent full in threeweeks, right?
And so they're sitting backgoing like, whoa, we gotta peel
back the layers in thiscommunity.
And they may have all thisexperience, but at the same
time, they still gotta work itjust like you would a new
(33:34):
community.
You know, it's still the samething.
You have to peel back and reallydiscover where the root cause is
and then start, you know,addressing those root causes
before you can, solve thesymptoms.
So.
I think they have equally asmuch pressure and, and I, I feel
like they need just as muchcoaching as a new leader.
And I've seen that where I'veworked with experienced leaders
(33:56):
and it may not be as, as, maybefundamental.
The layout of the coachingsessions, but it's more like,
oh, okay, I get where you'recoming from.
Let's, let's work through thisone particular challenge and,
and how you can maybe tacklethat simultaneously that you're
dealing with so many otherthings on your plate.
so they're just differentapproaches, but there's both
(34:18):
equally as important in myopinion.
Erin (34:21):
They really are.
I mean, they really are.
And I do, I, I am a firmbeliever.
I mean, I don't believe, I don'tbelieve that.
Coaching will solve everyproblem.
But if you wanna make a, a hugeimpact in this retention
problem, creating coachingopportunities for people who
want it, you know, and creatinga mentorship program to grow
(34:45):
leaders and to serve yourcurrent leaders is really,
really important.
I, I, I do.
I believe that highly in thepower of it, that it can make a
difference if you hire the rightones with the right experience.
Like there are companies thatI've spoken to that hire, you
know, executive coaches and theydon't even get people to come to
(35:09):
their scheduled meetings.
And I think executive coacheshave their place, but the
problems that the leaders arefacing with an executive coach
has no idea what.
They can give them Right.
both (35:22):
You know,
Erin (35:23):
guidance, but like the specific guidance from people
who are tried and true, bruisedand battered and learned from
it, like,
Rose (35:32):
and survived
Erin (35:33):
and survived to tell the story is really where the power
is.
And impacting Yeah.
And, and creating the change.
And so if you're listening as aleader, and that sounds
important to you, you know.
Both Rose and I are available toyou, and if you're a company,
both Rose and I are available toyou.
(35:55):
you are in control.
The leader yourself, you know,you can make decisions and
invest in yourself and becomebetter and be so thankful that
you have to be willing andready.
Rose (36:09):
Yeah,
Erin (36:10):
you have to be willing and ready.
Rose (36:12):
You have to be willing and ready.
And there have definitely beentimes where the person was not,
and I think you and I would bethe first to say to that
organization, probably not thebest fit.
Don't need to waste your moneyon it.
just don't, you know, and.
And if the person is great andor maybe they have their own
coach already, that's awesome.
Run with it and let that personhopefully be as successful as
(36:35):
possible.
and I think I just kind of wannamaybe close out by saying we
encourage this.
Greatly with all leadershiproles.
I mean, primarily the executivedirector role is, a skillset
that both you and I have workedwith, one-on-one and have lived
it, bruised and battered andall.
Yeah.
and survived it.
(36:56):
So we definitely get it.
In that sense, and it's a very,niche kind of role, you know,
because you're not just dealingwith the, hospitality side of
everything.
You're dealing with the care andthe liability and the risk side
of it as well.
And there's, there's so muchthat an ED is managing in a
community.
And so to that uniqueness,that's where our expertise lie.
(37:18):
But we do encourage it to otherleadership roles, like a cook
who's now your dining directoror a nurse who's now your health
and wellness director.
That's a huge leap.
And speaking, you know, as anurse, myself and I, and I'll
just kind of quickly share this.
I didn't, as I went to school tobe an LVN, this is why I didn't
have a full degree, with allthat skillset when I became an
(37:40):
ed.
'cause I was an LVN first.
I, I had skills, but I didn'thave leadership skills.
But because that role was, agood fit for me and I had the
opportunity to go into anexecutive director role, I got
pulled into that and I, I wasn'tready.
I, I wasn't.
A hundred percent ready.
I didn't have all that extra,support and coaching around what
(38:04):
it is to be a leader, and sothere were some failures and
things I had to overcome.
We, we do a great jobidentifying people, I think in
our communities who are good andthey're strong and they're good
at their roles.
We sometimes don't do a greatjob when we, promote them, we
promote them to a termination ora potential termination.
And I, I hate to say that, but.
(38:25):
We fail them.
If we do that without supportingthem through that transition.
You know, if you have a greatnurse, she's awesome, she's good
on the floor, or he, and they,they do a great job with their,
the staff that they manage thenand there, those are now their
buddies and now you put'em in aleadership role If they haven't
learned how to transition intothat.
They're, we're setting them upfor failure.
(38:48):
The same thing in sales.
I've seen that, I've seen it in,in lots of, of roles.
So just, I encourage it.
I know you do as well, Erin.
Erin and just, you know, makesure that we're here for you.
We come to you from passion.
This is, this is not somethingthat we have to do.
It's something we choose to do.
We have this in our head.
Mm-hmm.
(39:09):
We've experienced it.
We've been through the painpoints, and we'd love to just
guide your leaders to success.
and if, if it's not the rightfit for them, we are gonna coach
them through that as well.
Because the, it doesn't meanthat they're a bad person, it
doesn't mean they don't haveskillsets.
but this, this job requires alot.
(39:29):
A lot of the person, the heartand the head, and the
commitment, it requires a lot.
And so it, it's not foreveryone.
and we get that.
Erin (39:39):
I certainly made the mistake of hiring somebody
thinking I could carry the loadthat backfired pretty quickly.
And it was a, it was a directorof nursing position and yeah.
that one, that one.
Really stings, even though itwas years and years and years
ago.
But I really valued this personand it was too much.
(40:00):
And I think deep down I knew itwas too much, but I thought that
I, I thought that I could helpher through it, but it was just
too much.
So yes.
And even, yes, everything Rosesaid yes, a hundred percent in
agreement with a hundredpercent.
Rose (40:16):
So we've all been there.
Erin?
Yes.
I many times we probably held onto people too long too.
Yeah.
That we knew.
We knew the decision was to moveon, but it is hard to do that.
Yeah.
It's hard to let somebody go and'cause you know, you're
impacting their life, theirfamily, everything.
(40:36):
And that it's a very difficultdecision to do.
It's, but, but it comes with thejob you, that's.
Part of the responsibility toprotecting and, enriching your
community so that it can thriveis you have to make those hard
decisions
Erin (40:53):
and you have to make, and, and having somebody help you
make them is, is really valuabletoo.
Well, rose, this was great.
Thank you.
I hope that we.
Share this episode with peoplewho need to hear it and do not
be afraid.
I will put Rose's information inthe show notes.
Rose, they can find you.
What's your website?
And on LinkedIn, how can theyget in touch?
Rose (41:15):
Yeah.
so the website is the companyname Reveal Soul.
So it's R-E-V-E-A-L-S-O l.com.
you can contact me directlythrough there.
There's also on LinkedIn.
I'm on LinkedIn.
Just rose signs.
Can find me, like the companyalso has a LinkedIn profile as
well.
Erin, I truly, appreciate thisopportunity and hopefully, wow,
(41:39):
if we can also share all of yourcontact information.
We are both in such a differentregion and area that we can
really help a lot of peoplethrough this.
And, we really hope to, to beout there and supporting you
guys out.
You're not alone.
Keep trucking.
You can do this.
battle through it.
Don't worry.
The scar is heal.
Erin (41:58):
Yes.
And I love the fact that we arethe same and different, and I
want it to be a model ofcollaboration because for too
many, too much time, communitieshave competed against each other
and we're entering a time wherethe competition is not gonna be
as fierce.
Now, maybe for associates andmanagers maybe, but.
(42:23):
We get better when we'retogether.
Mm-hmm.
You know, we realize we're allon the same team and you know.
We are not competitors, we arecollaborators and we're friends.
Mm-hmm.
and
Rose (42:33):
we're all experiencing a lot of the same challenges.
We, we need to be a network tosupport each other.
Yeah.
Through these things.
And you're right, I mean, the,the wave is here.
And it's going to fill ourcommunities.
Can we keep those residentsthriving, safe and happy, within
our communities, and then keepour staff motivated?
(42:56):
Because the real challenge we'rerunning into is attracting new
leaders and keep and attractinggood staff to that really have
the passion for this work.
That's our really biggestchallenge.
And when we get those people,we, we've got to invest in them.
So that we keep them, so thatthey will then in turn promote
employment with us in ourcommunities.
(43:18):
They will promote the, thecareer choices that you can get
in senior living.
Like most people don't know whatthose opportunities are, and we,
we need that good voice outthere, just like we need a good
reputation for resident care.
We need a great reputation forour staff.
Erin (43:33):
Yep, absolutely.
All right.
Reach out to us.
We're, we're happy to help.
Yes, always.
Thank you, aspire for more foryou because that is the most
important way to lead andinfluence others.
Have a great rest of your day.
Heart-Centered Leadership inSenior Living: Insights from
Jenna La Charity In thisepisode, we explore the
(43:57):
essential elements of leadershipin senior living, focusing on
service and empathy.
Erin sits down with Jenna LaCharity, Director of Sales and
Marketing at Levante SeniorLiving and a professor at
Algonquin College, to discussways to balance business goals
with heart-centered leadership.
Jenna shares her journey fromsocial work to senior living,
(44:18):
emphasizing the importance ofpersonal connections,
resilience, and problem-solvingin sales and operations.
They discuss the significance ofunderstanding cultural
perspectives, the emotionalaspects of sales, and the power
of relationships in creatingthriving communities.
Jenna also highlights theeducational initiatives
preparing future leaders insenior living, reinforcing hope
and potential in the nextgeneration.
(44:40):
This conversation is a valuableresource for new and seasoned
sales directors alike, offeringmindset shifts and practical
strategies for success.
00:00 Introduction toHeart-Centered Leadership 00:37
Meet Jenna La Charity 02:08Jenna's Journey from Social Work
to Senior Living 05:53 TheImportance of Relationships in
Senior Living 07:25 Training theNext Generation of Leaders 18:02
(45:03):
Cultural Perspectives and Aging20:54 Navigating Sales
Relationships 21:09 OvercomingMoney Talk Challenges 21:54
Building Trust Through Questions24:11 The Art of Small Closes
25:11 Adapting Sales Styles26:13 Human-Centered Sales
Approach 26:57 CompetitiveAnalysis and Trust 29:34
Real-Life Learning in Sales31:02 Mindset, Boundaries, and
Energy 34:03 Achieve, Connect,and Thrive 36:33 The Importance
(45:25):
of Teamwork 37:56 Conclusion andFinal ThoughtsHeart-Centered
Leadership in Senior Living: Insights from Jenna La Charity (45:27):
undefined
In this episode, we explore theessential elements of leadership
in senior living, focusing onservice and empathy.
Erin sits down with Jenna LaCharity, Director of Sales and
Marketing at Levante SeniorLiving and a professor at
Algonquin College, to discussways to balance business goals
(45:50):
with heart-centered leadership.
Jenna shares her journey fromsocial work to senior living,
emphasizing the importance ofpersonal connections,
resilience, and problem-solvingin sales and operations.
They discuss the significance ofunderstanding cultural
perspectives, the emotionalaspects of sales, and the power
of relationships in creatingthriving communities.
Jenna also highlights theeducational initiatives
(46:11):
preparing future leaders insenior living, reinforcing hope
and potential in the nextgeneration.
This conversation is a valuableresource for new and seasoned
sales directors alike, offeringmindset shifts and practical
strategies for success.
00:00 Introduction toHeart-Centered Leadership 00:37
Meet Jenna La Charity 02:08Jenna's Journey from Social Work
(46:32):
to Senior Living 05:53 TheImportance of Relationships in
Senior Living 07:25 Training theNext Generation of Leaders 18:02
Cultural Perspectives and Aging20:54 Navigating Sales
Relationships 21:09 OvercomingMoney Talk Challenges 21:54
Building Trust Through Questions24:11 The Art of Small Closes
25:11 Adapting Sales Styles26:13 Human-Centered Sales
Approach 26:57 CompetitiveAnalysis and Trust 29:34
(46:55):
Real-Life Learning in Sales31:02 Mindset, Boundaries, and
Energy 34:03 Achieve, Connect,and Thrive 36:33 The Importance
of Teamwork 37:56 Conclusion andFinal Thoughts
Being a leader in senior living can be overwhelming
(00:03):
managers.
Well leaders walk into awhirlwind of responsibilities,
expectations, and challengeswithout always having the right
tools, guidance, or awareness ofwhere to spend their time and
energy.
That would be the mosteffective.
But what if the secret tolong-term success, retention,
and growth wasn't just abouttraining, but about.
(00:25):
Coaching Today, I am joined byRose Signs, an expert in senior
living operations to talk aboutwhy coaching matters and how it
can change the game for seniorliving leaders.
I am excited to dive into thisepisode.
Rose, thank you for being here.
Oh, hold on a second.
Did I say.
(00:46):
I did.
Okay.
I just said Rose saying.
Okay.
Alright Rose, thank you forbeing here.
You are the president andoperations specialist for Reveal
Soul.
You are in Texas.
I met you at Talla, TexasAssisted living last year and I
get to see that guys this year.
So excited.
Thank you for being here.
Rose (01:07):
Thank you, Erin.
first thank you for theopportunity to be here on your
podcast.
I truly find it very inspiring,so appreciate, appreciate it and
thanks for the invite.
Erin (01:19):
Absolutely.
I, I remember when I first metyou and being kind of new to
being on my own and, and seeingyou and.
Really in your element at theTexas Assisted Living
Association, I remember askingyou like questions like how do
you do it and what do you do?
And you know, all these things.
(01:39):
And I finally got the nerve toask you to be on here.
And I think it's reallyimportant, you know, to learn
from people who are doing itright, they've been doing it
longer mm-hmm.
That have the experience andthat are making a difference.
You know, making a differencefor the people that they serve,
which I think is really, reallyimportant.
Rose (01:59):
Well, I, I feel that way too.
I mean, we, I think all of ussomewhat feel that way.
You know, we're, we're lifelonglearners.
We're always trying to grow andimprove, and, and I felt the
connection when you and I firstmet that there truly was this m.
Kind of this internal fire toshare the knowledge that we have
(02:19):
to help others, maybe just toget over that hump that they may
be going through, that we'vealready gone through, and, and
so that they don't have to,almost like maybe with your own
children, right?
You just, you just don't wantthem to suffer through it like
you did.
so yeah, no, it was, it wasreally great.
Meeting at Talla and Talla is anamazing opportunity to be able
(02:40):
to network with so manyprofessional leaders in this
industry and to gain insightsand, and.
For your own personal growth anddevelopment.
I, I think that's why I'm socommitted to it too.
I just enjoy every moment beingthere and meeting people and
hearing their stories andrealizing, oh wow, I wasn't the
only one that went through that.
(03:01):
More common than not,
Erin (03:02):
I know there's something about validation, isn't it?
I mean, there really issomething about having somebody
say.
What you feel that maybe you,you were scared to say it out
loud.
And I think that is why coachingmatters.
I have invested in coaching inmyself.
and honestly, it changed thegame for me.
(03:24):
Mm-hmm.
It, it changed the game and Iwish I would've understood it
when I was inside the community,because it would've helped me
realize.
That I was putting myself in acage, you know, that I was, I
was doing a lot of the things tome that I thought other people
(03:46):
were because of the way that Iwas digesting things.
Yeah.
And perceiving things.
both (03:52):
Mm-hmm.
Erin (03:53):
do you see that a lot with people that you were working
with?
Like, do you see that they makeit harder for themselves
Rose (03:59):
than Of course.
Absolutely.
and I can say that for myself,the same vulnerability there,
like I was absolutely my ownworst enemy.
and I think, honestly, I feellike that can be a sign of a
good leader is someone who isputting that kind of pressure on
themselves and setting thoseexpectations high.
(04:20):
Because you do expect better ofyourself, and you expect to be
able to, lead this team intosuccess and there's so much
weight that you're carrying onyour shoulders.
So it's, it's no wonder thatwe're gonna beat ourselves up
and say, oh, I could have donethat different, I could have
handled that employee different.
I could have handled that familysituation different.
(04:41):
so yes, I, I saw it in myself alot.
And like you, I.
I was fortunate enough also tohave a coach that helped me get
over my own self detriment.
but it didn't come without cost.
Like I had to go through as anew leader myself when I was
(05:01):
first in the role in seniorliving, which it's been 25 years
now in senior living, a littleover 25 years.
and so I came into it veryyoung, very naive, and really.
It was by chance that someonetook an opportunity to on me,
like they took a chance on meand said, Hey Rose, yeah, you're
(05:22):
young, but you seem like you'rebright and here here's this, you
know, multimillion dollarbuilding that you're gonna run.
And I'm sitting back going, ohmy gosh.
I really need to take this andtake charge and go.
And I went with the tools that Ihad in my head of what I thought
were the right things to do,which is basically a lot of that
comes from your upbringing, fromyour own, you know, kind of,
(05:44):
knowledge that you gained as ayoung child of how to manage
people, how to communicate andall that.
If you didn't have theadditional training, like me, I
didn't have, the additionaltraining that you get when you
go to college.
I had a nursing license, but Ididn't have a degree, and so I,
I just didn't have those extratools to coach me.
(06:08):
I had to learn it the hard way.
And so I brought in all thosepreconceived ideas of, well, you
know, work ethic, it, everybodyshould have it the same way I
do.
Thinking that's the way itworks, and culture that
everybody should, you know,really respect others the way
that I do.
'cause that's the way I wastaught.
And of course I was absolutelywrong and I fell flat on my face
(06:30):
and, realized very quickly thatwe all have different, Maybe
definitions of respect and whatthat means.
We all have different, ways thatwe view communication.
Some of us are more shy, some ofus are more direct.
Some of us, you know, are moreintrovert, extrovert kind of
situations.
I had not really experiencedthat as a new leader.
(06:50):
I just, so I came in very much,with like an iron fist kind of
attitude.
And my team, God loved them.
The very first team that everdealt with me.
I truly am sorry and thank youbecause they really did step up
and teach me a lot.
I mean, I learned a lot in thosefirst few years.
(07:12):
A lot about my own faults.
but it wasn't until later in mycareer that I, I truly had an
opportunity with, you know, mostof the, or the organizations
I've worked for, I think aretruly amazing.
I have great respect for all ofthem.
One of them invested in a mentorfor me, and that mentor was my
inspiration and my guidance, andreally helped me to start
(07:35):
digging a little deeper withinmyself of what is my why, why do
I do this?
And then what can I grow andlearn in?
and then as I grew in.
The role and started totransition into more
responsibilities, such asopening newer communities and
that whole dynamic, which ifyou're going through that hang
in there, we'll coach youthrough it.
(07:56):
But it, you know, it's a lot,it's a lot to manage.
and that organization providedme a personal coach, which, wow,
when you start peeling back thelayers.
Of your own personal self andyour own barriers and walls that
you've put up to protectyourself, that's when you really
get vulnerable and that's whenthings really start to come out.
(08:18):
and I went through a really bigtransition with that personally,
where I had to realize that Ireally was, I didn't love
myself.
I wasn't ready.
and that took, look, I don't,I'm not gonna cry.
Oh my gosh.
But I am emotional, so I'll be,everybody who knows me knows
that Yes.
But that was a truly, mo it wait was a very important moment
(08:41):
in my life where I was able toget past that so that I could be
a better leader to my team.
Yeah.
yeah.
And so from there I've grown, I.
Internally, a ton of respect forthe true value of investing in
your team members.
And at Talla, I've had theopportunity to use some of my
skills and, time to be able tohelp them with workforce
(09:04):
development.
So this area of investing backin your, team members.
From the very beginning is tome, so important to the overall
success of, of senior livingcommunities.
When you invest in the people,then you do get better outcomes,
for the residents and for thecommunity and for the staff.
(09:24):
So,
Erin (09:25):
yeah, I mean, you do, well, our story is, I didn't
know that, but our story is verymuch aligned.
You know, I became an executivedirector at 28, but like.
I mean, I'm, I am a naive kindof person, but I was so naive at
28.
I mean, like, I was surroundedby like-minded people my entire
(09:48):
life and my parents were really,really strict.
So, you know, like I didn'twatch, I didn't listen to
secular music.
I mean, there was just a lot ofthings, like I was very much in
a box, my childhood, and forsome of those, I'm, I am
thankful for that.
And in some cases.
You know, that first, executivedirector position?
I had no idea.
(10:10):
I thought people were motivatedlike me.
I thought people thought likeme, like exactly what you said.
I mean, I, I was shocked.
I, I was just like, I, I mean, Iliterally, it was the first six
months was probably, I don'teven know how I did it because I
just didn't understand.
(10:30):
The different types of people.
I, it just took me a long time.
It took me more than, it was agreat learning experience, but
these people saw me at 19 as aconcierge in the same community
that I became the executivedirector at, at 28.
Oh, wow.
So like,
Rose (10:44):
yeah,
Erin (10:44):
there was, there was, there was some growing that I
had to do and, and just likeyou, you know, they respected me
enough.
They, they saw my heart.
Yeah, they saw the maturity too,but you know, they saw my heart
and how consistent I was and thechanges that we were making,
that I think that it was easieron me than, than it could have
(11:07):
been.
But it was certainly very tough.
And it wasn't until I got a, youknow, a, a, a coach that did
both te teach you how to start abusiness and kind of help with
like life coaching skills that Irealized.
How much I loved other people,and that the only worth that I
(11:31):
got was by helping other peopleserve problem, solve problems.
both (11:37):
Yeah.
Erin (11:38):
And that was, that was because I didn't, I didn't value
me at all.
My, my value came from servingothers.
And then when the community,when I no longer had the
community.
I was left with just me, youknow what I mean?
Like, and like, what am Isupposed to do with me?
I, I dunno what to do with this.
(11:58):
I've been, I've been havingsomeone to care for my entire
life, like my entire life andcaregiving was what I did.
and, and so mm-hmm.
You know, going through that,like you're listening to two
people who.
Understand the power of coachingbecause it radically changed
(12:22):
their life.
And I, and I wish, I hope thatcompanies do start seeing the
power of investing in theirpeople because it ain't gonna
grow if there ain't people inthere.
Rose (12:34):
Right.
Erin (12:35):
And understand growth.
Yes.
Because being stuck is notgrowing.
Rose (12:41):
No.
And I mean, my heart goes out tocompanies that are trying the
best that they can to make thiswork.
'cause as you know, Erin, and,and our listeners most likely
know this world of senior livingis.
A lot.
It's very fast pace.
I know we think we're takingcare of older adults, and maybe
(13:02):
it's slower than in theperception of it, but it's not.
It's, it's very fast paced.
And when you're in theleadership role sitting there,
managing your community orattempting to, you're putting
out fires all day long.
and if you can knock off onething on that to-do list.
You should be celebratingbecause you're mostly putting
out fires mm-hmm.
Before you can even get to thatto-do list or that report you
(13:24):
need to get done and so forth.
so I, I think that companies arestarting, at least I'm seeing a
trend where companies areinvesting in people like
yourself or myself or otherorganizations to help.
Their leaders be successful,because the opposite side of it
has a true financial impact.
And not to mention it, it'sdetrimental for the culture of
(13:46):
the community and for thereputation.
When you have just a ton ofleadership turnover, that in
itself has its own, deficit on,on the finances that really
impact, the success of thatcommunity.
So if.
When owners are seeing that,okay, look, we we're, we've gone
through.
The decision to go ahead andhire a new leader and put them
(14:07):
into this community, whetherit's, you know, promoting
somebody from within and puttingthem into the leadership role or
bringing somebody from theoutside into your community,
that in itself already took ahuge investment of time, energy,
and not to mention you're tryingto get everybody at your
community on board to acceptthis new person.
So why wouldn't you want to justgo ahead and.
(14:29):
Let's just invest a package inthat individual to say.
We want you to be successful.
We're gonna give you this inaddition to our normal, you
know, operating services that weoffer you.
Like for example, many,companies will have a portfolio
of several communities, and sotherefore they can afford to
(14:50):
have a regional director ofoperations that is, a part of
that company.
And, and, I love.
These regional directors,they're experts, they've been in
these shoes, they've done somuch of this.
They are also tasked withmanaging multiple communities at
one time.
And so their, their timeresource, which is extremely
(15:11):
valuable, is stretched, andsometimes very difficult for
them to be able to commit toonboarding a leader.
In that coaching way.
both (15:19):
Yeah.
Rose (15:20):
they do, they do a fabulous job, don't get me
wrong.
And I know many of'em have agreat deal of respect for, they,
but they've also expressed, youknow, yeah, we're pretty
stretched and we're dealing withcrises in multiple communities,
and so it is difficult tocommit.
so in addition to that, they canprovide of course, the guidance,
the policies and the culturedirection that the organization
(15:43):
has.
And then you bring in a coachand a coach that can dedicate
specific time with that newleader to really identify what
are, let's say, the areas thatneed some direction, just.
Like, I love football.
So to me, football is a greatanalogy.
I'm a, I'm an NFL fan.
I won't say the team becauseeverybody will make fun of me,
(16:03):
but whatever.
I'm from Texas.
I think you'll figure it out.
But, but, so in that analogy,you need to have a good coach.
A coach that sees yourpotential, sees your skills,
which is why you're in the rolein the first place, but then can
also guide you through the areasof development you need.
(16:24):
And so when a coach comes in,they, they can tell you, okay,
this is the, the, the play callthat we have.
It's the direction you need toneed, you need to go in, which
is maybe stabilize, staffing,increase your occupancy.
All those things I'm sure are onthe table almost every time.
Yes.
yeah.
So, so those may be the, thegoals that you need to reach for
(16:45):
that game.
but in the, in the middle of itall, there's so many different
strategies you can take toaccomplish that.
And a coach is gonna see whatskills you have that are gonna
get you there better, quicker.
Faster that you can just reallylike fine tune those skills and
what skills do you really needto foundationally develop.
Mm-hmm.
Right?
And we all have that.
(17:06):
None of us are perfect.
There are like so many areas wehave to grow in and so many
areas that we're doing good, wejust have to sharpen.
Right?
Yeah.
And so I think that's what.
A coach provided for me atleast, they really helped me
identify those really weak areasthat I could then focus in on,
deal with them, accept them andgrow, and then find resources
(17:28):
for that.
And then also just sharpen thosetools that I was already really
good at.
and then at the end of the day,you know, it's, they're not
forever.
Coaches are definitely notforever.
You get to a point where youbecome the coach, you become the
expert.
and, and honestly, that's kindof a.
A really fun time.
I know when that happened to meand I became a coach to multiple
(17:49):
other leaders, that was reallyrewarding.
Like I just, wow.
Just kind of like you said, itwas fulfilling my hole in my
heart of my value, when it kindof finally came back around.
But if I didn't have that.
It would've been a lot harder.
Maybe I would've made it, maybenot.
but it would've definitely beena lot harder, and I think that
(18:10):
kind of margin of risk of losingthat new leader is a little
greater when, when you don'thave somebody guiding them,
through the pain points.
Erin (18:21):
Yeah.
Well, there's two things tothat.
A smart people pay for speed.
I mean, don't get it wrong.
A coach speeds up your learningprocess.
It will identify your, your,your blind spots and tell you
where to spend your energy.
Yes, you can do it alone.
We did it alone.
I did it alone, you know, butwhen I realized that you can
(18:46):
find somebody who will.
Help you.
And it is not forever.
It's with certain goals.
It's with intention.
you actually speed that learningcurve up and that's an
investment that you willcompound in interest over and
over again because you justliterally removed barriers in
(19:10):
your, in your development, whichis really, really important.
Rose (19:12):
Sure.
Erin (19:13):
The second thing to that is I think we lose a lot of.
Very solid, potentially greatleaders in their first year
because it's so hard.
Rose (19:25):
Yeah.
Erin (19:26):
And I think that communities should really,
really, really consider, I mean,leaders themselves, but also
companies creating thatmentorship program inside their,
inside their, their companies,because we're gonna have to grow
our leaders from the insidebecause there's not enough of
them.
The demand is coming.
Rose (19:44):
Absolutely.
Erin (19:45):
We don't have it.
And so it's going to, you know,if we know that the money's
coming, we know that therevenue's coming, like we know
it's coming, right?
It's going to be, now you've gotto invest in your people so you
have people to care for yourcustomers.
Whereas before we were fightingfor customers who we're not
gonna be fighting for customers.
(20:07):
We're gonna be fighting forpeople and to keep people.
And like you said, the regionaldirectors.
I had some great regionaldirectors, love them.
both (20:17):
Mm-hmm.
Me too.
Erin (20:17):
my community was a community.
They could come and kind of walkaround, smile and wave, because
I didn't need much directionfrom them.
both (20:29):
Mm-hmm.
Erin (20:31):
But I needed.
Development or awareness orsomething.
But, but they weren't skilled inthat.
And they didn't have the time.
They didn't have
Rose (20:40):
the time that, right.
It's, it's really, I think,boils down to the time for them.
Yes.
'cause they truly are stretched.
and, and mostly because they'rejust dealing with the multiple
fires that the other eds needfrom them.
When they are, you know, theyhave.
A larger portfolio that they'retrying to support and manage.
(21:01):
and they travel a lot.
And, and so there, there's just,there's a lot on their plate.
Yeah.
and there's equally a lot on thedirector's plate that's running
a community.
And the, the other piece to itthat I think is so important is
we forget that a leader doesn'thave.
A coworker that they can just govent to.
(21:22):
They don't necessarily, theycan't, when they're running a
community, you cannot just go toyour wellness director or your,
you know, health servicesdirector and just be like, oh my
God.
Like, can you believe that thisjust happened with that dining
person?
And I, I've already told'emthree times, I don't know what
to do.
Like, you just can't, you can'tdo that.
You wouldn't do that.
It's, you know, obviously notappropriate.
(21:43):
And at the same time, you needto be able to vet.
The frustration you have,because you need to be able to
bounce off those ideas for thesolutions to come to your light,
right?
So that somebody in a coachhelps teach you like, okay, you
gotta look past anythingpersonal.
What is the root cause of thatissue?
(22:05):
You know, is it that they'relacking, tools?
Are they lacking education?
Like, you know, what can you doto support that person?
Can they overcome the barrier?
Or are they truly just not agood fit and you're not willing
to let go?
Like a coach tells you that likethey're gonna see it for what it
is and they're gonna coach youand tell you that.
Whereas, without that, a leadercan really feel alone and
(22:27):
isolated.
and we all are growing anddeveloping.
We all need that kind ofbalance, to help us to see
things that we wouldn't see.
normally and especially whenyou're running a community, you
end up, I like to say you end uplike with the horse blinders.
Or you, because you, you're onlyseeing what's in front of you
and what you have to deal withright then and there.
(22:48):
That the, the bigger picturescan sometimes be, you know,
blocked from you and you don'treally realize that there's so
much more around you, that'simpacting what's happening right
in front of you or contributingto it.
Erin (23:02):
Yeah.
So, or, or you don't evenrealize everything that you've
done, right, because you'refocusing on everything that's.
Not.
Right, right.
You know, like, yeah.
We don't even give ourselvesenough credit for what fires we
did put out because there's thisbig inferno over here that we
weren't prepared for.
(23:23):
And so all we're doing isfocusing on this one when, when
everything that we just did overthe last 30 days has now been
negated because we have this bigthing here and.
Somebody who's listening to youtalk can say, hold on a second.
Yes, yes, we've got a majorproblem, but you have learned
(23:44):
how to do all this because ofall these things that you've
done, right?
So now let's go and, and trythis without the panic.
yeah, and that's reallyimportant.
I did have one regional directorwho, who would tell me, do you
hear how you're talking aboutyourself?
Hear that And I thought he wasthe weirdest guy.
Like I just am.
Like, yeah.
(24:05):
So he's like, you are so harsh.
And I, I wasn't aware, I wasn'taware that that was not normal.
I thought he was, un just likenot living in reality because he
was so positive.
I mean, he called problems.
Opportunities.
I'm like, dude, these are notopportunities.
These are problems.
Rose (24:26):
The real issues.
Let's be real.
You
Erin (24:29):
don't live in my reality.
Okay, stop bringing me to yoursbecause these are not
opportunities.
These are problems.
And I see now that they reallywere opportunities.
Rose (24:41):
Yeah, they are, they're always opportunities for growth.
It's all on your perception.
How do you wanna, you may be madin the moment and it's an issue
then, but then after a littlebit you're like, okay, wait,
what did I learn from that?
Yeah.
Well, I wanna go back tosomething you said because I
think you're, that's probably amissed point that maybe we
should probably highlight alittle bit more.
Just like you started you, thesuccesses.
(25:05):
Mm-hmm.
Do re do deserve reward.
Yes.
And, and those, sometimes it'snot the big things like, oh, you
hit a hundred percent occupancy.
Yay, that's great.
That's, that's the first part ofthe goal.
The next part of the goal is tomaintain that a hundred percent
occupancy, right?
So, but we need to pause andmake sure that there is
(25:25):
celebration, and coaches dothat.
Great.
And again, in sports you'll see'em high fiving and hugging and
yeah, you're the man, you know,you did a great job and.
Woo hoo.
and that is inspiration and it'smotivation for that leader to
not give up and to keep goingand keep trucking forward.
and just like many of us, it'snot necessarily a monetary
(25:48):
thing.
It's a, a high five.
It's a pat on the back.
It's a quick note.
That was awesome.
You handled that great.
That was amazing, that verydifficult, challenging family
member that you brought back tosay.
Okay.
I, I see where you were, whatyou were talking about.
I can now see mom's progressionin her dementia.
I, I, I now see it that I canstep back because of how you
(26:11):
helped me.
Like that is a huge win, right?
For a leader, like that's like,yes.
Mm-hmm.
and it means a lot to them.
So yeah, those opportunities, Ithink you, you hit spot on.
We need to, we need todefinitely highlight those more.
Erin (26:27):
Yeah.
I mean.
We work in an industry or wesupport an industry that is open
365 days a year, 24 hours a day,seven days a week.
That is, I mean, healthcarenever stops.
So we cannot treat our industrylike a nine to five job.
(26:52):
You, you, right?
Like our leaders need moresupport than.
Then teachers are similar, butthey get summers off and
holidays off, and, and, and mysister's a teacher and I hear
her pain points and I, and Iunderstand them on a very deep
level, unrealistic expectations,you know, the desire to mm-hmm.
(27:16):
You know, have high grades andlike overlooking certain things
for the bigger picture, like I.
I can.
I see that.
I feel that.
I get that.
But she still gets Spring breakand Mardi Gras break and summer
breaks and Christmas breaks andThanksgiving breaks.
We don't get that right.
No.
You know, we don't get that.
(27:37):
So teaching people how to manageit effectively, value time, our
time, just as much as somebodyelse's time, all that, all
that's gotta be.
Mm-hmm.
Taught or enforced orreinforced, trained, empowered,
and, and the company itself isnot, most of them are not set up
(28:01):
to do that for their leaders.
Rose (28:03):
Well.
Yeah, they're, they're nec,they're not necessarily set up
to be able to give thempermission to take time off.
And because they, the company,the organization sets up the
standards that are across foreverybody and for fairness and
for equality and to make sureeverybody is treated fairly,
which is fabulous.
(28:25):
Right.
So.
When you're a leader, like yousaid, you take on that
responsibility of your community24 7, 7 days a week, 365 a year.
And what I think gets neglectedis that doesn't turn off when
you take time off it.
I mean, unless you, unless maybeyou've been coached in a right
(28:46):
way to give yourself permissionfor that, then yeah.
That it's possible.
So let me give some hope outthere.
It's possible.
Yes.
and you can get there.
but there is a pause point wherethere, there's this transition
when, when you take on thisrole.
To, and the commitment, you'renot, you're doing it, of course,
you're, it's your career, you'readvancing your career and that's
(29:08):
awesome.
but there's so much more to it.
There's a passion that you have.
There's a drive, there'ssomething ignited within you
that you're giving for thisreally fulfilling, purpose
driven type of career.
And that will bleed intoleaders' family life.
And what I have seen in coachinga few leaders, over the years
(29:28):
that.
Really has brought to light inmy coaching strategy an
important aspect is to make sureI don't neglect that portion of
their life and talking about itand the impact that the role has
on them.
and I have a few leaders thathave shared with me the
challenges in their marriage,where their spouse doesn't
understand, that they have tokeep the phone by the bed.
(29:52):
Mm-hmm.
Because it might ring at threeo'clock in the morning with that
emergency situation, which.
Happens and the spouse issaying, no, turn that thing off
and put it away.
And so that's a very difficultand very emotional thing to kind
of work through, for thatleader.
(30:13):
And it's no, there's no perfectanswer for it because those
relationships are very personaland unique to each leader, so
all you can do is support themthrough that.
We, we don't ever blame thespouse, we don't blame anybody
else.
We talk about the reality ofwhat the role is and how you're
internalizing that and how youbalance that because you do have
(30:33):
to balance it.
And like your sister who's ateacher, and it's so weird
because my sister's ineducation.
Here we go.
And she's got like her master'sin education and works in school
districts and, and has her wholecareer has been fully dedicated
to this.
And she's probably just asdriven as I am.
So the differences are she canshut it off Yes.
(30:54):
For that period of time.
And I never could.
yeah.
And the moment that I one timedid, for the sake of my family
situation, I got backlash.
I got ridiculed, I, I got madefun of and told that I abandoned
certain situations or whatever,and that was really hard.
(31:14):
That was probably the hardestthing I ever had to do, deciding
between my family situation andthat community situation,
because I love them both.
Yeah.
You know, what do you.
Erin (31:26):
I know.
I mean,
Rose (31:27):
yeah,
Erin (31:28):
it's important.
It's the boundaries piece, youknow?
Mm-hmm.
Like, I never realized, I saidthis in a podcast episode,
previously like that, that, youknow, without boundaries, that
success turns into stress.
That passion, you know, it turnsinto exhaustion and, and that's
when leadership becomes aburden.
(31:51):
I.
Instead of a privilege.
both (31:54):
Right.
Erin (31:54):
And I think that that's what,
Rose (31:56):
like very well said,
Erin (31:58):
that's where I went.
You know, like that's where Iwent because I didn't understand
how to create the boundaries.
Like what boundaries can Icreate?
And you know, in one communitywe had an on-call rotation that
worked seamlessly.
And so there was three weeksthat somebody else could take
the calls.
(32:18):
And, and that was important, butthat didn't always work for
every community.
Right.
And so each community isdifferent,
Rose (32:27):
or until you stabilize them and you can implement those
things.
But in the beginning, there is alot of pressure on these new
leaders.
Yes.
and it's a lot for them tohandle.
And you and I were talking aboutthis just before we jumped on,
to, to start, you know, therecording, but it was very.
It's a very real deal thatthese, these leaders are feeling
(32:49):
when they first come on board.
and they wanna be successful.
And, you know, the newer ones,of course, are very excited and
there's a lot of energy andthey're, well, most leaders when
they come into a new role,they're just thrilled to have
the opportunity and to do it.
and when they're new, they'remoldable.
Like you can really coach them,you can give them good guidance,
and they're, they're open to it.
(33:12):
The more experienced leadermaybe has even more expectations
put on them because they come inand you're, oh, you're
experienced.
You should be able to handlethis.
Go for it, get it done, and be.
Hundred percent full in threeweeks, right?
And so they're sitting backgoing like, whoa, we gotta peel
back the layers in thiscommunity.
And they may have all thisexperience, but at the same
time, they still gotta work itjust like you would a new
(33:34):
community.
You know, it's still the samething.
You have to peel back and reallydiscover where the root cause is
and then start, you know,addressing those root causes
before you can, solve thesymptoms.
So.
I think they have equally asmuch pressure and, and I, I feel
like they need just as muchcoaching as a new leader.
And I've seen that where I'veworked with experienced leaders
(33:56):
and it may not be as, as, maybefundamental.
The layout of the coachingsessions, but it's more like,
oh, okay, I get where you'recoming from.
Let's, let's work through thisone particular challenge and,
and how you can maybe tacklethat simultaneously that you're
dealing with so many otherthings on your plate.
so they're just differentapproaches, but there's both
(34:18):
equally as important in myopinion.
Erin (34:21):
They really are.
I mean, they really are.
And I do, I, I am a firmbeliever.
I mean, I don't believe, I don'tbelieve that.
Coaching will solve everyproblem.
But if you wanna make a, a hugeimpact in this retention
problem, creating coachingopportunities for people who
want it, you know, and creatinga mentorship program to grow
(34:45):
leaders and to serve yourcurrent leaders is really,
really important.
I, I, I do.
I believe that highly in thepower of it, that it can make a
difference if you hire the rightones with the right experience.
Like there are companies thatI've spoken to that hire, you
know, executive coaches and theydon't even get people to come to
(35:09):
their scheduled meetings.
And I think executive coacheshave their place, but the
problems that the leaders arefacing with an executive coach
has no idea what.
They can give them Right.
both (35:22):
You know,
Erin (35:23):
guidance, but like the specific guidance from people
who are tried and true, bruisedand battered and learned from
it, like,
Rose (35:32):
and survived
Erin (35:33):
and survived to tell the story is really where the power
is.
And impacting Yeah.
And, and creating the change.
And so if you're listening as aleader, and that sounds
important to you, you know.
Both Rose and I are available toyou, and if you're a company,
both Rose and I are available toyou.
(35:55):
you are in control.
The leader yourself, you know,you can make decisions and
invest in yourself and becomebetter and be so thankful that
you have to be willing andready.
Rose (36:09):
Yeah,
Erin (36:10):
you have to be willing and ready.
Rose (36:12):
You have to be willing and ready.
And there have definitely beentimes where the person was not,
and I think you and I would bethe first to say to that
organization, probably not thebest fit.
Don't need to waste your moneyon it.
just don't, you know, and.
And if the person is great andor maybe they have their own
coach already, that's awesome.
Run with it and let that personhopefully be as successful as
(36:35):
possible.
and I think I just kind of wannamaybe close out by saying we
encourage this.
Greatly with all leadershiproles.
I mean, primarily the executivedirector role is, a skillset
that both you and I have workedwith, one-on-one and have lived
it, bruised and battered andall.
Yeah.
and survived it.
(36:56):
So we definitely get it.
In that sense, and it's a very,niche kind of role, you know,
because you're not just dealingwith the, hospitality side of
everything.
You're dealing with the care andthe liability and the risk side
of it as well.
And there's, there's so muchthat an ED is managing in a
community.
And so to that uniqueness,that's where our expertise lie.
(37:18):
But we do encourage it to otherleadership roles, like a cook
who's now your dining directoror a nurse who's now your health
and wellness director.
That's a huge leap.
And speaking, you know, as anurse, myself and I, and I'll
just kind of quickly share this.
I didn't, as I went to school tobe an LVN, this is why I didn't
have a full degree, with allthat skillset when I became an
(37:40):
ed.
'cause I was an LVN first.
I, I had skills, but I didn'thave leadership skills.
But because that role was, agood fit for me and I had the
opportunity to go into anexecutive director role, I got
pulled into that and I, I wasn'tready.
I, I wasn't.
A hundred percent ready.
I didn't have all that extra,support and coaching around what
(38:04):
it is to be a leader, and sothere were some failures and
things I had to overcome.
We, we do a great jobidentifying people, I think in
our communities who are good andthey're strong and they're good
at their roles.
We sometimes don't do a greatjob when we, promote them, we
promote them to a termination ora potential termination.
And I, I hate to say that, but.
(38:25):
We fail them.
If we do that without supportingthem through that transition.
You know, if you have a greatnurse, she's awesome, she's good
on the floor, or he, and they,they do a great job with their,
the staff that they manage thenand there, those are now their
buddies and now you put'em in aleadership role If they haven't
learned how to transition intothat.
They're, we're setting them upfor failure.
(38:48):
The same thing in sales.
I've seen that, I've seen it in,in lots of, of roles.
So just, I encourage it.
I know you do as well, Erin.
Erin and just, you know, makesure that we're here for you.
We come to you from passion.
This is, this is not somethingthat we have to do.
It's something we choose to do.
We have this in our head.
Mm-hmm.
(39:09):
We've experienced it.
We've been through the painpoints, and we'd love to just
guide your leaders to success.
and if, if it's not the rightfit for them, we are gonna coach
them through that as well.
Because the, it doesn't meanthat they're a bad person, it
doesn't mean they don't haveskillsets.
but this, this job requires alot.
(39:29):
A lot of the person, the heartand the head, and the
commitment, it requires a lot.
And so it, it's not foreveryone.
and we get that.
Erin (39:39):
I certainly made the mistake of hiring somebody
thinking I could carry the loadthat backfired pretty quickly.
And it was a, it was a directorof nursing position and yeah.
that one, that one.
Really stings, even though itwas years and years and years
ago.
But I really valued this personand it was too much.
(40:00):
And I think deep down I knew itwas too much, but I thought that
I, I thought that I could helpher through it, but it was just
too much.
So yes.
And even, yes, everything Rosesaid yes, a hundred percent in
agreement with a hundredpercent.
Rose (40:16):
So we've all been there.
Erin?
Yes.
I many times we probably held onto people too long too.
Yeah.
That we knew.
We knew the decision was to moveon, but it is hard to do that.
Yeah.
It's hard to let somebody go and'cause you know, you're
impacting their life, theirfamily, everything.
(40:36):
And that it's a very difficultdecision to do.
It's, but, but it comes with thejob you, that's.
Part of the responsibility toprotecting and, enriching your
community so that it can thriveis you have to make those hard
decisions
Erin (40:53):
and you have to make, and, and having somebody help you
make them is, is really valuabletoo.
Well, rose, this was great.
Thank you.
I hope that we.
Share this episode with peoplewho need to hear it and do not
be afraid.
I will put Rose's information inthe show notes.
Rose, they can find you.
What's your website?
And on LinkedIn, how can theyget in touch?
Rose (41:15):
Yeah.
so the website is the companyname Reveal Soul.
So it's R-E-V-E-A-L-S-O l.com.
you can contact me directlythrough there.
There's also on LinkedIn.
I'm on LinkedIn.
Just rose signs.
Can find me, like the companyalso has a LinkedIn profile as
well.
Erin, I truly, appreciate thisopportunity and hopefully, wow,
(41:39):
if we can also share all of yourcontact information.
We are both in such a differentregion and area that we can
really help a lot of peoplethrough this.
And, we really hope to, to beout there and supporting you
guys out.
You're not alone.
Keep trucking.
You can do this.
battle through it.
Don't worry.
The scar is heal.
Erin (41:58):
Yes.
And I love the fact that we arethe same and different, and I
want it to be a model ofcollaboration because for too
many, too much time, communitieshave competed against each other
and we're entering a time wherethe competition is not gonna be
as fierce.
Now, maybe for associates andmanagers maybe, but.
(42:23):
We get better when we'retogether.
Mm-hmm.
You know, we realize we're allon the same team and you know.
We are not competitors, we arecollaborators and we're friends.
Mm-hmm.
and
Rose (42:33):
we're all experiencing a lot of the same challenges.
We, we need to be a network tosupport each other.
Yeah.
Through these things.
And you're right, I mean, the,the wave is here.
And it's going to fill ourcommunities.
Can we keep those residentsthriving, safe and happy, within
our communities, and then keepour staff motivated?
(42:56):
Because the real challenge we'rerunning into is attracting new
leaders and keep and attractinggood staff to that really have
the passion for this work.
That's our really biggestchallenge.
And when we get those people,we, we've got to invest in them.
So that we keep them, so thatthey will then in turn promote
employment with us in ourcommunities.
(43:18):
They will promote the, thecareer choices that you can get
in senior living.
Like most people don't know whatthose opportunities are, and we,
we need that good voice outthere, just like we need a good
reputation for resident care.
We need a great reputation forour staff.
Erin (43:33):
Yep, absolutely.
All right.
Reach out to us.
We're, we're happy to help.
Yes, always.
Thank you, aspire for more foryou because that is the most
important way to lead andinfluence others.
Have a great rest of your day.
Heart-Centered Leadership inSenior Living: Insights from
Jenna La Charity In thisepisode, we explore the
(43:57):
essential elements of leadershipin senior living, focusing on
service and empathy.
Erin sits down with Jenna LaCharity, Director of Sales and
Marketing at Levante SeniorLiving and a professor at
Algonquin College, to discussways to balance business goals
with heart-centered leadership.
Jenna shares her journey fromsocial work to senior living,
(44:18):
emphasizing the importance ofpersonal connections,
resilience, and problem-solvingin sales and operations.
They discuss the significance ofunderstanding cultural
perspectives, the emotionalaspects of sales, and the power
of relationships in creatingthriving communities.
Jenna also highlights theeducational initiatives
preparing future leaders insenior living, reinforcing hope
and potential in the nextgeneration.
(44:40):
This conversation is a valuableresource for new and seasoned
sales directors alike, offeringmindset shifts and practical
strategies for success.
00:00 Introduction toHeart-Centered Leadership 00:37
Meet Jenna La Charity 02:08Jenna's Journey from Social Work
to Senior Living 05:53 TheImportance of Relationships in
Senior Living 07:25 Training theNext Generation of Leaders 18:02
(45:03):
Cultural Perspectives and Aging20:54 Navigating Sales
Relationships 21:09 OvercomingMoney Talk Challenges 21:54
Building Trust Through Questions24:11 The Art of Small Closes
25:11 Adapting Sales Styles26:13 Human-Centered Sales
Approach 26:57 CompetitiveAnalysis and Trust 29:34
Real-Life Learning in Sales31:02 Mindset, Boundaries, and
Energy 34:03 Achieve, Connect,and Thrive 36:33 The Importance
(45:25):
of Teamwork 37:56 Conclusion andFinal ThoughtsHeart-Centered
Leadership in Senior Living: Insights from Jenna La Charity (45:27):
undefined
In this episode, we explore theessential elements of leadership
in senior living, focusing onservice and empathy.
Erin sits down with Jenna LaCharity, Director of Sales and
Marketing at Levante SeniorLiving and a professor at
Algonquin College, to discussways to balance business goals
(45:50):
with heart-centered leadership.
Jenna shares her journey fromsocial work to senior living,
emphasizing the importance ofpersonal connections,
resilience, and problem-solvingin sales and operations.
They discuss the significance ofunderstanding cultural
perspectives, the emotionalaspects of sales, and the power
of relationships in creatingthriving communities.
Jenna also highlights theeducational initiatives
(46:11):
preparing future leaders insenior living, reinforcing hope
and potential in the nextgeneration.
This conversation is a valuableresource for new and seasoned
sales directors alike, offeringmindset shifts and practical
strategies for success.
00:00 Introduction toHeart-Centered Leadership 00:37
Meet Jenna La Charity 02:08Jenna's Journey from Social Work
(46:32):
to Senior Living 05:53 TheImportance of Relationships in
Senior Living 07:25 Training theNext Generation of Leaders 18:02
Cultural Perspectives and Aging20:54 Navigating Sales
Relationships 21:09 OvercomingMoney Talk Challenges 21:54
Building Trust Through Questions24:11 The Art of Small Closes
25:11 Adapting Sales Styles26:13 Human-Centered Sales
Approach 26:57 CompetitiveAnalysis and Trust 29:34
(46:55):
Real-Life Learning in Sales31:02 Mindset, Boundaries, and
Energy 34:03 Achieve, Connect,and Thrive 36:33 The Importance
of Teamwork 37:56 Conclusion andFinal Thoughts
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