MAKING SENIOR LIVING THE CAREER OF A LIFETIME
“We spent a lot of time caring for the residents,” said Fordyce, reflecting on her first job in the industry. She got to know the residents well and realized they had a lot of wisdom about life to share, something she had also learned growing up in a household where her grandparents were an integral part of the family. “You know you’re making a difference when you are taking care of people in their last years,” she said. Realizing she had found her niche, Fordyce went
on to nursing school and after graduation took a posi- tion at an intermediate care community. After a move to Ohio, she worked as a nurse at several senior liv- ing communities. When an opportunity opened up to be a director at one of the communities, she applied for the position and got it. “That’s when the learning curve really happened,” said Fordyce. “I learned what it was like to be a manager and to interact with other leaders.” Promotions and new opportunities soon followed
as Fordyce became regional director of operations at several different companies. She then joined Emeritus (purchased by Brookdale in 2014) where she worked for ten years as vice president of operations. She joined Senior Lifestyle in 2014 as senior vice president of op- erations, and was promoted to her current position in February 2016. “I never had a goal to be a chief operating officer,”
said Fordyce, looking back on the trajectory of her career. “But the nurse in me will never go away. You can’t replace the human touch.”
Help wanted Fordyce’s story highlights two important lessons. Ris- ing through the ranks can create great leaders, and the senior living industry offers many opportuni- ties for advancement for those willing to take on the responsibility. In fact, staffing is one of the biggest challenges fac-
ing the industry. According to the Bureau of Labor Statistics, more than 1.3 million new paid caregivers will be needed to meet demand over the next decade as the senior population swells. “The opportunities in senior services and housing
are plentiful,” said Ed Kenny, chairman and chief ex- ecutive officer at LCS, a senior living company based in Des Moines, Iowa that operates 144 properties in 32 states. “There’s a great need for high quality folks in the senior housing sector.”
Kenny himself has spent his entire career at LCS. His
mother suffered a stroke when he was in college and it was during that time that he was impressed by the care and compassion of the people who cared for his mother in a nursing home. In 1979, he read an article about LCS, which was building a continuing care retirement community, and he was struck by the concept. He wrote the company a letter expressing interest in a job and was hired as a trainee in the administrative training program.
Ed Kenny From there, Kenny moved up through the company as
an assistant administrator and then as an administrator, or executive director—gaining valuable hands-on expe- rience as he moved from property to property. He as- sumed responsibilities as a regional director for LCS, and in the early 1990s, he was promoted to run operations for LCS from its headquarters in Des Moines. In 2006, Kenny became the company’s chief executive officer. The arc of Kenny’s long career has taught him that
the senior living industry provides a great variety of dif- ferent opportunities. For example, executive directors are in big demand today as the industry expands. There are many opportunities for those willing to grow and take on added responsibilities as an executive director, he said. The need is also growing for savvy real estate develop-
ers with seniors housing experience. Market research is another area where new jobs are emerging as providers seek to understand the needs and wants of consumers.
“The opportunities in senior services and housing are plentiful,” said Ed Kenny, chairman and chief executive officer at LCS. “There’s a great need for high quality folks in the senior housing sector.”
8 SENIOR LIVING EXECUTIVE / ISSUE 2 2017
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