Category: sales

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The following is a guest blog entry from Larry Carlson. Larry is an advisor, board member, and author of Avandell: Reimagining the Dementia Experience. A longtime CEO in senior living, he now writes and speaks about helping older adults finish strong — living with purpose, vitality, and impact in their third age.

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I felt the tension the moment I walked into the room.

Mary and her daughter, Margaret, were seated at the small conference table near the window. Mary’s hands moved gently at the edge of her sleeve — smoothing, folding, steadying. Her eyes drifted downward before meeting mine again. Margaret leaned forward, notebook open, pen ready. Protective. Focused. Every question carried weight.

I pulled my chair in slowly and sat down. I didn’t rush the moment. This wasn’t about the tour yet. It was about the people in front of me.

Mary glanced up. I met her eyes and smiled — not to reassure, but to acknowledge. In that moment, nothing else on my schedule mattered. They needed to feel as if they were the only ones in the room.

And yet, beyond that door, the day was moving.

Another family would arrive. And another after that. Each bringing their own questions, expectations, urgency, or quiet hope. Each deserving the same attentiveness. The same steadiness. The same sense that this moment mattered.

That is the quiet tension of the role.

Every family needs to feel singular. And the sales counselor is expected to meet them that way — again and again — while occupancy targets, performance metrics, and full calendars continue ticking in the background.

The work requires a rare discipline: setting one story down gently before picking up the next.

Not every family arrives overwhelmed or in crisis. Many come thoughtful, discerning, even cautiously hopeful — trying to imagine what this next chapter could hold. Some are planning ahead. Others are weighing options. Still others are simply gathering information.

But nearly all are navigating a meaningful transition. And whether the emotion is urgency, uncertainty, responsibility, or quiet anticipation, the counselor is expected to meet it with steadiness and respect — listening not just for answers to provide, but for what matters beneath the questions being asked.

Sales and marketing professionals in senior living aren’t just managing schedules, follow-ups, and floorplans. They are stepping into moments that matter — moments that require attentiveness, patience, and presence — and then doing it again with the next family who walks through the door.

How we show up in those moments matters as much as what we present.

Families rarely leave saying, “That was a great explanation of pricing.” What stays with them is something harder to measure — whether the person across from them seemed rushed or settled, distracted or attentive, transactional or genuinely present.

Two counselors can present the same information, walk the same floorplan, and answer the same questions — and leave entirely different impressions. One leaves families feeling pressured or managed. The other leaves them feeling accompanied.

The difference isn’t the content. It’s the posture.

How we enter the room, how we listen, how we hold silence, how we respond when emotion surfaces — all of it communicates something long before features or benefits are discussed. Presence doesn’t replace professionalism. It gives it weight.

There is also another reality, rarely spoken about, but always present in the background.

Sales counselors carry the pressure of occupancy. Performance is measured. Targets matter. Units need to be filled. That responsibility doesn’t disappear simply because a conversation is meaningful — and it shouldn’t. Filling units is part of the job.

The challenge is that this pressure cannot take the lead. It has to be held quietly and managed with discipline so it doesn’t rush the moment or distort the relationship. The counselor must balance the real needs of the organization with the real needs of the family — honoring both without letting either dominate the room.

Filling units and guiding journeys are not competing goals. At their best, they reinforce one another. Trust built through presence creates confidence. Confidence leads to commitment. And commitment sustains both the community and the mission behind it.

The deeper challenge is sustaining that way of showing up over time.

In a fast-paced, pressure-filled role, presence can thin. Empathy can quietly turn into efficiency. Without noticing it, good professionals can begin to protect themselves — staying polished, but less available.

Staying personally grounded isn’t something extra we do after the work. It’s what allows the work to be done with integrity, clarity, and care in the first place.

This work matters. And so do the people doing it.

When we tend the posture we bring into the room — noticing what we’re carrying and how we’re showing up — we preserve the very thing that makes this role meaningful. Not just today, but over the long haul. And in doing so, we remain capable of guiding others through one of life’s most meaningful transitions with compassion, steadiness, and presence.

 

Last week, Varsity’s Roundtable was Live from Greystone’s Sales Adventure and featured  John Spooner, Co-CEO of Greystone, and Melissa Heiss, Regional Sales Manager. As guests on Varsity’s weekly Roundtable, John and Melissa shared candid insights on what it takes to build high-performing sales teams and drive sustained interest in today’s increasingly sophisticated senior living market.

From loss aversion and the “invisible cage” of comfort to the power of radical candor and personalized follow-up, the conversation explored how sales and marketing must work together to create real momentum. Below are a few Fresh Perspectives from their discussion.

LOSS AVERSION IS THE REAL COMPETITOR

Prospects aren’t just comparing communities. They’re weighing the certainty of today against the uncertainty of tomorrow. Understanding that people fear loss more than they value gain changes how we guide the conversation.

COMFORT IS THE INVISIBLE CAGE

Whether it’s a prospect resisting a move or a salesperson avoiding a tough question, comfort can quietly stall progress. Growth requires stepping outside routines before you’re forced to.

VALUE PROPOSITION IS PERSONAL, NOT UNIVERSAL

“We’ve been here 40 years” isn’t a value proposition. It’s a credential. The real work is discovering what matters to that specific prospect and aligning the message accordingly.

PRICE IS THE OBJECTION WHEN VALUE IS UNCLEAR

When we fail to connect personally relevant value, prospects default to cost. Incentives don’t replace value — they accelerate decisions once value is established.

HOSPITALITY OUTSHINES CURB APPEAL 

Landscaping matters. But energy matters more. When prospects walk in and see life happening — yoga, lectures, happy hour — they experience betterment, not just amenities.

MARK UP THE BROCHURE

Pristine collateral gets forgotten. Personalized collateral gets remembered. Circle the floor plan. Highlight the poker club. Write notes in the margins. When they pick it up weeks later, it should feel like it was made just for them.

SUSTAINED INTEREST REQUIRES INTENTIONALITY

Prospects don’t go cold. They get distracted. Breaking through requires personalization, timely follow-up and tactical persistence — from “collateral mutilation” to the Golden Email.

RADICAL CANDOR BUILDS TRUST

Seniors don’t need scripted softness. They respond to adult-to-adult conversations that are honest, direct and aligned around next steps.

MARKETING AND SALES SHOULD PUSH EACH OTHER

Innovation doesn’t happen in comfort zones. Marketing should challenge sales with smarter strategies. Sales should challenge themselves to execute better. Momentum happens when both sides lean in.

Varsity’s Roundtable is a weekly virtual gathering of senior living marketers and leaders from across the nation. For updates about future weekly Roundtable gatherings, submit your name and email address here. 

The following is a guest blog entry from Larry Carlson. Larry is an advisor, board member, and author of Avandell: Reimagining the Dementia Experience. A longtime CEO in senior living, he now writes and speaks about helping older adults finish strong — living with purpose, vitality, and impact in their third age.

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Evelyn begins every morning with a ritual. She walks to the garden courtyard just after sunrise, coffee in hand, and tends to the flowers she planted last spring. “It’s funny,” she said one day, “I thought I was just helping the staff with the garden. But these mornings…they help me.”

Her comment captured something profound: legacy isn’t built at the end of life — it’s lived in the everyday choices that give it meaning.

Legacy Is Not a Monument

When people hear the word legacy, they often think of something grand — a foundation, a building, a name etched on a wall. But legacy, in its truest form, is about influence that outlasts effort.

It’s the ripple effect of kindness, wisdom, and faithfulness that shapes others long after we’re gone. For older adults, that legacy is expressed not through what they’ve achieved, but through how they continue to live now — through mentoring, listening, volunteering, or simply showing up with grace.

Why This Matters for Our Field

If you work in senior living, you’re surrounded by legacy every day — though it doesn’t always announce itself. It shows up in quiet acts:

• A retired teacher helping a neighbor relearn to read after a stroke.
• A group of residents teaching English as a second language to staff who are new to the country.
• A widow leading a grief group because she knows the terrain of loss.

These aren’t “programs.” They’re expressions of purpose. And when communities make space for this kind of living legacy, they move beyond hospitality — they become incubators of meaning.

From Activities to Agency

Most communities excel at creating activities. Fewer help residents create agency. Agency doesn’t mean expecting residents to carry the weight of running a community. It means honoring their capacity to contribute — to lead where appropriate, to share what they know, and to shape the life of the community in ways that give meaning to their days.

When residents are given the chance to lead, share, or shape what happens next, something shifts. They stop being consumers of experiences and start being co-creators of community life. That’s when vitality and belonging grow — and when marketing gains authentic stories that resonate with prospects and families alike.

Ask yourself:

• Are our residents seen as participants, or as partners?
• Do we celebrate what they still give, or mainly what they receive?
• How often do we invite them to shape the story of the community itself?

The answers to those questions reveal whether we’re truly helping people finish strong.

The Power of Storytelling

Living the legacy daily means telling stories that show what purpose looks like in real life.It’s the resident who teaches art again after decades away, the couple who celebrates their 60th anniversary surrounded by friends, or the quiet volunteer who prays over every new arrival.

These stories remind prospects — and team members — that senior living isn’t about ending well; it’s about living fully.

Closing Thought

Legacy isn’t a line in an obituary. It’s a daily practice.

Every day, we have the chance to help someone rediscover meaning, contribute to others, and live with vitality. When our communities nurture that kind of purpose, we’re not just offering care — we’re helping people write the most meaningful chapter of their lives.

That’s the heartbeat of Finishing Strong.

About the Author

Larry Carlson is an advisor, board member, and author of Avandell: Reimagining the Dementia Experience. A longtime CEO in senior living, he now writes and speaks about helping older adults finish strong — living with purpose, vitality, and impact in their third age.

The following is a guest blog entry from Larry Carlson. Larry is an advisor, board member, and author of Avandell: Reimagining the Dementia Experience. A longtime CEO in senior living, he now writes and speaks about helping older adults finish strong — living with purpose, vitality, and impact in their third age.

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When Margaret toured the community, she wasn’t looking for a swimming pool or a dining venue. She was searching for something she couldn’t quite name — a place that felt alive.

“I don’t want to just move somewhere,” she said. “I want to belong somewhere.”

That line stopped me cold. Because in those few words, Margaret captured the emotional core of every senior living decision. Beneath the surface questions about cost, care, or square footage lies something deeper: What will this next chapter make possible?

From Transaction to Transformation

For years, our industry has measured success by occupancy numbers, conversions, and closing ratios. But older adults aren’t just customers — they’re people navigating one of life’s most personal transitions.

Today’s generation doesn’t want to be sold a lifestyle; they want to be guided toward a renewed sense of purpose, belonging, and vitality. That shift — from selling units to guiding journeys — changes everything. It calls us to approach marketing not as persuasion, but as partnership.

Start with Empathy

Guiding begins with listening. It’s about asking deeper questions:

• What does thriving look like for you now?
• What do you still want to contribute or experience?
• What would make this move feel meaningful — not just comfortable?

When we pause long enough to hear the story behind the inquiry, we stop trying to fill vacancies and start helping people envision a future they can believe in. That’s when trust forms — and when connection turns into commitment.

Purpose Is the New Differentiator

Amenities can be copied. Purpose cannot. Communities that help residents connect their gifts and passions to something larger than themselves stand out in a crowded marketplace. They become places where:

• Residents lead, not just attend.
• Marketing highlights impact, not just activities.
• Staff speak the language of mission, not just service.

When marketing reflects that kind of authenticity, it attracts more than prospects. It inspires teams and reminds everyone why this work matters.

A New Kind of Conversation

The next time you sit down with a prospective resident, listen not for what they want, but for who they’re becoming. Because what we’re really offering isn’t just a new address — it’s a new beginning. We’re not helping people move in; we’re helping them move forward.

Closing Thought

Selling fills units.
Guiding changes lives.

When we reframe our role from closing deals to opening doors of purpose, we honor both the people we serve and the calling behind this work. That’s what finishing strong looks like — for residents, and for all of us who serve them.

About the Author

Larry Carlson is an advisor, board member, and author of Avandell: Reimagining the Dementia Experience. A longtime CEO in senior living, he now writes and speaks about helping older adults finish strong — living with purpose, vitality, and impact in their third age.

The following is a guest blog entry from Larry Carlson. Larry is an advisor, board member, and author of Avandell: Reimagining the Dementia Experience. A longtime CEO in senior living, he now writes and speaks about helping older adults finish strong — living with purpose, vitality, and impact in their third age.

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Dave slid into the booth across from me at a diner just off the interstate. He wrapped his hands around the coffee mug, stared at it for a long moment, and finally said, “I thought retirement would feel free. But most days… I just feel numb.”

I set down my fork and asked, “What’s going on?” “It’s not money,” he said. “We’re fine there. It’s just… I’ve drifted into a routine. Golf. TV. A few volunteer things here and there. But it feels like I’m just filling time — not really living it.”

That conversation has stayed with me for years because Dave’s story is not unusual. In fact, it’s a warning. Many people enter their later years expecting a sense of freedom but instead discover the subtle pull of drift. That quiet drift — the slow slide into comfort without real purpose — is what I call coasting. It’s the opposite of finishing strong.

WHY THIS MATTERS IN OUR FIELD

If you work in senior living, you see this reality every day. Many older adults enter a new chapter of life without a clear sense of purpose. They’ve achieved career milestones, raised families, and handled responsibilities… but now they’re unsure what comes next. As marketing and sales professionals, you’re not just presenting floorplans and amenities. You’re often the first person who can help them see the possibility of a meaningful next chapter.

THE HEART OF FINISHING STRONG

Finishing strong isn’t about staying busy or packing in more activities. It’s about:

• Choosing purpose over drift
• Nurturing relationships over routines
• Building vitality — not just longevity
• Continuing to contribute rather than retreat

For many of the people you serve, that requires re‑imagining what their next chapter can look like — a vision that includes both community and purpose.

THE MARKETING OPPORTUNITY

Here’s the reality: most prospective residents (and often their adult children) aren’t ust looking for a safe place to live. They’re searching — sometimes without even realizing it — for a reason to keep leaning forward. That’s especially true for the new generation of older adults. Many of them spent their lives leading businesses, shaping organizations, or building teams. When they move into a community, they’re not looking to be merely entertained. They want to continue living with influence and impact — to use their experience and gifts in ways that matter.

For communities, that shift is both a challenge and an opportunity. It means going beyond programs and amenities to create meaningful ways for residents to contribute — helping them live out their legacy while strengthening the community as a whole. When your conversations and messaging speak to that deeper need for purpose and impact — not just features — it resonates. You’re no longer simply selling; you’re helping them envision a future they can invest themselves in.

A QUESTION WORTH ASKING

So here’s the challenge — for those you serve and for ourselves as well: Are we coasting or are we finishing strong? That single question can spark a shift — in a prospective resident who feels adrift, or in a professional who’s been running hard but hasn’t paused to think about what really matters in the long run.

CLOSING THOUGHT

Every conversation you have as a marketing or sales professional can be more than a transaction. It can be an invitation — to live with purpose, to stay engaged, to finish strong. Helping people see that possibility is one of the most meaningful contributions you can make in this field.

 

 

This week, we welcomed Maggie Seybold from WelcomeHome at Varsity’s Roundtable, where she shared compelling insights from their latest Benchmark Report. Maggie emphasized the transformative impact of personalized engagement and timely follow-ups in improving occupancy and lead conversion within the senior living industry.

Her analysis underscored that focusing on high-quality leads, despite being fewer, yields significant value. Maggie also noted that brief, personalized follow-up calls by executive directors can greatly accelerate the sales cycle, offering communities a strategic advantage in creating more effective and engaging sales experiences.

QUALITY LEADS OUTPERFORM HIGH VOLUME

Non-professional referrals may make up less than 5% of leads, but they convert at far higher rates and generate longer stays, delivering stronger ROI than aggregator or online sources. Focusing on lead quality over quantity can pay off in long-term resident value.

EXECUTIVE DIRECTOR FOLLOW-UP ACCELERATES SALES

A brief, personalized ED call post-tour—often just three to four minutes—can shorten the sales cycle by 60%. This simple touch builds trust, boosts move-in likelihood, and sets a community apart from competitors.

TIMING IS CRUCIAL FOR POST-TOUR CONTACT

Following up within one business day increases move-in likelihood by 42%, while two days yields a 27% lift. Each day beyond that erodes prospect engagement, underscoring the need for speed without sacrificing call quality.

VIDEO MESSAGES CAN PERSONALIZE AT SCALE

Tools like OneDay allow EDs or CEOs to send personalized videos when a live call isn’t possible. Including the prospect’s name and visit details keeps the outreach authentic and impactful.

ADAPTING ENGAGEMENT ROLES WHEN NO ED IS PRESENT

In the absence of an executive director, resident ambassadors can step in to provide a relatable, first-hand perspective of community life—similar to a college tour guide—enhancing trust and connection with prospects.

Varsity’s Roundtable is a weekly virtual gathering of senior living marketers and leaders from across the nation. For updates about future weekly Roundtable gatherings, submit your name and email address here. 

As the co-founder of the National Investment Center for Seniors Housing and Care (NIC) and founder of Nexus Insights, Bob Kramer has been called a “disruptive force” in the field, always challenging us to think differently about aging, housing and care.

In the newest episode of Roundtable Talk, Bob challenged the prevailing negative perceptions of aging, describing ageism as a prejudice against our future selves. He also highlighted the significant, yet overlooked, potential of older adults in the workforce and addresses the epidemic of loneliness.

The following are some fresh perspectives from the conversation. Check out the full episode here. 

WHAT ARE SOME OF THE BIGGEST MISCONCEPTIONS THAT AMERICANS HAVE ABOUT AGING?

I think first and foremost, and this has really come about sort of since World War II and really with the boomers, and that is aging is bad. Aging is something to be feared. Aging is something negative. I spend a lot of time teaching on college campuses, and I like to point out that ageism is prejudice against our future selves. I’ll have students write down what age they think they’ll live to, and then I show them that statistically, over half of them will live to 100. I tell them, if you don’t work to change these ageist stereotypes, you’ll be consigned to irrelevance for the last third of your lives.

WHAT TRENDS ARE YOU SEEING IN HOW SENIOR LIVING IS EVOLVING?

A lot of the trends we’re seeing now were accelerated by COVID. The pandemic pushed our field out of the 20th century into the digital age. Older adults and their families discovered on-demand services—healthcare, groceries, anything delivered where they live. Consumers today are more sophisticated and savvy. They’re not just asking how many years they’ll live—they’re asking if those will be thrive years. They want environments that add life to their years, not just years to their life.

HOW WILL TECHNOLOGY AND DATA SHAPE THE FUTURE OF AGING SERVICES?

Technology and data are absolutely transformative. Senior care will always be a high-touch field, but it also needs to be high-tech. The role of technology is to enable staff to work to the limits of their license instead of being buried in paperwork. AI and data can help identify which residents are most at risk each day, allowing caregivers to prioritize time and attention. That’s how we turn data into actionable care—predictive, preventative, and personalized.

WHY DO YOU TAKE ISSUE WITH THE TERM “SILVER TSUNAMI”?

Because it’s deeply ageist. Nobody ever thinks of a tsunami as a good thing—it’s an unmitigated disaster. So when we call the aging population a “silver tsunami,” we’re framing longevity as a problem instead of one of humanity’s greatest achievements. It turns the longevity bonus into a longevity curse. We should be asking, how do we make the most of increased longevity, both for individuals and society?

HOW WELL IS U.S. POLICY ALIGNED WITH THE NEEDS OF AN AGING POPULATION?

We’re not aligned at all. The public sector alone can’t meet the needs ahead. We need to incentivize private sector solutions and empower nonprofit and community organizations. Right now, both government programs and market dynamics are pushing people into what I call the “forgotten middle”—too rich to qualify for subsidies but too poor for private pay. That’s unsustainable, and the pressure on local and state governments will only grow over the next decade.

WHAT GIVES YOU THE MOST HOPE ABOUT THE FUTURE OF AGING IN AMERICA?

The value of the contributions older adults want to make—and the fact that society needs them. Whether it’s workforce participation, volunteering, or supporting preventative health, older adults will be central to addressing the challenges ahead. Necessity and opportunity are coming together, and that gives me real hope.

Want to hear more from Bob? Check out the full episode of Roundtable Talk for more fresh perspectives. Watch new episodes of Roundtable Talk on the Varsity website and on Apple Podcasts, Spotify, and iHeartRadio.

Brian Parman is the Director of The Point and Pavilion at CC Young in Dallas. In that role, he curates and develops a robust and expanding calendar of activities, programs, and events designed to nurture and enrich the lives of both CC Young residents and the Dallas community.

Recently on Varsity’s weekly Roundtable, Brian shared how The Point leverages its senior enrichment center to engage the broader community and create connections that can lead to future residents.

THE POWER OF “BLUE SKY THINKING”

Encouraging big ideas and pushing boundaries has led to creative programs, including a TV studio, lifelong learning initiatives, and engagement across all levels of care.

EXPANDING BEYOND RESIDENTS

The Point membership program started as a small amenity and evolved into a thriving community resource, bringing in non-residents who often transition into full-time residents.

INNOVATION THROUGH TECHNOLOGY

COVID accelerated CC Young’s embrace of tech, from a fully equipped TV studio to digital tools like Canva, Touchtown, and QR codes to improve communication and accessibility.

ENRICHING LIVES THROUGH COMMUNITY PARTNERSHIPS

Collaborations with nonprofits, colleges, and local experts have expanded programming, from art and writing contests to wellness and music therapy.

A DYNAMIC APPROACH TO ENGAGEMENT

Monthly themed planning, live-streamed events, and a mix of in-person and virtual experiences ensure that CC Young remains adaptable, inclusive, and future-focused.

Varsity’s Roundtable is a weekly virtual gathering of senior living marketers and leaders from across the nation. For updates about future weekly Roundtable gatherings, submit your name and email address here. 

 

Recently on Varsity’s weekly Roundtable we were joined by Susan Dolton, corporate director of sales at Goodwin Living for an insightful discussion on solving waitlist challenges in senior living.

Susan shared how Goodwin Living’s Early Advantage and Ready List programs are tackling a 900+ person waitlist, providing faster access to life care agreements and higher levels of living while generating revenue and streamlining sales team efficiency. 

Here’s are some highlights from that conversation: 

FIXING THE WAITLIST BOTTLENECK

Goodwin Living faced a major challenge: a waitlist of over 900 people but only 70-80 apartments opening each year. The process of matching available units with ready residents was slow and inefficient, often requiring up to 40 calls per unit. A new system was needed to streamline move-ins.

A BROKEN MOVE-IN TO MOVE-UP PROGRAM

The Move-in to Move-up program, designed to fill smaller apartments, was misused by wealthier residents as a way to jump the line for larger units. This left those in need of affordable one-bedrooms without options and created inefficiencies that increased costs and disrupted community-building.

INTRODUCING EARLY ADVANTAGE

To create a fairer and more efficient waitlist system, Goodwin Living launched Early Advantage. This program allows members to secure a life care contract while still living at home, giving them guaranteed access to Goodwin Living communities when the time comes and priority for higher levels of care.

A CAP TO MAINTAIN BALANCE

Early Advantage membership was capped at 100 households to balance demand and ease concerns from current residents. Financial and medical qualifications were required, ensuring a sustainable, well-managed program that didn’t compromise available care services.

STRONGER THAN EXPECTED DEMAND

Early Advantage exceeded expectations, with 179 letters of intent submitted for just 100 spots. The high demand validated the program’s value, and as those who didn’t make the cut shift to the Ready List, Goodwin Living is seeing increased engagement from Priority Club members rethinking their timelines.

Varsity’s Roundtable is a weekly virtual gathering of senior living marketers and leaders from across the nation. For updates about future weekly Roundtable gatherings, submit your name and email address here. 

Keith Carson from Integrated Sales Solutions was a recent guest on our weekly Roundtable meeting. His presentation — titled “Seeing Sales Differently: Transforming Practices for Meaningful Impact” — explored the profound impact of rhythms, practices and rituals in sales.

The conversation focused on three stages of the sales process – Engage, Qualify and Propose. Here’s a closer look at each stage: 

ENGAGE

Keith introduced the first stage of the sales process, highlighting its importance in setting the tone with prospects. He contrasted the typical approach, where a salesperson like “Salesy Steve” focuses on features and benefits, quickly diving into what his organization can offer. 

Instead, Keith advocated for a different strategy: start with the “why” behind the services. By addressing the deeper purpose and values that drive their work, sales professionals could foster a more genuine connection from the beginning, creating a relationship based on authenticity and shared values rather than a standard pitch.

QUALIFY

In this stage of the sales process, you can connect directly with prospects, asking questions to understand their needs and challenges. Keith contrasts this with “Salesy Steve,” who pressures prospects with relentless questions, often missing the empathy needed to address their unique struggles. 

Keith noted that sales professionals are often viewed with skepticism, with prospects wary of hidden agendas. Keith emphasized that trust is built not through grand gestures but through small, consistent actions—calling when promised, negotiating fairly, and being transparent about what the community can and cannot offer. These everyday moments establish genuine trust.

PROPOSE

At the proposal stage, you’re close to helping the buyer decide to join your community. Keith emphasized that while it’s tempting to focus on closing the deal, the priority should still be on the buyer’s needs. He urged sales professionals to approach this meeting with a service mindset, ensuring it’s genuinely about the prospect, not just the sale. 

By keeping the focus on addressing their specific needs and offering a tailored solution, you reinforce trust, creating a more authentic connection that supports the buyer in making the right decision for themselves.

Varsity’s Roundtable is a weekly virtual gathering of senior living marketers and leaders from across the nation. For updates about future weekly Roundtable gatherings, submit your name and email address here.