search.noResults

search.searching

dataCollection.invalidEmail
note.createNoteMessage

search.noResults

search.searching

orderForm.title

orderForm.productCode
orderForm.description
orderForm.quantity
orderForm.itemPrice
orderForm.price
orderForm.totalPrice
orderForm.deliveryDetails.billingAddress
orderForm.deliveryDetails.deliveryAddress
orderForm.noItems
FROM THE EXECUTIVE DIRECTOR'S DESK


Everyone Needs Care to Keep Going Through This Crisis—Including You


By Kadine Mitchell, CDAL


experienced various levels of risk manage- ment, from hazardous weather conditions to mechanical failures. However, I guarantee we can all say


I


that managing through a global pandem- ic is a first. It is uncharted territory; time is proving that we will be proactively and reactively managing COVID-19 for some time to come. Despite all the uncertainty surrounding


COVID-19, it is best to maintain as much of a sense of operational normalcy as the com- munity setting will allow. The way in which your team responds to a crisis will likely mimic its leader’s response. If that response is heightened, full of angst? A similar feeling


n senior living, crisis management is familiar territory for many leaders and executive directors. Many of us have


is likely to permeate the community. After the initial few weeks, our goal was to return to “business as usual” to maintain compliance with quality and operational standards. Communication is key; this is a time


where there is no such descriptor as over-communicating. While all communi- cation is critical—to associates, residents, loved ones, and external stakeholders—the communication to those working with us is top priority. Left to fill in their own blanks, associates will begin to insert assumptions— largely inaccurate ones—and reactions can verge on hysteria.


Make it easy to share concerns All communications should begin with this preemptive measure: The following is sub- ject, and likely, to change. As the community


leader, you are respon- sible for ensuring your entire team has the most up-to-date in- formation. Each of us must be well informed and not afraid to ask clarifying questions. Policies, best practic- es, and protocols have been in constant revi- sion since the onset of COVID-19—and will continue to be so, as we enter a “new normal.” Allow your team members to freely ex-


Kadine Mitchell, CDAL Executive Director Brightview South River


press themselves, sharing their fears and concerns related to both the professional and personal realms. In fact, this is an in- stance where the two should not be separat-


Brightview South River team members show their superhero spirit 46 SENIOR LIVING EXECUTIVE JULY/AUGUST 2020


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60