IDEAS YOU CAN COUNT ON 24. Invest in associates’ well-being.
Morrison Living shared this tip, but some providers have expressed that assuring mental well-being for associates,
staff, and residents alike is their biggest challenge now and ahead, largely because of COVID-19 effects. Share apps for better sleep or mediation and invest in leadership training that includes instill- ing hope and practicing emotional intelligence as essential skills.
25. You don’t have to be positive all the time.
Darren Tristano, CEO at FoodserviceResults, points out that constant praise and positivity can be almost as
troubling as constant negative feedback. “Providing only positive or only negative doesn’t give your staff expectations of how to succeed and improve their performance,” he says. The goal is a culture where constructive honesty and open communication pro- vides everyone on the team with an opportunity to create success.
26. Consolidate, don’t eliminate.
Stopping all “extras” such as training or staff recognition is a mistake—these aren’t really extras. But when time or
resources are at a premium, a Harvard Business Review article from The Coyne Partnership business consultants recommends that you consolidate incidentals: Combine a training half-day with a staff celebration or recognition day. Include all departments in an event. Or, if you bring in a facilitator or trainer for a day, schedule them for sessions with all groups possible, so you only need to bring them in once. Do people really like birthday parties or other celebrations at
work? If yes, perhaps celebrations of team goals or the role of individual staff in reaching them could be held at the same time, to give these added value.
SUPPLIES AND VENDORS 27. Remember that vendors are part of the team.
The more personal the product or device, the more beneficial personalization and continual evaluation of effectiveness—after all, something used every day has greater consequences to quality of life than something that is used only occasionally.
Usually this is at conferences and tradeshows; I like vendors who support our trade associations. But I’ll also set aside a couple days just for pitches and conversations via webcast for those products and services that are new, different, and exciting. After 17 years in senior living, I’ve got vendors I trust—but if you’ve got something new to offer, I’d love to hear it.”
29. Personalize personal supplies.
“The quality of life for incontinent people can be sig- nificantly improved when there is a true understanding
regarding the importance of using the correct product types, when to use them, why to use them, and how to use them,” TZMO / Seni USA reminds. In not only incontinence supplies, but also in other personal
products from assistive devices to medical devices, there’s a wide range of needs, uses, and levels of quality; this variety is intended to allow matching the person’s needs, activities, and lifestyle to the right product. A resident may need different products for night and day and for changing health conditions, as well as for chang- ing sizes. The more personal the product or device, the more beneficial
“Great marketing requires great partnerships,” says Jamison Gosselin of Eclipse, but this applies to all types
of vendors. “Great partnerships means treating your vendor partners like
they are part of the team. Once I’ve selected and start working with a stable of vendor partners, I ensure they are also talking with me or are aware of the strategy we’re pursuing. I’ll encourage them to talk with one another and help find ways to champion better processes, systems, and integrations to serve us better.”
28. Try something new—within boundaries.
Providers and executive directors can get “bombarded by pitches, presentation requests, and marketing from
all types of vendors,” says Jamison Gosselin of Eclipse. You’re too busy to take them up on it, but one of them could have the solution you’re looking for. What can you do? “I’m very open to hearing what new vendors have to say, their
perspectives and the value they can bring to our businesses,” Gos- selin says. “However, over the years, I’ve found setting aside two to three days a year just to focus on what’s new is a good idea.
22 SENIOR LIVING EXECUTIVE SEPTEMBER/OCTOBER 2020
personalization and continual evaluation of effectiveness—after all, something you use every day has greater consequences to qual- ity of life than something that is used only occasionally.
30. Examine recurring and annually billed services.
Small fees for recurring services have a way of creeping into budgets. (Sometimes it even takes a minute to re-
member what the charges are for.) Do you use the service continu- ally or only occasionally? Is it something you don’t need anymore? Is the service reliable and high-quality enough to warrant your continued payment? Recurring and annual payments can be a time- and money-saver
for both sides, so don’t forget this option in negotiating terms; hav- ing a reliable cash flow may be more important to a vendor than how much cash is in that flow. If it’s important to keep it going, and the vendor can rely on your renewal for the long term, you may be able to negotiate better terms. Also, if it’s a service you want, you may be able to move the pay- ment dates to ones that better suit you. Finally: Are there services you can and should switch to recurring or annual billing?
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