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THE FORESEEABLE FUTURE


Ray Elliott


Vice president of senior living Yardi


“Set your ego aside” The top things I’ve learned about managing change is to remain humble and trust others. Though we plan and strategize for the future, it never goes exactly according to plan. As a leader, the best way to navigate the


unexpected is to set your ego aside, evaluate the situation on face value, and seek the ad- vice of others to help guide your decisions. An example of this in action is the re-


cent transition to work-from-home during the coronavirus pandemic. We had never planned for the entire company to be work- ing from home, but in a matter of days, IT had to set up a structure that allowed all employees to connect and work remotely. For those who had laptops, it was easy.


However, for those who connected from personal devices, we were required to change long-standing policies and practices. We had to trust that employees would do their best to fi nd a way to get work done despite the uncertain environment. All around, the transition has been a huge


success, because of the top-to-bottom trust that we will all do our best to do what is right.


Jason Hazel, PT, DPT Chief development offi cer FOX Rehabilitation


“Be transparent” There is no such thing as “over-communica- tion” during change management. Change is uncomfortable for most, and consistent feedback is vital in calming anxiety related to change. In this time, getting comfortable with new


mechanisms of communication that still feel personal has been the primary challenge. I increased the cadence of recurring calls


early on in the outbreak and quickly man- dated that cameras be turned on to allow us to still utilize non-verbal communication. It quickly changed our meetings—for the positive. A key part of change management is


transparency. Through uncertain times and/or change, one’s willingness to be vulnerable is powerful. Be transparent with the plan. The hope is that the plan goes right. If it


doesn’t go right, be overtly clear and honest while not casting blame, but coaching. If it does, honor those that did the hard work. Transparency during times of good or bad will earn trust. Trust is a vitally power- ful resource.


learner experience


LX is the art and science of designing online teaching that’s appealing and improves learning outcomes. What if onboarding could involve 30 minutes of “following” a skilled caregiver through her duties, but online and via a wearable camera, for instance? In the wake of the pandemic, creative and eff ective online learning will be critical.


16 SENIOR LIVING EXECUTIVE MARCH/APRIL 2020


Earl Parker President and COO Commonwealth Senior Living


“Focus on the fundamentals” Over many years in the senior living indus- try, the most important lesson I’ve learned is to focus on the fundamentals. Those of us who work in senior living are called to this profession because we care about people. In 2019, our company had the oppor-


tunity to onboard 10 new communities in 4 states within 90 days. It was a daunting task. However, after numerous sleepless nights, I refocused myself back onto the fundamentals. Rather than dwelling on answers we


didn’t have, we focused on getting to know the individual community teams, residents, and family members, and let them get to know us. Ultimately, the transition of these communities was successful, and we continue to learn more and strengthen our relationships with all involved. This same approach has served me well


during the COVID-19 pandemic. With all of us in uncharted waters, we have focused on our residents, families, and associates with frequent communication and transpar- ency. When confronted with change and uncertainty, focus on the fundamentals.


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