CULTURAL EXCHANGE
bers spent a week at the orphanage, bring- ing nearly $53,000 in donations for building upgrades, therapeutic supplies, and more. “I have been speaking about MorningStar’s
charity work in Nicaragua to MorningStar employees since I first joined the company in 2009,” says Brittany Fleshman, vice presi- dent of culture. “For me to be able to expe- rience and physically help in person almost eight years later is surreal. I think the trip not only furthered the efforts in helping orphans in poverty, but bonded our home office team in a way that can never be broken. This trip allowed us to be vulnerable and human with each other; demolishing any walls that may have existed between one another entirely.” “This experience with my colleagues, raw
and real as it was, deepened my ability to communicate the refreshing distinctions of MorningStar—servant leadership, authentic- ity, God-honoring behavior, personal growth, and radiant spirits,” adds Lorna Lee, vice president, marketing and communications. Helping the poor in developing countries
has been a life-long passion of MorningStar founder and chief executive officer Ken Jaeger. “My charge to each and every team member is to look for someone to serve on a daily basis,” says Jaeger. “Once we serve others, we find that there is more joy in giving than in receiving, we discover that Service Becomes Us, which is one of our mottos. We have created a company culture where peo-
MorningStar’s Drew Ostransky, director of investments, with a local laborer in Nicaragua.
ple are inspired to go to work, they feel ap- preciated, bonded by trust, and they look for ways to serve others instead of being served. This type of culture is contagious. It attracts people with servant hearts. The bottom line is it translates into team members serving our seniors with gracious hearts and helps trans- form a hurting world one person at a time.”
Staff Programs: Promoting Employee Recognition and Development Brookdale’s Culinary Arts Institute Road Show has long been known as a fine exam-
ple of senior living staff development and recognition. The road show brings educa- tional seminars to local Brookdale chefs, managers, and culinary talent, with a focus on cutting-edge techniques and new trends. Each one-day event, held throughout the country, includes discussions and demon- strations on comfort foods, healthy dining for seniors, the company’s quality assurance programs, new flavors, and much more. But Brookdale is also making a more di-
rect investment in employee development, giving staff members an opportunity to ad- vance their education. Brookdale’s tuition assistance is available to current associates with 12 months of continuous service for successful completion of undergraduate and graduate courses, certifications, licens- ing, and continuing education units who agree to remain with the company for one year following the reimbursement. The company recently expanded the program to include a student loan reimbursement program to attract more nurses to assisted living. Launched in 2016, the new initia- tive will reimburse up to $7,000 of a newly hired Brookdale health and wellness direc- tors’ student loans, with $3,500 provided after one year of successful service with the company and another $3,500 provided after the second year of continued achievement. “This is a different kind of path than
MorningStar’s Ken Jaeger, founder and chief executive officer, in Nicaragua. 12 SENIOR LIVING EXECUTIVE / ISSUE 1 2017
hospital nursing and it is a very important one,” Kim Estes, Brookdale senior vice president of clinical services for Brookdale, said in announcing the nursing program last summer. “Rather than providing hands-on
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