SECURING THE RIGHT


Training Opportunities for Sales Staff


BY ANGELA HICKMAN T


wenty years ago, senior living sales and marketing training would have in- cluded discussions about reading body language, tracking the time between the first phone call and a community visit, and developing talking points to combat


rejections. Today, while some of those discussions are still relevant, sales and marketing managers are more likely to discuss changing consumer decision-making habits and how to turn an email query into a move-in. “We talk less about body language and more on how


you craft an email response,” said Gale Morgan, senior vice president of sales at Mather LifeWays. “We used


to talk about eye contact and mirroring. Now it’s about speed and electronic conversations. We’ve had custom- ers say, ‘Just contact me via text,’ and that’s for a $1 million move-in.” Consumers search for senior living communities on-


line, spending hours on research before they ever fire off an email to a provider. How to attract those consum- ers and respond appropriately is creating new train- ing needs for senior living sales and marketing staff. Whether you’re conducting training in-house or using an outside specialist, one thing is certain: That training must be dynamic—adapting and recalibrating to adjust to the consumer.


14 SENIOR LIVING EXECUTIVE MARCH/APRIL 2018


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