March 9, 2024 • 39 mins
When life threw an unexpected curve ball at Bill Bent in the form of a near-fatal accident, he emerged not just unscathed but reborn as a force of inspiration in both the business world and personal development sphere. Our conversation with Bill reveals the profound impact of resilience and a robust mindset, as he offers a treasure trove of wisdom on surmounting life's hurdles. From his days as a top mortgage executive to his current passion as a motivational speaker and life coach, Bill's narrative is a masterclass in transformation and the art of turning adversity into opportunity.
Navigating the complexities of team dynamics and leadership can be as challenging as it is essential for organizational success. We uncover the potent influence of leadership assessments, like Predictive Index and Energy Leadership Index, and how they can be instrumental in crafting high-performance teams. The episode brings to light the marvels of the energy leadership index and how it has revolutionized staff culture in senior living communities, championing a brand of empathetic leadership that retains top talent and fosters growth within the industry. Bill's insights into leveraging personal assessments serve as a blueprint for nurturing leadership and organizational excellence.
The senior housing sector, in particular, stands as a testament to the power of cultural and operational agility, proving that financial success and key performance metrics only tell half the story. Listen in to understand how mentorship underscores the transformative effect that genuine support and guidance can have, inspiring a legacy of leaders who are as heartfelt in their approach as they are steadfast in their mission to serve. Join us to soak in the energy and learn how to harness the full potential of coaching in your own journey.
Navigating the complexities of team dynamics and leadership can be as challenging as it is essential for organizational success. We uncover the potent influence of leadership assessments, like Predictive Index and Energy Leadership Index, and how they can be instrumental in crafting high-performance teams. The episode brings to light the marvels of the energy leadership index and how it has revolutionized staff culture in senior living communities, championing a brand of empathetic leadership that retains top talent and fosters growth within the industry. Bill's insights into leveraging personal assessments serve as a blueprint for nurturing leadership and organizational excellence.
The senior housing sector, in particular, stands as a testament to the power of cultural and operational agility, proving that financial success and key performance metrics only tell half the story. Listen in to understand how mentorship underscores the transformative effect that genuine support and guidance can have, inspiring a legacy of leaders who are as heartfelt in their approach as they are steadfast in their mission to serve. Join us to soak in the energy and learn how to harness the full potential of coaching in your own journey.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:07):
My oldest son had a desire to be a Division I
competitive golf.
All the golf pros said he hasno chance of being a college
competitive player.
I just kept asking himquestions Out of the top players
practice are you practicingsimilar?
Do you want to change how youpractice?
Well, he changed his habitsdramatically and in turn his
swing got significantly betterand he played Division I
(00:28):
competitive golf.
My other son was all aboutbeing a league college and I
never pushed him to say, well,do this, do that.
I just kept asking him why, ifyou didn't get in, how do you
feel about that?
How do you think the top peoplethat get selected to a Harvard
at a 4% acceptance rate mightget in?
Through that process of askingthose open-ended questions, he
(00:48):
got into every Ivy that heapplied to, plus Stanford, plus
Rice, and chose Harvard.
Because you know sameprinciples in senior housing
we're shifting the staff.
Speaker 2 (01:04):
Welcome to the Senior Housing Investors Podcast.
If you are an owner operator,investor, developer or buyer of
senior housing, you've come tothe right place.
The best way to stay connectedwith us is to sign up for our
weekly newsletter atHavenSseniorInvestmentscom.
This podcast doesn't existwithout you and our community.
(01:26):
Thank you for listening andreach out to us anytime.
Speaker 3 (01:36):
Welcome back everyone .
Today, our host, john Haber,has the privilege of speaking
with Bill Bent.
Bill's experiences withspeaking, being a life coach and
author as well as a topmortgage executive, is what
makes his leadership program sosuccessful.
Turn in as they dive intoenergy and how it can help your
organization overcome anything.
Speaker 2 (01:57):
John.
Thank you, kelsey.
In today's episode, we'rehonored to welcome Bill Bent, a
transformative figure in theworld of business and personal
development.
Bill's journey is nothing shortof remarkable, having rebounded
from a near fatal accident in2014 to become a beacon of
resilience and growth.
(02:17):
Bill's work as a speaker,author and life coach centers
around empowering CEOs,executives and sales
professionals to navigate change, set priorities and maintain
integrity.
Before his life took anunexpected turn, Bill was a
luminary in the mortgageindustry, recognized five times
(02:38):
as one of the top 100 mostinfluential mortgage executives.
Under his leadership, academy,mortgage Corporation evolved
from a regional entity into anational powerhouse, marking a
significant achievement in hiscareer.
His earlier tenure atWaterfield Financial Corporation
further underscores his prowessin leading teams to
(03:01):
unparalleled success,accumulating and managing $1
billion in annual production.
Bill's commitment extendsbeyond the boardroom.
He is passionate about helpingindividuals achieve holistic
success mentally, emotionally,physically and spiritually.
Bill continues to inspirethrough his life's work and
(03:22):
hobbies, including running,hiking and golfing in Evergreen
Colorado, where he resides withhis family.
Join us as we delve into theinspiring narrative of Bill Bent
, a man whose life and careerembody the power of
transformation and the spirit ofperseverance On the show.
Speaker 1 (03:40):
Bill.
Thank you, john, I'm excited tobe on the show.
Speaker 2 (03:43):
Well, I'm excited to speak with you.
This is the first time I'veinterviewed one of my business
partners.
This is going to be so good,since both you and I fully
embraced energy, leadership andpersonal assessments to
transform individuals andcompanies.
Bill, give us our audience anoverview of how you've moved
(04:05):
toward and embraced the factthat a powerful mindset coupled
with dynamic skillset canposition any organization to
overcome key obstacles.
Speaker 1 (04:16):
Great question, john.
And so as we get going in life,we go through our own
development and everythingaround us keeps developing,
whether it's technology or otheritems that I'm going to mention
in a second.
So back when I graduatedcollege I'm going back to 1983,
it was all tied into skillsetand skillset very important
(04:36):
whether you're going to be anaccountant, whether you're going
to be in sales.
And while the assessment worlddidn't exist back then at least
it might have been a little bitbut the ability to help people
from skillset and really helpthem feel where their passion
was, really start to kick in andcome along.
Well then, the 90s come along.
(04:57):
And then I just bumped into agentleman in the later 90s that
had just gotten into coachingand I didn't even know what
coaching was about.
And I'm on a golf course, I getpaired up with him and he goes.
Isn't it amazing what sciencehas proven?
And I said, tell me more.
He goes.
Well, quantum physics, a studyof matter, study of small, has
(05:18):
scientifically proven that weare energy, we're a spiritual
being wrapped into a body.
And so he explained a littlemore and I was like, oh, that's
interesting, but left it alone.
Well then, a few years later gothrough divorce and that's when
I got really hands on andintroduced to coaching.
Now we're in 2003.
(05:39):
And that coach very spiritualbased really introduced me to
spiritual psychology and mindsetand I started shifting how I
handled the divorce.
I started shifting and I didn'tpersonalize certain issues.
I started to realize how otherparties, other individuals, how
they handled issues and I didn'thave to take ownership of how
they handled things.
(06:00):
Through that process I reallyhandled my divorce issue, which
really helped me handle myraising of my children my two
boys in a different process,which was very beneficial.
Well then it really kicked in.
Another five years later, 2009,I got introduced to work by a
guy named David Hawkins and itwas all on consciousness and on
(06:23):
consciousness, all on energy.
And then I started to researchit and apply it personally from
the standpoint of how can I bemost Christ-like as a person,
highest level of energy.
But then I really went into howto organize a business in high
energy, how to synthesize abusiness, and not to prove
(06:45):
anything, but how to allow thepower of connection to occur.
We came from one, with Godcoming along, and then the big
explosion we're going to go backto one, we leave our body and I
learned how to synthesize abusiness which led to the growth
of Academy Mortgage from 130employees to 2300 and becoming
(07:05):
the largest national mortgageoriginator, measured by purchase
volume.
And all of that was moremindset-based coupled with skill
set.
Speaker 2 (07:14):
Well, that's fascinating.
As you and I know, weunderstand energy.
We understand how our energyradiates out, either positive or
negative.
And we hear the wordspirituality quite a bit, and
I've had this discussion with mymother regarding spirituality
and my Christian faith.
It kind of sounds a littlewoo-woo.
Tell me about this in apractical way.
Speaker 1 (07:37):
I think the practical way is as I learned it and
studied it first, I started alsodown the spiritual path of
religion with it and I startdown the path of the
Christianity and the Higherbeing being God and Christ.
Here on earth.
Other religions have theirHigher being.
They also operate under.
(07:59):
We are spiritual love and thatthe Higher being is within you.
And so at that point I didn'treally see a business
application.
But then, as I kept researching, I that my aha came on of how
to synthesize a company.
Now the simple part ofsynthesizing a company comes
(08:21):
down into systems, databasepolicy, procedures, how to
communicate things from aperspective of everybody sees
issues from their role.
If their roles in compliance,they're going to see it more
from that perspective.
That their role in sales,they're going to see it more
from that client basis.
So I got very adept atcommunicating more from the
(08:44):
middle and explaining how itimpacted the different
departments but why it reallyfelt that the leadership felt it
was in the sweet spot.
And then I came along on reallyunderstanding attitudinal of
each employee and understandingback to what you said, john how
they vibrate into that negativeenergy of times, positive energy
(09:06):
, and just help them have somedegree of understanding and they
might shift a little bit theirattitude on an issue and that
really enhanced retention.
That occurred with thatmortgage company.
We went to a very highretention level, which was a key
component of that growth and sothat level of understanding,
consciousness and applying itone direct benefit was that
(09:30):
retention.
The other direct benefit wasintroducing change and getting
the organization to embrace thatchange and not resist change
from their role and it was keycomponents of tactical,
practical things and applyingthe concept of consciousness.
Speaker 2 (09:51):
I really appreciate that.
I mean you're very astute.
I mean to go from the number ofemployees to over 2000 and to
be able to manage thateffectively and manage all those
energy levels effectively isquite amazing.
And so when you look atproblems in business and the
senior housing business, one ofthe biggest is turnover.
(10:11):
And so where do you start withyour evaluations of individuals
within an organization?
Speaker 1 (10:20):
Actually a question, john, and I really don't start
on the individual level, Ireally start on the process
level.
Every business is a process.
Every business has subprocesses with how they deliver
their product, their servicesand senior housing.
By all means, and certainlywith what it delivers is can be
very life changing forindividuals, and that turnover
(10:41):
issue tied into staffing andsenior housing is highly
problematic and there are thingsthat a company can do
internally, but so much of it isexternal too.
We didn't create the pandemic.
We didn't create thesignificant pickup in inflation,
the much higher interest rates,the push up on wages that
(11:02):
occurred literally overnight ata high level that we didn't have
the system accommodating Inturn.
Where does this all come from?
Where does the cost of all thiscome from?
So, as we looked at the processand also included in that
process, what is our hiringpractices?
What type of individuals do wehire?
(11:22):
Why do we hire?
Do we help people understandthe vision?
Do we help them feel purposefulwithin what they do?
Or are we really hiring peoplejust on a need basis?
And here's a paycheck?
And so, by looking at thatprocess and then getting down to
the individual and what type ofindividuals fit best we were
(11:43):
able to in a three seniorhousing portfolio with a
staffing of about 45 people overa one year period, of
introducing coaching bothskillset and mindset into it,
significantly reduce theturnover and have much higher
retention.
And we even had a couple ofemployees.
(12:03):
We decided mutually it wasbetter to part ways and then a
few months go down the road andthey kept knocking on the door
wanting to come back because ofour culture.
We went ahead and resolve theissues that we had and brought
them on board and from askillset perspective, in their
role they are stellar.
What's shifted their mindsetand they're seeing things,
(12:27):
understanding that component andseeing things more from a
higher level or a positiveperspective and when their
stress button gets it, they'reable to de stress in a much more
healthy, effective way.
Speaker 2 (12:43):
Yeah, I've learned so much from you as it relates to
that, and really understandinghow our team members deal with
stress and being able to becognizant of what they're going
through and how they respond ina stressful situation gives me a
greater level of empathy.
You know it's somethinginternal, or something from
(13:03):
their childhood, or it could besomething from just their
overall personal lives.
What's going on in theirpersonal lives currently?
And so how do you do theemployee team members get
analyzed in the problem solvingprocess?
Speaker 1 (13:19):
That's one of the heart and soul issues, john.
I'm glad you asked thatquestion, because it's all about
, as I mentioned, processmanagement, but then the core of
its people, and if you want toorchestrate without developing
your people, that's out of sync.
And so how to help the peoplehave at least a baseline and
(13:41):
understanding of who they areand what they bring to the table
, and that relates greatly towhat's gone on with assessments.
The assessments kicked in morein the 90s, and the two highly
known ones, dish andMyers-Briggs many others kept
coming along and developed andenhanced further, and so now
(14:03):
many of the assessments onleadership or type of roles are
a little more personality-based.
One of the leaders that I'm abig fan of, predictive Index is
really a data approach tohelping people understand their
strengths and weaknesses andwhat type of roles they have a
better probability in doing verywell at and what type of roles
(14:25):
they have a lower probability ofdoing well at, and introducing
your staff to that type of modeland just letting them know that
, from an assessment purelyperspective, it kind of casts
this umbrella.
Now that umbrella, though, isnot 100% accurate.
That umbrella might be 80, 85,90% accurate.
There's always going to beaberrations or people that excel
(14:48):
, even though the assessmentworld says, well, it may not be
their best fit.
And as long as you help peopleunderstand that you're helping
them naturally be authentic andnot be who maybe they're
naturally not, and that helps anindividual optimize who they're
going to be.
The other component of helpingpeople gets back into the energy
(15:09):
side.
That brings in another verypowerful assessment that's been
developed by one of the leadingcoach training programs
internationally and that companyis called Institute for
Professional Excellence inCoaching let's start in the late
90s and then over the last 20plus years has become very well
(15:30):
known as one of the leadingcoaching schools by the
International Coach Federation.
They are very unique in theassessment of developing one
that measures energy, leadershipor really consciousness and
consciousness.
Again, for the group that'slistening to this will be your
thought process, your emotion,feeling in the moment and then
(15:50):
your actual behavior.
Do you contract and pause andget into negative energy and
don't engage?
Do you go to a higher level ofengagement?
Do you go from the me world,the I world, to the we world to
trying to accomplish, or do yougo to the highest level, which
(16:11):
is the all and the all, from anenergy perspective is universal
and we're all energy and if youcan start to see issues more
that way or at least have abasic understanding, baseline
almost 100%, I'm going to claim100%.
The people that I've directlyworked with, which is close to a
thousand people, all want to bethat higher energy and you get
(16:35):
them comfortable.
It's okay to go negative attimes and then how to vibrate
higher.
Speaker 2 (16:40):
So what does that type of employee within business
and the senior living communitylook like when they're
resonating at a very high energylevel?
Speaker 1 (16:50):
I'm getting chills when you ask that question, john
, just because of who I am andhow I help people optimize who
they are, and so that's a spoton question to talk about the
power of this.
And so what we kicked off withthis portfolio was a leadership
base for the executivemanagement team.
This was a new concept for themto get introduced to the
(17:11):
assessments, both predictiveindex and energy leadership
index.
We went through a seven monthprogram and really they embraced
rewiring themselves, if youwill, to see issues from a
different perspective.
We've had a couple individualsthat were big champions on it
and have shifted dramaticallywith handling issues and really
(17:33):
that leadership from the topdoes drip down.
So they are so much moreempathetic and compassionate
when the stress button gets hiton the staff member, but they're
able to ask them really openand empowering questions that
help them distress themselves.
What do you think?
For example, john, my staffmember that's a caregiver just
(17:55):
had an issue with a resident andshe's highly concerned with how
she handled it and she's comingto me to say, oh my gosh, or
she saw another staff memberhandle something she thinks was
totally wrong and then just byasking that staff member open
and empowering questions.
Well, you saw that and that'svery stressful.
Why do you think it isstressful?
Tell me more that just gettingthem to converse and talk about
(18:20):
it is going to be their ownelement of de-stressing.
And then you help them get tothe core what I learned by
embracing coaching and energyleadership.
I helped I'm going to get outof this senior housing world for
a second.
I went through divorce.
I started shifting how I handlethings.
My oldest son had a desire to bea Division I competitive golf.
All the golf pros said he hasno chance of being a college
(18:43):
competitive player.
I just kept asking himquestions Out of the top players
practice are you practicingsimilar?
Do you want to change how youpractice?
Well, he changed his habitsdramatically and in turn his
swing got significantly betterand he played Division I
competitive golf.
My other son was all about beingelite college and I never
(19:03):
pushed him to say, well, do this, do that.
I kept asking him why, if youdidn't get in, how do you feel
about that?
How do you think the top peoplethat get selected to a Harvard
at a 4% acceptance rate mightget in, since they all excel in
their board scores and theirGPAs Through that process of
asking those open-endedquestions.
(19:24):
He got into every Ivy that heapplied to, plus Stanford, plus
Rice, and chose Harvard, notbecause I told him anything.
Those same principles in seniorhousing.
We're shifting the staff andwe're getting those individuals
that left, that are stellar ontheir skillset, knocking on the
door saying I want back becauseof the culture that culture
(19:47):
leads from starts at, from ourmanagement in the field.
Speaker 2 (19:52):
Let's address that management in the field side.
So, as you and I know,predictive Index has a back-end
system that really allows us tobuild our teams effectively.
Tell us about the quadrantsthat make up a team in the
Predictive Index assessment.
Speaker 1 (20:11):
On the Quadrant approach with Predictive Index.
They develop first, for eachindividual that takes assessment
, 17 different profile types.
This is all database driven, bythe way, with creating this,
those 17 profile types have fourdifferent category types but
then they blend into aleadership of four quadrants.
(20:34):
Those four quadrants are one isemployee team, more in nature
type leader.
That's going to be morerelational in nature, maybe not
quite as on top of the detailsof a system type issue.
Another quadrant is going to bein Agile and Innovative.
(20:54):
Some of your leaders that aregreat at creating businesses and
getting them going are fromthat profile.
By the way, john, you are oneof those great creators with who
you are in that quadrant.
Another quadrant is really thatresults discipline type of
individual CFOs, accountants,compliance individuals that
(21:16):
profile into that category tendto do very well in those type of
roles.
The last quadrant is intoprocess and precision more in
mindset.
Each one, if you start dividingthe quadrants into groupings,
gets into more the extrovertside or the introvert side.
Get more into the analyticalside or the gut feel side by the
(21:38):
leadership team understandingand trying to build a balanced
leadership.
It really gets into your topleaders out in the field being
much more effective indelegating when to delegate, how
to delegate and allow it tooccur, and not just delegate
with only then not giving themthat responsibility or the
(21:59):
authority with that delegation.
It greatly enhances team and itunderstands the dynamics.
Maybe the team's a little outof balance or we want to grow in
this local market in our seniorhousing portfolio.
Sally is great at running thisfacility.
Sally, you're in charge ofgrowing Will.
(22:20):
Sally profiles as great insupport.
She doesn't profile great inbeing that business builder.
You're really miscasting Sallyin that situation and there's a
higher probability she's notgoing to enjoy it and a higher
probability she won't succeed atit.
That's the power of usingpredictive index.
Speaker 2 (22:42):
Bill.
What I like about it mostly isit gives me printouts of exactly
how I communicate with myprofile with another profile on
the team, because the way Icommunicate with one person
whose process and precisionversus what I am, which is a
venture, which is a big thinkerand always six months ahead,
(23:04):
I've got to be very careful onhow I communicate to most of the
team members on our teamregarding my vision, because
it'll just throw them off.
They think it's going to happentoday when I'm thinking way
ahead in the future.
Address that with us.
How does this system allowthose individuals within the
(23:25):
team to understand each otherand be able to work with each
other very effectively?
Speaker 1 (23:31):
Another powerful aspect, john, of predictive
index.
Now, if you really startgetting into the details of
predictive index, all that itcan do.
It's a very broad-based systemand can handle aspects of
communication.
That leadership style certainlycan handle access components in
team building.
But back to specifically thatcommunication.
(23:54):
They have a beautiful toolthat's been database-driven that
will let you know based uponspecifically how you profile.
Now, john, thanks for sharingyour adventurer.
Let's say, you as a venture, youmight profile as a venture type
A and another venture might bea venture type M, if you will.
(24:15):
It really helps specifically tothe type of profile into the
more trench level of thatprofile type.
Specifically to anotherindividual that's been through
the assessment how they profileand specifically in there Now
they might be, as you mentioned,that I'll use a operator as a
(24:37):
profile type into the processprecision bucket and they might
profile more like an operator Alevel versus a M level operator.
Then it will give you a toolthat will say, and let's go back
to using Sally as a name,sally's the operator and it
gives you a tool specific toyour venture type in
(25:00):
communication strength andweaknesses with an operator of
Sally's type.
It's such a powerful tool thatyou can keep it on your
dashboard Anytime you have ascheduled meeting with Sally to
say oh yeah, sally and I in ourcommunication, here's where we
synthesize well, but here'swhere we may have some gaps and
we don't listen quite so wellbecause of those gaps and in
(25:23):
turn enhances team building orback to synthesizing that team,
connecting it even deeper.
Great point, john, on thecommunication aspect to
predictive index.
Speaker 2 (25:33):
Well, I'm going to get a little vulnerable here.
I'm really good at startingcompanies, getting them going,
finding great talent to add tothe team, but I get a little
impatient when it comes to notbeing able to continue to start
different companies, such asfrom going from Haven Senior
Investments growing that andhaving an amazing team, to now
(25:54):
building Haven Co Capital andthen starting from scratch Again
.
I find great joy in that theteam was able to point out that
my venture profile did not workreally well within a process and
precision growing organization,because I was way out there.
So comment on that.
I mean it was reallyenlightening for me for one and
(26:16):
second of all, ego didn't comeapart of it.
I know who I am, and so for meto move out of a role of
leadership within one companyand then go lead another company
is very empowering, knowing whoI am.
Speaker 1 (26:30):
I believe, john, you're really talking about the
impact you can have on thatfive-year, seven-year, 10-year
company that's trying to grow.
And so, john, thanks for beingvulnerable and for the group.
I want to applaud John and asJohn talks about it, he talks
about the ego.
(26:50):
Didn't get in his way.
I'm going to be to the group.
Each one of you out there, weall have an ego.
I have an ego.
We all have situations that ourego wants to lead, our ego
wants to control, our ego wantsto be right, our ego wants
familiarity, what we're used to,and our ego wants a situation
(27:14):
habit-forming.
My applause for John is highbecause John had to wrestle with
his ego earlier in this process.
John is such a great creator andhas created one of the leading
senior housing service-basedorganizations for owners and
(27:35):
operators in broker services,consulting services, market
feasibility services and alsointo lending services, and the
company was growing to the pointthat John's strengths really
weren't needed anymore andactually could be viewed as a
little bit of a prohibitor fortheir growth, because John's not
(28:00):
loving daily getting into theprocess, procedure, management,
the nature of who he is.
So, through a process with Johnlooking in the mirror, you need
that leader to look in themirror.
John got in front of the mirrorand John got very humble and
John got very respectful to whohe is and John really came to
(28:20):
the point of saying for my wingsto keep flapping at a high
level.
This shift is so much betterfor me and shift for the
organization.
For all you leaders out there,if you have that chance to check
in to get John's help on how heworked through this, use it.
It's powerful because our egowants to control and be right
(28:42):
and we did develop something,something we led, and maybe that
shift is more powerful for youindividually as a leader and the
organization.
Speaker 2 (28:51):
Well, thank you so much for calling me out on that.
Sometimes forget I do have anego and I guess I wouldn't start
companies unless I did.
But thank you very much.
And I concur with Bill bottomline leaders in all businesses,
and especially in the seniorhousing business, understand
yourselves, understand your teamand what it takes to work as a
(29:15):
team, because we have a crisison our hands.
We need to create safe andsecure housing for our most
vulnerable populations and weneed to create 775,000 units
over the next six years.
We cannot do it the old way.
We have got to do it in a waythat creates wellness internally
(29:37):
and externally within ourselvesand our organizations.
And so thank you, bill, forcontinuing to really promote
these assessments withinorganizations nationwide.
So is there anything that is soimportant for you in your path
toward owning and operatingsenior housing, as you've done,
(30:01):
that really stands out of a ahamoment.
Speaker 1 (30:05):
Yes, I've had my share of aha moments, john, as I
moved into senior housing, ofcourse, my background being in
home ownership and on themortgage origination side and I
got more passionate and morefeeling purposeful and helping
home ownership and the value ofthat.
I didn't know what I wasgetting into when I moved into
(30:29):
senior housing.
I was entranced in it.
I saw that gosh, this is a goodway to be purposeful in life
and I had to get educated on thereality of what the audience
that is in senior housing doeson a daily basis.
And my aha was how significantwe are for the elderly, how we
(30:56):
can help their lives continue tovibrate at a good level feeling
healthy, feeling purposeful toa degree, feeling significant,
building good communities,activity-based and fun and
enjoyable.
But I am not clinical-based, somy knowledge on that was just
reading a few books when I wasmuch younger and never studying
(31:20):
it, and that was my a-ha on theamount of healthcare that's tied
into it and so many leaders outthere are stellar at it and
your ability to be stellar isthankful and grateful.
As you develop that peopleleadership, I think it will only
(31:41):
allow to enhance your model tocontinue to vibrate at best
levels.
So my a-ha was I'm not therethe clinical side, but I am
there on the mindset, coaching,skill set side and how to try to
marry the two together.
Because if you marry the twotogether, that culture is going
to greatly enhance and it'sgoing to go beyond your staff,
(32:03):
it's going to go beyond yourresidents, it's going to go to
the residents' families andtrickle through their families
and it's going to go to yourstaff families and it's going to
start shifting how they goabout things, how they do things
and that ripple effect is goingto go to a larger population
that you really don't evenrealize with what we do.
(32:25):
And that was, you know.
I would say that was my biggesta-ha with this.
Speaker 2 (32:30):
Thanks, bill.
And so, as you know, this isthe Senior Housing Investors
Podcast.
We get a ton of individualsaround the world tying into this
podcast to listen to how,financially, they can succeed in
senior housing, how they canget started in senior housing,
and it sounds like culture focusis a top priority.
(32:53):
Where are the KPIs andfinancial returns as a priority?
Speaker 1 (32:59):
They're important priorities and so I would you
know my way of defining this inthe mortgage world.
I use the same kind of softformula Culture is priority 1A
and the KPIs and financials arepriority 1B.
They don't go down to 2, 3, 4,5 type of priority.
And in that perspective is Ifound that when you have the
(33:21):
ability to greatly enhance theculture plus be able to analyze
the process and then get to thepeople in that process, it
becomes very powerful.
I'm going to bring up anotherexample on the portfolio I'm
very involved with, besides theretention, with what went on,
because the size of thesefacilities, the ability to staff
(33:44):
and leadership roles we have tobe flexible.
So we have a little more of ahybrid in the sense of marketing
, lead management and part ofthe sales process where it's not
local, because these facilitiesare in the 20 to 40 bed range
and the size of these facilitiesin the revenue lines really
(34:07):
doesn't allow to have a directstaff member local handling that
marketing, that lead aspect.
And so through this process ofcoaching and helping people
understand mindset, along withthe analyzing skill sets at a
predictive index, we've beenable to Be highly efficient and
(34:28):
infilling beds when we have aresident that either directly
moves out or does pass away, andwe have direct results that
prove our approach, with processmanagement, mindset, skill set
combined, how our senses hasvibrated much stronger Now.
There are little things thathappen externally that create
that.
I don't want to claim ourinternal process focus is the
(34:53):
only reason to it, but it's acore reason to it and that
allows the model, financiallythen, to perform better on its
NOI, perform better onsustainability and continue to
allow other ways to look atgrowth.
That's always good to hear.
Speaker 2 (35:12):
And I hope our audience really clams onto that
because it is extremelyimportant and you both you and I
have experienced it in ourorganizations and that's why
we're so enthusiastic aboutthese processes.
So let's get to you real quick,bill, in regards to what are
you doing today?
Where's your focus?
What are your dreams?
How can people get a hold ofyou?
(35:33):
And let's promote you.
What are you doing today?
Thank you, john, to let me domy quick little info on the
little infomercial.
Speaker 1 (35:44):
So, with my situation , I've been an active investor
outside of senior housing tooand manufactured housing and
also in the coaching industry,and I'm allowing to shift my
focus to be more on helpingothers outside of my senior
housing direct network andportfolio that I'm involved with
and that focuses into keynotespeaking, which I highly enjoy
(36:09):
and I've had a highly trainedbackground in that, and my claim
to fame on that is talking atHarvard University and getting
great reviews.
That's my claim to fame onbeing a very good keynote
speaker.
But then on the other front inthe coaching and then the model
that we created for theportfolio that I'm a key owner
in, that model is can bereplicated for other investors
(36:32):
owners out there.
And then I have a network ofcertified coaches that are
trained on senior housingdirectly too.
That can be a key component tohelp other organizations out
there.
And my view, john, everythingin our life happens for a reason
and one thing we didn't touchon for the group I had a life
changing accident 10 years agoand I was in the hospital for 10
(36:55):
months and I've been called amiracle many times because of a
very severe traumatic braininjury.
And that severe traumatic braininjury had this shearing damage
version called the diffuseaxonal injury, severe grade.
It's statistics that category50% mortality, 90% survivors
vegetable, like 10% survivorsthat are non-vegetable, I had no
, so cognitive impairment.
(37:15):
I am an absolute rarity towhere I'm at.
Many things I did energetically, like using pulse, electronic
magnetic field devices, usinglow level and for light devices,
sound devices Really soundmeditation too, and some other
work I did with a chiropractor,et cetera.
But one thing I worked on wasmy own spirituality, if you will
(37:36):
.
Again, I had to relearn toenergy, relearn consciousness
and vibrate at better levels,which is more fueling and
healing in nature, and so I'mout there to spread the word on
consciousness and energy, alongwith skill set though, and
really help leadership andorganizations Optimize to the
(37:59):
highest level of who they'regoing to be and what they can do
, and so any opportunities outthere in the network to that I
can provide help to them.
To reach out to me, my email isbill, at bill bent, bntcom, and
then my phone number.
You can text me if you want tocall me to.
(38:21):
Probably won't be in theposition to answer it, though,
so please call me at303-419-6539.
And you get my commitment tohelp what you're trying to do
within your organization andyour group being set out there.
Speaker 2 (38:40):
Well, thank you, bill .
I want to thank you very muchfor being a mentor to me, for
really supporting my directionand my focus, our company's
focus over the last three orfour years.
You've been instrumental in thegrowth of the Haven Co
companies and I truly am very,very grateful for you and I wish
(39:04):
you the best as you moveforward with your speaking and
your coaching and fully supportthat and what you're doing.
So please reach out to Bill andamazing human being, incredible
energy, and I thank you so muchfor what you've done for us and
those who have impacted thefamily.
Speaker 1 (39:25):
My pleasure, John.
Thank you very much.
Speaker 2 (39:27):
Have a great day, Bill.
Thank you for being on the show.
My oldest son had a desire to be a Division I
competitive golf.
All the golf pros said he hasno chance of being a college
competitive player.
I just kept asking himquestions Out of the top players
practice are you practicingsimilar?
Do you want to change how youpractice?
Well, he changed his habitsdramatically and in turn his
swing got significantly betterand he played Division I
(00:28):
competitive golf.
My other son was all aboutbeing a league college and I
never pushed him to say, well,do this, do that.
I just kept asking him why, ifyou didn't get in, how do you
feel about that?
How do you think the top peoplethat get selected to a Harvard
at a 4% acceptance rate mightget in?
Through that process of askingthose open-ended questions, he
(00:48):
got into every Ivy that heapplied to, plus Stanford, plus
Rice, and chose Harvard.
Because you know sameprinciples in senior housing
we're shifting the staff.
Speaker 2 (01:04):
Welcome to the Senior Housing Investors Podcast.
If you are an owner operator,investor, developer or buyer of
senior housing, you've come tothe right place.
The best way to stay connectedwith us is to sign up for our
weekly newsletter atHavenSseniorInvestmentscom.
This podcast doesn't existwithout you and our community.
(01:26):
Thank you for listening andreach out to us anytime.
Speaker 3 (01:36):
Welcome back everyone .
Today, our host, john Haber,has the privilege of speaking
with Bill Bent.
Bill's experiences withspeaking, being a life coach and
author as well as a topmortgage executive, is what
makes his leadership program sosuccessful.
Turn in as they dive intoenergy and how it can help your
organization overcome anything.
Speaker 2 (01:57):
John.
Thank you, kelsey.
In today's episode, we'rehonored to welcome Bill Bent, a
transformative figure in theworld of business and personal
development.
Bill's journey is nothing shortof remarkable, having rebounded
from a near fatal accident in2014 to become a beacon of
resilience and growth.
(02:17):
Bill's work as a speaker,author and life coach centers
around empowering CEOs,executives and sales
professionals to navigate change, set priorities and maintain
integrity.
Before his life took anunexpected turn, Bill was a
luminary in the mortgageindustry, recognized five times
(02:38):
as one of the top 100 mostinfluential mortgage executives.
Under his leadership, academy,mortgage Corporation evolved
from a regional entity into anational powerhouse, marking a
significant achievement in hiscareer.
His earlier tenure atWaterfield Financial Corporation
further underscores his prowessin leading teams to
(03:01):
unparalleled success,accumulating and managing $1
billion in annual production.
Bill's commitment extendsbeyond the boardroom.
He is passionate about helpingindividuals achieve holistic
success mentally, emotionally,physically and spiritually.
Bill continues to inspirethrough his life's work and
(03:22):
hobbies, including running,hiking and golfing in Evergreen
Colorado, where he resides withhis family.
Join us as we delve into theinspiring narrative of Bill Bent
, a man whose life and careerembody the power of
transformation and the spirit ofperseverance On the show.
Speaker 1 (03:40):
Bill.
Thank you, john, I'm excited tobe on the show.
Speaker 2 (03:43):
Well, I'm excited to speak with you.
This is the first time I'veinterviewed one of my business
partners.
This is going to be so good,since both you and I fully
embraced energy, leadership andpersonal assessments to
transform individuals andcompanies.
Bill, give us our audience anoverview of how you've moved
(04:05):
toward and embraced the factthat a powerful mindset coupled
with dynamic skillset canposition any organization to
overcome key obstacles.
Speaker 1 (04:16):
Great question, john.
And so as we get going in life,we go through our own
development and everythingaround us keeps developing,
whether it's technology or otheritems that I'm going to mention
in a second.
So back when I graduatedcollege I'm going back to 1983,
it was all tied into skillsetand skillset very important
(04:36):
whether you're going to be anaccountant, whether you're going
to be in sales.
And while the assessment worlddidn't exist back then at least
it might have been a little bitbut the ability to help people
from skillset and really helpthem feel where their passion
was, really start to kick in andcome along.
Well then, the 90s come along.
(04:57):
And then I just bumped into agentleman in the later 90s that
had just gotten into coachingand I didn't even know what
coaching was about.
And I'm on a golf course, I getpaired up with him and he goes.
Isn't it amazing what sciencehas proven?
And I said, tell me more.
He goes.
Well, quantum physics, a studyof matter, study of small, has
(05:18):
scientifically proven that weare energy, we're a spiritual
being wrapped into a body.
And so he explained a littlemore and I was like, oh, that's
interesting, but left it alone.
Well then, a few years later gothrough divorce and that's when
I got really hands on andintroduced to coaching.
Now we're in 2003.
(05:39):
And that coach very spiritualbased really introduced me to
spiritual psychology and mindsetand I started shifting how I
handled the divorce.
I started shifting and I didn'tpersonalize certain issues.
I started to realize how otherparties, other individuals, how
they handled issues and I didn'thave to take ownership of how
they handled things.
(06:00):
Through that process I reallyhandled my divorce issue, which
really helped me handle myraising of my children my two
boys in a different process,which was very beneficial.
Well then it really kicked in.
Another five years later, 2009,I got introduced to work by a
guy named David Hawkins and itwas all on consciousness and on
(06:23):
consciousness, all on energy.
And then I started to researchit and apply it personally from
the standpoint of how can I bemost Christ-like as a person,
highest level of energy.
But then I really went into howto organize a business in high
energy, how to synthesize abusiness, and not to prove
(06:45):
anything, but how to allow thepower of connection to occur.
We came from one, with Godcoming along, and then the big
explosion we're going to go backto one, we leave our body and I
learned how to synthesize abusiness which led to the growth
of Academy Mortgage from 130employees to 2300 and becoming
(07:05):
the largest national mortgageoriginator, measured by purchase
volume.
And all of that was moremindset-based coupled with skill
set.
Speaker 2 (07:14):
Well, that's fascinating.
As you and I know, weunderstand energy.
We understand how our energyradiates out, either positive or
negative.
And we hear the wordspirituality quite a bit, and
I've had this discussion with mymother regarding spirituality
and my Christian faith.
It kind of sounds a littlewoo-woo.
Tell me about this in apractical way.
Speaker 1 (07:37):
I think the practical way is as I learned it and
studied it first, I started alsodown the spiritual path of
religion with it and I startdown the path of the
Christianity and the Higherbeing being God and Christ.
Here on earth.
Other religions have theirHigher being.
They also operate under.
(07:59):
We are spiritual love and thatthe Higher being is within you.
And so at that point I didn'treally see a business
application.
But then, as I kept researching, I that my aha came on of how
to synthesize a company.
Now the simple part ofsynthesizing a company comes
(08:21):
down into systems, databasepolicy, procedures, how to
communicate things from aperspective of everybody sees
issues from their role.
If their roles in compliance,they're going to see it more
from that perspective.
That their role in sales,they're going to see it more
from that client basis.
So I got very adept atcommunicating more from the
(08:44):
middle and explaining how itimpacted the different
departments but why it reallyfelt that the leadership felt it
was in the sweet spot.
And then I came along on reallyunderstanding attitudinal of
each employee and understandingback to what you said, john how
they vibrate into that negativeenergy of times, positive energy
(09:06):
, and just help them have somedegree of understanding and they
might shift a little bit theirattitude on an issue and that
really enhanced retention.
That occurred with thatmortgage company.
We went to a very highretention level, which was a key
component of that growth and sothat level of understanding,
consciousness and applying itone direct benefit was that
(09:30):
retention.
The other direct benefit wasintroducing change and getting
the organization to embrace thatchange and not resist change
from their role and it was keycomponents of tactical,
practical things and applyingthe concept of consciousness.
Speaker 2 (09:51):
I really appreciate that.
I mean you're very astute.
I mean to go from the number ofemployees to over 2000 and to
be able to manage thateffectively and manage all those
energy levels effectively isquite amazing.
And so when you look atproblems in business and the
senior housing business, one ofthe biggest is turnover.
(10:11):
And so where do you start withyour evaluations of individuals
within an organization?
Speaker 1 (10:20):
Actually a question, john, and I really don't start
on the individual level, Ireally start on the process
level.
Every business is a process.
Every business has subprocesses with how they deliver
their product, their servicesand senior housing.
By all means, and certainlywith what it delivers is can be
very life changing forindividuals, and that turnover
(10:41):
issue tied into staffing andsenior housing is highly
problematic and there are thingsthat a company can do
internally, but so much of it isexternal too.
We didn't create the pandemic.
We didn't create thesignificant pickup in inflation,
the much higher interest rates,the push up on wages that
(11:02):
occurred literally overnight ata high level that we didn't have
the system accommodating Inturn.
Where does this all come from?
Where does the cost of all thiscome from?
So, as we looked at the processand also included in that
process, what is our hiringpractices?
What type of individuals do wehire?
(11:22):
Why do we hire?
Do we help people understandthe vision?
Do we help them feel purposefulwithin what they do?
Or are we really hiring peoplejust on a need basis?
And here's a paycheck?
And so, by looking at thatprocess and then getting down to
the individual and what type ofindividuals fit best we were
(11:43):
able to in a three seniorhousing portfolio with a
staffing of about 45 people overa one year period, of
introducing coaching bothskillset and mindset into it,
significantly reduce theturnover and have much higher
retention.
And we even had a couple ofemployees.
(12:03):
We decided mutually it wasbetter to part ways and then a
few months go down the road andthey kept knocking on the door
wanting to come back because ofour culture.
We went ahead and resolve theissues that we had and brought
them on board and from askillset perspective, in their
role they are stellar.
What's shifted their mindsetand they're seeing things,
(12:27):
understanding that component andseeing things more from a
higher level or a positiveperspective and when their
stress button gets it, they'reable to de stress in a much more
healthy, effective way.
Speaker 2 (12:43):
Yeah, I've learned so much from you as it relates to
that, and really understandinghow our team members deal with
stress and being able to becognizant of what they're going
through and how they respond ina stressful situation gives me a
greater level of empathy.
You know it's somethinginternal, or something from
(13:03):
their childhood, or it could besomething from just their
overall personal lives.
What's going on in theirpersonal lives currently?
And so how do you do theemployee team members get
analyzed in the problem solvingprocess?
Speaker 1 (13:19):
That's one of the heart and soul issues, john.
I'm glad you asked thatquestion, because it's all about
, as I mentioned, processmanagement, but then the core of
its people, and if you want toorchestrate without developing
your people, that's out of sync.
And so how to help the peoplehave at least a baseline and
(13:41):
understanding of who they areand what they bring to the table
, and that relates greatly towhat's gone on with assessments.
The assessments kicked in morein the 90s, and the two highly
known ones, dish andMyers-Briggs many others kept
coming along and developed andenhanced further, and so now
(14:03):
many of the assessments onleadership or type of roles are
a little more personality-based.
One of the leaders that I'm abig fan of, predictive Index is
really a data approach tohelping people understand their
strengths and weaknesses andwhat type of roles they have a
better probability in doing verywell at and what type of roles
(14:25):
they have a lower probability ofdoing well at, and introducing
your staff to that type of modeland just letting them know that
, from an assessment purelyperspective, it kind of casts
this umbrella.
Now that umbrella, though, isnot 100% accurate.
That umbrella might be 80, 85,90% accurate.
There's always going to beaberrations or people that excel
(14:48):
, even though the assessmentworld says, well, it may not be
their best fit.
And as long as you help peopleunderstand that you're helping
them naturally be authentic andnot be who maybe they're
naturally not, and that helps anindividual optimize who they're
going to be.
The other component of helpingpeople gets back into the energy
(15:09):
side.
That brings in another verypowerful assessment that's been
developed by one of the leadingcoach training programs
internationally and that companyis called Institute for
Professional Excellence inCoaching let's start in the late
90s and then over the last 20plus years has become very well
(15:30):
known as one of the leadingcoaching schools by the
International Coach Federation.
They are very unique in theassessment of developing one
that measures energy, leadershipor really consciousness and
consciousness.
Again, for the group that'slistening to this will be your
thought process, your emotion,feeling in the moment and then
(15:50):
your actual behavior.
Do you contract and pause andget into negative energy and
don't engage?
Do you go to a higher level ofengagement?
Do you go from the me world,the I world, to the we world to
trying to accomplish, or do yougo to the highest level, which
(16:11):
is the all and the all, from anenergy perspective is universal
and we're all energy and if youcan start to see issues more
that way or at least have abasic understanding, baseline
almost 100%, I'm going to claim100%.
The people that I've directlyworked with, which is close to a
thousand people, all want to bethat higher energy and you get
(16:35):
them comfortable.
It's okay to go negative attimes and then how to vibrate
higher.
Speaker 2 (16:40):
So what does that type of employee within business
and the senior living communitylook like when they're
resonating at a very high energylevel?
Speaker 1 (16:50):
I'm getting chills when you ask that question, john
, just because of who I am andhow I help people optimize who
they are, and so that's a spoton question to talk about the
power of this.
And so what we kicked off withthis portfolio was a leadership
base for the executivemanagement team.
This was a new concept for themto get introduced to the
(17:11):
assessments, both predictiveindex and energy leadership
index.
We went through a seven monthprogram and really they embraced
rewiring themselves, if youwill, to see issues from a
different perspective.
We've had a couple individualsthat were big champions on it
and have shifted dramaticallywith handling issues and really
(17:33):
that leadership from the topdoes drip down.
So they are so much moreempathetic and compassionate
when the stress button gets hiton the staff member, but they're
able to ask them really openand empowering questions that
help them distress themselves.
What do you think?
For example, john, my staffmember that's a caregiver just
(17:55):
had an issue with a resident andshe's highly concerned with how
she handled it and she's comingto me to say, oh my gosh, or
she saw another staff memberhandle something she thinks was
totally wrong and then just byasking that staff member open
and empowering questions.
Well, you saw that and that'svery stressful.
Why do you think it isstressful?
Tell me more that just gettingthem to converse and talk about
(18:20):
it is going to be their ownelement of de-stressing.
And then you help them get tothe core what I learned by
embracing coaching and energyleadership.
I helped I'm going to get outof this senior housing world for
a second.
I went through divorce.
I started shifting how I handlethings.
My oldest son had a desire to bea Division I competitive golf.
All the golf pros said he hasno chance of being a college
(18:43):
competitive player.
I just kept asking himquestions Out of the top players
practice are you practicingsimilar?
Do you want to change how youpractice?
Well, he changed his habitsdramatically and in turn his
swing got significantly betterand he played Division I
competitive golf.
My other son was all about beingelite college and I never
(19:03):
pushed him to say, well, do this, do that.
I kept asking him why, if youdidn't get in, how do you feel
about that?
How do you think the top peoplethat get selected to a Harvard
at a 4% acceptance rate mightget in, since they all excel in
their board scores and theirGPAs Through that process of
asking those open-endedquestions.
(19:24):
He got into every Ivy that heapplied to, plus Stanford, plus
Rice, and chose Harvard, notbecause I told him anything.
Those same principles in seniorhousing.
We're shifting the staff andwe're getting those individuals
that left, that are stellar ontheir skillset, knocking on the
door saying I want back becauseof the culture that culture
(19:47):
leads from starts at, from ourmanagement in the field.
Speaker 2 (19:52):
Let's address that management in the field side.
So, as you and I know,predictive Index has a back-end
system that really allows us tobuild our teams effectively.
Tell us about the quadrantsthat make up a team in the
Predictive Index assessment.
Speaker 1 (20:11):
On the Quadrant approach with Predictive Index.
They develop first, for eachindividual that takes assessment
, 17 different profile types.
This is all database driven, bythe way, with creating this,
those 17 profile types have fourdifferent category types but
then they blend into aleadership of four quadrants.
(20:34):
Those four quadrants are one isemployee team, more in nature
type leader.
That's going to be morerelational in nature, maybe not
quite as on top of the detailsof a system type issue.
Another quadrant is going to bein Agile and Innovative.
(20:54):
Some of your leaders that aregreat at creating businesses and
getting them going are fromthat profile.
By the way, john, you are oneof those great creators with who
you are in that quadrant.
Another quadrant is really thatresults discipline type of
individual CFOs, accountants,compliance individuals that
(21:16):
profile into that category tendto do very well in those type of
roles.
The last quadrant is intoprocess and precision more in
mindset.
Each one, if you start dividingthe quadrants into groupings,
gets into more the extrovertside or the introvert side.
Get more into the analyticalside or the gut feel side by the
(21:38):
leadership team understandingand trying to build a balanced
leadership.
It really gets into your topleaders out in the field being
much more effective indelegating when to delegate, how
to delegate and allow it tooccur, and not just delegate
with only then not giving themthat responsibility or the
(21:59):
authority with that delegation.
It greatly enhances team and itunderstands the dynamics.
Maybe the team's a little outof balance or we want to grow in
this local market in our seniorhousing portfolio.
Sally is great at running thisfacility.
Sally, you're in charge ofgrowing Will.
(22:20):
Sally profiles as great insupport.
She doesn't profile great inbeing that business builder.
You're really miscasting Sallyin that situation and there's a
higher probability she's notgoing to enjoy it and a higher
probability she won't succeed atit.
That's the power of usingpredictive index.
Speaker 2 (22:42):
Bill.
What I like about it mostly isit gives me printouts of exactly
how I communicate with myprofile with another profile on
the team, because the way Icommunicate with one person
whose process and precisionversus what I am, which is a
venture, which is a big thinkerand always six months ahead,
(23:04):
I've got to be very careful onhow I communicate to most of the
team members on our teamregarding my vision, because
it'll just throw them off.
They think it's going to happentoday when I'm thinking way
ahead in the future.
Address that with us.
How does this system allowthose individuals within the
(23:25):
team to understand each otherand be able to work with each
other very effectively?
Speaker 1 (23:31):
Another powerful aspect, john, of predictive
index.
Now, if you really startgetting into the details of
predictive index, all that itcan do.
It's a very broad-based systemand can handle aspects of
communication.
That leadership style certainlycan handle access components in
team building.
But back to specifically thatcommunication.
(23:54):
They have a beautiful toolthat's been database-driven that
will let you know based uponspecifically how you profile.
Now, john, thanks for sharingyour adventurer.
Let's say, you as a venture, youmight profile as a venture type
A and another venture might bea venture type M, if you will.
(24:15):
It really helps specifically tothe type of profile into the
more trench level of thatprofile type.
Specifically to anotherindividual that's been through
the assessment how they profileand specifically in there Now
they might be, as you mentioned,that I'll use a operator as a
(24:37):
profile type into the processprecision bucket and they might
profile more like an operator Alevel versus a M level operator.
Then it will give you a toolthat will say, and let's go back
to using Sally as a name,sally's the operator and it
gives you a tool specific toyour venture type in
(25:00):
communication strength andweaknesses with an operator of
Sally's type.
It's such a powerful tool thatyou can keep it on your
dashboard Anytime you have ascheduled meeting with Sally to
say oh yeah, sally and I in ourcommunication, here's where we
synthesize well, but here'swhere we may have some gaps and
we don't listen quite so wellbecause of those gaps and in
(25:23):
turn enhances team building orback to synthesizing that team,
connecting it even deeper.
Great point, john, on thecommunication aspect to
predictive index.
Speaker 2 (25:33):
Well, I'm going to get a little vulnerable here.
I'm really good at startingcompanies, getting them going,
finding great talent to add tothe team, but I get a little
impatient when it comes to notbeing able to continue to start
different companies, such asfrom going from Haven Senior
Investments growing that andhaving an amazing team, to now
(25:54):
building Haven Co Capital andthen starting from scratch Again
.
I find great joy in that theteam was able to point out that
my venture profile did not workreally well within a process and
precision growing organization,because I was way out there.
So comment on that.
I mean it was reallyenlightening for me for one and
(26:16):
second of all, ego didn't comeapart of it.
I know who I am, and so for meto move out of a role of
leadership within one companyand then go lead another company
is very empowering, knowing whoI am.
Speaker 1 (26:30):
I believe, john, you're really talking about the
impact you can have on thatfive-year, seven-year, 10-year
company that's trying to grow.
And so, john, thanks for beingvulnerable and for the group.
I want to applaud John and asJohn talks about it, he talks
about the ego.
(26:50):
Didn't get in his way.
I'm going to be to the group.
Each one of you out there, weall have an ego.
I have an ego.
We all have situations that ourego wants to lead, our ego
wants to control, our ego wantsto be right, our ego wants
familiarity, what we're used to,and our ego wants a situation
(27:14):
habit-forming.
My applause for John is highbecause John had to wrestle with
his ego earlier in this process.
John is such a great creator andhas created one of the leading
senior housing service-basedorganizations for owners and
(27:35):
operators in broker services,consulting services, market
feasibility services and alsointo lending services, and the
company was growing to the pointthat John's strengths really
weren't needed anymore andactually could be viewed as a
little bit of a prohibitor fortheir growth, because John's not
(28:00):
loving daily getting into theprocess, procedure, management,
the nature of who he is.
So, through a process with Johnlooking in the mirror, you need
that leader to look in themirror.
John got in front of the mirrorand John got very humble and
John got very respectful to whohe is and John really came to
(28:20):
the point of saying for my wingsto keep flapping at a high
level.
This shift is so much betterfor me and shift for the
organization.
For all you leaders out there,if you have that chance to check
in to get John's help on how heworked through this, use it.
It's powerful because our egowants to control and be right
(28:42):
and we did develop something,something we led, and maybe that
shift is more powerful for youindividually as a leader and the
organization.
Speaker 2 (28:51):
Well, thank you so much for calling me out on that.
Sometimes forget I do have anego and I guess I wouldn't start
companies unless I did.
But thank you very much.
And I concur with Bill bottomline leaders in all businesses,
and especially in the seniorhousing business, understand
yourselves, understand your teamand what it takes to work as a
(29:15):
team, because we have a crisison our hands.
We need to create safe andsecure housing for our most
vulnerable populations and weneed to create 775,000 units
over the next six years.
We cannot do it the old way.
We have got to do it in a waythat creates wellness internally
(29:37):
and externally within ourselvesand our organizations.
And so thank you, bill, forcontinuing to really promote
these assessments withinorganizations nationwide.
So is there anything that is soimportant for you in your path
toward owning and operatingsenior housing, as you've done,
(30:01):
that really stands out of a ahamoment.
Speaker 1 (30:05):
Yes, I've had my share of aha moments, john, as I
moved into senior housing, ofcourse, my background being in
home ownership and on themortgage origination side and I
got more passionate and morefeeling purposeful and helping
home ownership and the value ofthat.
I didn't know what I wasgetting into when I moved into
(30:29):
senior housing.
I was entranced in it.
I saw that gosh, this is a goodway to be purposeful in life
and I had to get educated on thereality of what the audience
that is in senior housing doeson a daily basis.
And my aha was how significantwe are for the elderly, how we
(30:56):
can help their lives continue tovibrate at a good level feeling
healthy, feeling purposeful toa degree, feeling significant,
building good communities,activity-based and fun and
enjoyable.
But I am not clinical-based, somy knowledge on that was just
reading a few books when I wasmuch younger and never studying
(31:20):
it, and that was my a-ha on theamount of healthcare that's tied
into it and so many leaders outthere are stellar at it and
your ability to be stellar isthankful and grateful.
As you develop that peopleleadership, I think it will only
(31:41):
allow to enhance your model tocontinue to vibrate at best
levels.
So my a-ha was I'm not therethe clinical side, but I am
there on the mindset, coaching,skill set side and how to try to
marry the two together.
Because if you marry the twotogether, that culture is going
to greatly enhance and it'sgoing to go beyond your staff,
(32:03):
it's going to go beyond yourresidents, it's going to go to
the residents' families andtrickle through their families
and it's going to go to yourstaff families and it's going to
start shifting how they goabout things, how they do things
and that ripple effect is goingto go to a larger population
that you really don't evenrealize with what we do.
(32:25):
And that was, you know.
I would say that was my biggesta-ha with this.
Speaker 2 (32:30):
Thanks, bill.
And so, as you know, this isthe Senior Housing Investors
Podcast.
We get a ton of individualsaround the world tying into this
podcast to listen to how,financially, they can succeed in
senior housing, how they canget started in senior housing,
and it sounds like culture focusis a top priority.
(32:53):
Where are the KPIs andfinancial returns as a priority?
Speaker 1 (32:59):
They're important priorities and so I would you
know my way of defining this inthe mortgage world.
I use the same kind of softformula Culture is priority 1A
and the KPIs and financials arepriority 1B.
They don't go down to 2, 3, 4,5 type of priority.
And in that perspective is Ifound that when you have the
(33:21):
ability to greatly enhance theculture plus be able to analyze
the process and then get to thepeople in that process, it
becomes very powerful.
I'm going to bring up anotherexample on the portfolio I'm
very involved with, besides theretention, with what went on,
because the size of thesefacilities, the ability to staff
(33:44):
and leadership roles we have tobe flexible.
So we have a little more of ahybrid in the sense of marketing
, lead management and part ofthe sales process where it's not
local, because these facilitiesare in the 20 to 40 bed range
and the size of these facilitiesin the revenue lines really
(34:07):
doesn't allow to have a directstaff member local handling that
marketing, that lead aspect.
And so through this process ofcoaching and helping people
understand mindset, along withthe analyzing skill sets at a
predictive index, we've beenable to Be highly efficient and
(34:28):
infilling beds when we have aresident that either directly
moves out or does pass away, andwe have direct results that
prove our approach, with processmanagement, mindset, skill set
combined, how our senses hasvibrated much stronger Now.
There are little things thathappen externally that create
that.
I don't want to claim ourinternal process focus is the
(34:53):
only reason to it, but it's acore reason to it and that
allows the model, financiallythen, to perform better on its
NOI, perform better onsustainability and continue to
allow other ways to look atgrowth.
That's always good to hear.
Speaker 2 (35:12):
And I hope our audience really clams onto that
because it is extremelyimportant and you both you and I
have experienced it in ourorganizations and that's why
we're so enthusiastic aboutthese processes.
So let's get to you real quick,bill, in regards to what are
you doing today?
Where's your focus?
What are your dreams?
How can people get a hold ofyou?
(35:33):
And let's promote you.
What are you doing today?
Thank you, john, to let me domy quick little info on the
little infomercial.
Speaker 1 (35:44):
So, with my situation , I've been an active investor
outside of senior housing tooand manufactured housing and
also in the coaching industry,and I'm allowing to shift my
focus to be more on helpingothers outside of my senior
housing direct network andportfolio that I'm involved with
and that focuses into keynotespeaking, which I highly enjoy
(36:09):
and I've had a highly trainedbackground in that, and my claim
to fame on that is talking atHarvard University and getting
great reviews.
That's my claim to fame onbeing a very good keynote
speaker.
But then on the other front inthe coaching and then the model
that we created for theportfolio that I'm a key owner
in, that model is can bereplicated for other investors
(36:32):
owners out there.
And then I have a network ofcertified coaches that are
trained on senior housingdirectly too.
That can be a key component tohelp other organizations out
there.
And my view, john, everythingin our life happens for a reason
and one thing we didn't touchon for the group I had a life
changing accident 10 years agoand I was in the hospital for 10
(36:55):
months and I've been called amiracle many times because of a
very severe traumatic braininjury.
And that severe traumatic braininjury had this shearing damage
version called the diffuseaxonal injury, severe grade.
It's statistics that category50% mortality, 90% survivors
vegetable, like 10% survivorsthat are non-vegetable, I had no
, so cognitive impairment.
(37:15):
I am an absolute rarity towhere I'm at.
Many things I did energetically, like using pulse, electronic
magnetic field devices, usinglow level and for light devices,
sound devices Really soundmeditation too, and some other
work I did with a chiropractor,et cetera.
But one thing I worked on wasmy own spirituality, if you will
(37:36):
.
Again, I had to relearn toenergy, relearn consciousness
and vibrate at better levels,which is more fueling and
healing in nature, and so I'mout there to spread the word on
consciousness and energy, alongwith skill set though, and
really help leadership andorganizations Optimize to the
(37:59):
highest level of who they'regoing to be and what they can do
, and so any opportunities outthere in the network to that I
can provide help to them.
To reach out to me, my email isbill, at bill bent, bntcom, and
then my phone number.
You can text me if you want tocall me to.
(38:21):
Probably won't be in theposition to answer it, though,
so please call me at303-419-6539.
And you get my commitment tohelp what you're trying to do
within your organization andyour group being set out there.
Speaker 2 (38:40):
Well, thank you, bill .
I want to thank you very muchfor being a mentor to me, for
really supporting my directionand my focus, our company's
focus over the last three orfour years.
You've been instrumental in thegrowth of the Haven Co
companies and I truly am very,very grateful for you and I wish
(39:04):
you the best as you moveforward with your speaking and
your coaching and fully supportthat and what you're doing.
So please reach out to Bill andamazing human being, incredible
energy, and I thank you so muchfor what you've done for us and
those who have impacted thefamily.
Speaker 1 (39:25):
My pleasure, John.
Thank you very much.
Speaker 2 (39:27):
Have a great day, Bill.
Thank you for being on the show.
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