“Charter Senior Living does of combination of third-party
management, joint ventures and new developments with equity ownership. Our ultimate goal is to eventually own buildings. It's been a journey being able to take a company that really had no infrastructure, no systems, and no processes. We have come a long way and proven ourselves as successful operators in the industry. I've learned a lot on the capital side of the business as we have grown,” she said.
Talking About Feelings Sallerson recounts that along the way from her first senior living job to now, she has tried to ask questions other executives may not consider. “As we know, at Emeritus I was the only woman on the C-suite, and it was a very interesting time because I was the only one who ever talked about feelings. I said, ‘what do you think the customer is going to feel like,’” she said. The quizzical looks back to that question said a lot but did
not deter Sallerson from expressing her viewpoints on how best to manage her job and help to bring success to her company. She also knew that the people who have been part of her jour- ney in senior living have had an enormous impact on her own and that building a culture takes time. “I remember 20 years ago, I’d be like culture, what does that
mean? What’s the big deal? Right? We all kind of thought that but until you’ve been in a really good culture and then you’ve been in a bad culture, you start to realize how important culture is for a company,” Sallerson said. “I think culture is a make-or-break issue for companies and
you see it all the time. And so, at Charter, that’s something we talk about every single day. It never goes away. It’s not the flavor of the day, you know, we’re going to do this program because everyone talks about a program. You have to live and breathe your culture and your mission. And you can’t be afraid to cut bait with people that don’t fit your culture.” For Sallerson, energy and a positive attitude are a real thing.
And as a leader “when you find those qualities in talent you are seeking to recruit, the resume, the school background, and oth- er side issues don’t matter when compared to bringing someone onboard who will be a big plus culture-wise,” she noted. For her role at Charter, Sallerson said the focal point of her
work and that of the company is simple. “It’s to enhance the human spirit of our residents, of our families, of our employ- ees, and of our prospects. And we use a lot of touchpoints with that.” “I really think that spirit is such an important word. I’d also
like to think about that in the context of recruiting, because what I’ve been finding, even in our social impact partners work, is this new generation. They want purpose. You come into this industry, you come in because you want to change things,” Sallerson said.
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“I think culture is a make-or-break issue for companies and you see it all the time. And so, at Charter, that's something we talk about every single day. It never goes away.”
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