Category: Uncategorized

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This article summarizes a presentation by Derek Dunham, President of Varsity, John Bassounas, President of WildFig and Kevin DeAcosta, CEO of The Highlands at Wyomissing, at the 2026 LeadingAge Annual Meeting in Philadelphia. Their session, “From Vision to Value: A Mission-Aligned Roadmap for Artificial Intelligence,” explored how senior living organizations can move from AI curiosity to meaningful action.

If you’re interested in exploring AI opportunities for your community, reach out to Varsity President Derek Dunham at ddunham@varsitybranding.com. 

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Artificial intelligence is quickly becoming a priority for senior living organizations. Boards are asking questions, leadership teams are exploring opportunities and employees are already experimenting with AI tools. Turning that interest into a coordinated strategy is proving to be a challenge. 

Where do you begin, which opportunities deserve your attention and how do you introduce AI in a way that supports your mission, your employees and the people you serve?

These are questions facing senior living organizations across the country. They’re the same questions that led The Highlands at Wyomissing, a nonprofit life plan community in Pennsylvania, to partner with Varsity and WildFig to develop a practical, mission-aligned AI roadmap.

Their experience offers some valuable lessons for organizations looking to turn AI’s promise into measurable results.

START WITH YOUR MISSION, NOT THE TECHNOLOGY

For The Highlands, the goal was clear: explore how AI could enhance the resident experience, improve workforce efficiency and strengthen operational resilience.

Working together, the Varsity and WildFig teams helped The Highlands take a deliberate approach, beginning with an assessment of the organization’s people, processes, systems and readiness for change.

An important part of that approach was learning from why technology initiatives often fail and developing strategies to avoid those same pitfalls. By identifying potential barriers and addressing organizational readiness from the outset, the team aimed to increase the likelihood of meaningful change. 

The objective started by identifying opportunities that could make a meaningful difference in the daily lives of residents and employees. That distinction matters. AI initiatives are more likely to gain traction when they’re connected to organizational priorities rather than treated as standalone technology projects.

LISTEN TO YOUR PEOPLE AND UNDERSTAND YOUR DATA

Before recommending solutions, the Varsity and WildFig team needed to understand what was happening inside The Highlands.

The discovery process included 11 in-depth interviews and an organization-wide quantitative survey designed to uncover operational challenges, assess attitudes toward AI and identify opportunities for improvement.

The organization’s overall AI-readiness score was 76 out of 100, suggesting a solid foundation for carefully selected pilot projects, with education and change management playing important roles.

The research also uncovered some significant operational pain points. Manual scheduling processes consumed more than 2,000 staff hours annually. Clinical documentation, reporting and resident onboarding presented additional opportunities to reduce administrative burdens.

Importantly, The Highlands already had robust technology systems and valuable first-party data. The challenge wasn’t necessarily collecting more information. It was finding better ways to connect existing systems and put that information to work.

THINK BIG, BUT START SMALL

With a clearer picture of the organization’s needs, the team evaluated more than 60 potential AI solutions.

Rather than attempting to tackle everything at once, opportunities were organized into three tiers: manageable pilot projects, higher-priority initiatives for the next one to two years and a broader inventory of future possibilities.

Three initial pilot opportunities emerged:

• Automated Daily Census Reporting: Streamlining a time-consuming daily reporting process.
• Policy and Procedure Assistant: Helping employees quickly find answers within the organization’s existing policies.
• Family Communication Drafting Assistant: Supporting therapy staff with AI-generated drafts that employees review and approve before sending.

Each addressed a specific operational need while offering an opportunity to demonstrate AI’s value without requiring a sweeping organizational transformation.

That’s an important lesson for senior living leaders. Your first AI project doesn’t have to solve your biggest problem. It should solve a real problem, demonstrate measurable value and help build confidence among the people who will use it.

MEASURE WHAT MATTERS

Beyond the initial pilots, the roadmap identified five priority projects involving point-of-sale audits, home care scheduling, shift-change summaries, recruitment screening and work order management.

Together, these initiatives were estimated to save more than 3,300 staff hours annually if successfully implemented. That’s a compelling number, but the larger opportunity goes beyond efficiency.

Consider what those hours represent: more time for employees to engage with residents, focus on personalized service, support colleagues and handle the responsibilities that require human judgment and compassion.

The roadmap also established a path from planning to implementation, with The Highlands moving forward on projects involving policy and procedure centralization, home care scheduling optimization and a weekly leadership dashboard.

Throughout the process, the guiding principle remained the same: AI should support people, with appropriate human oversight, rather than replace the relationships and personal attention that define quality senior living.

YOUR AI ROADMAP STARTS HERE

The experience at The Highlands demonstrates that senior living organizations don’t need to have all the answers before beginning their AI journey, but they do need a thoughtful process.

Start by identifying an executive sponsor. Take inventory of your existing technology and data. Listen to employees about where they’re spending time and encountering challenges. Choose a manageable pilot, establish clear measures of success and make education and communication part of the plan from day one.

Above all, remember that AI adoption is as much about people and organizational culture as it is about technology.

For senior living organizations, the greatest opportunity may not be what AI can do on its own. It’s what AI can help your people accomplish when they have more time, better information and the right tools to do their best work.

The following is a recap from Varsity’s Roundtable, 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. 

What makes a great experience memorable? Sometimes it’s the smallest details, like a warm welcome, a thoughtful gesture or a personal touch that makes someone feel valued. The hospitality industry has spent decades perfecting these experiences, and there are valuable lessons for senior living organizations looking to strengthen resident satisfaction, build connections and stand out in an increasingly competitive marketplace.

Ginna Baik, Senior Director of Business Development at Hilton, joined Varsity’s weekly Roundtable to share insights from her career at the intersection of technology, hospitality and senior living. Drawing on her experience with companies including AOL, Yahoo and Hilton, Ginna explored how hospitality-inspired approaches can improve resident experiences, support brain health and wellness and create new opportunities for senior living operators. Below are a few Fresh Perspectives from her discussion.

AGE TECH AND HOSPITALITY CAN SOLVE MANY OF THE SAME CHALLENGES

From social isolation and safety to staffing shortages and rising costs, both industries are working to improve experiences and operations. Combining technology with hospitality expertise can help senior living communities address these challenges in new ways.

HOSPITALITY STANDARDS CAN ELEVATE THE RESIDENT EXPERIENCE

Hilton has developed consistent service standards across its brands, supported by employee training and attention to detail. Senior living organizations can apply similar approaches to complement quality care and create more memorable, welcoming experiences.

BRAIN HEALTH IS A GROWING PRIORITY FOR OLDER ADULTS

Research shows that 43% of adults 50 and older are concerned about dementia, while 75% are willing to take action to protect their brain health. Senior living can respond by focusing on four pillars of wellness: eating, sleeping, moving and connecting.

BETTER EXPERIENCES CAN CREATE NEW REVENUE OPPORTUNITIES

Encouraging residents to enjoy dining, gathering spaces and other amenities can strengthen social connections while generating additional revenue. Hospitality-inspired concepts like small marketplaces and enhanced dining experiences offer opportunities to benefit both residents and operators.

SMALL GESTURES CAN MAKE A BIG IMPRESSION

DoubleTree’s signature warm cookie demonstrates how a simple, consistent hospitality experience can create a lasting emotional connection. Senior living organizations should consider what unique, memorable touches can differentiate their communities and make residents and families feel at home.

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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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Mary Jane turns into the circular drive of the senior living community that will now be home. A moving truck follows close behind. She pulls to the entrance and turns off the engine. Inside that truck are the furniture, artwork and boxes accumulated over a lifetime. But Mary Jane is bringing far more with her than what is packed in those boxes.

For decades, she ran a business. She served on the school board. She chaired a capital campaign at her church. She organized meals when neighbors were sick. She raised three children. People sought her advice. When something needed to get done, they called her.

The doors to her new community open. The receptionist welcomes her warmly. There are flowers waiting in her apartment. She is shown the dining venues, fitness center and gathering spaces. The dining room host explains how to make a dinner reservation.  The concierge shows her how to sign up for programs and arrange transportation.

Everyone is gracious. Everything has been designed around her. And yet, something subtle may have happened in the transition.

Yesterday, people asked for her judgment. Today, we’re asking for her preferences.

WE’VE COME A LONG WAY

I have spent much of my career in senior living, and I have watched our field change enormously. Much of that change has been for the better.

We moved away from an institutional model in which older adults were too often viewed primarily through the lens of what they needed. We replaced institutional schedules with choice. Facilities became communities. Food service became dining. Activities became engagement. We built environments that offered greater independence, personalization and hospitality.

More recently, we have become increasingly sophisticated about the consumer experience. We listen more carefully to what prospective residents want. We offer more choices. We think about convenience, hospitality, wellness and lifestyle. We measure satisfaction and continually look for ways to create a better resident experience.

We should be proud of that evolution.

But I wonder if we’re finished.

What if the next step in senior living isn’t simply creating an even better consumer experience? What if it is rethinking the role residents themselves occupy within the community?

What if the next evolution is from consumer to citizen?

CHOICE IS NOT THE SAME AS AGENCY

The word consumer carries an assumption. Consumers receive something created by someone else. They choose among floor plans. They select dining options. They decide which programs interest them. They choose whether to use the fitness center, attend a lecture or take the shuttle into town.

Those choices matter. Having control over one’s daily life matters enormously.

But choice and agency aren’t quite the same thing.

Choice asks, Which of these options would you like?

Agency asks, What role can I have in shaping the options themselves?

That’s a different relationship. And it may be especially important when we consider the people now entering our communities.

They have spent 70, 80 or more years being far more than consumers. They have been executives and teachers, nurses and entrepreneurs, parents and grandparents, volunteers and board members. They have led organizations, built businesses, served churches and synagogues, coached teams, supported nonprofits and strengthened neighborhoods.

They have made decisions. Solved problems. Accepted responsibility. Influenced institutions. Helped other people. Then one day they cross the threshold into senior living.

Why would we assume that a lifetime of agency should suddenly become primarily a lifetime of preference?

WHAT IF WE THOUGHT ABOUT CITIZENSHIP INSTEAD?  

I’m not using citizenship in its governmental or legal sense. Nor am I suggesting another name for resident engagement.

I mean something more fundamental.

Citizens belong to a community. They have a stake in its well-being. They have a voice in its life. They contribute something of themselves. And they have an investment in making the community better.

That last part matters.

To be clear, I’m not suggesting that residents become owners, board members or members of some sort of homeowners association. Nor am I suggesting that responsibility for operating the community somehow shifts from management to residents. Senior living organizations have boards, leaders and team members with very real fiduciary, regulatory and operational responsibilities. Citizenship doesn’t blur those lines. It simply recognizes that living in a community can mean more than receiving what the organization provides. It is reciprocal. A community has responsibilities to its citizens, but citizens also have something to contribute to their community.

That shifts the underlying question.

Instead of only asking, What can we do for residents? we begin asking, What can residents do with us?

Instead of simply creating community for people, we begin imagining how we might create community with them.

That’s more than engagement. It’s belonging with consequence.

THE PARADOX OF HOSPITALITY

There is an interesting tension here for an industry that has worked hard—and rightly so—to embrace hospitality.

Hospitality was an enormous step forward. We wanted people entering senior living to experience warmth, welcome, service and choice rather than institutional routines.

But hospitality contains an assumption of its own.

There is a host.

And there is a guest.

That makes perfect sense when I check into a hotel for four nights. I am a guest, and I hope the people who work there create an exceptional experience for me.

But what happens when I sell my house, move my furniture, change my address and come to live somewhere for perhaps the next 10 or 15 years? At what point do I stop being your guest? At what point does this become my community, too?

Citizenship gives us another way to think about that relationship.

It doesn’t require abandoning hospitality or consumer experience. Residents still deserve exceptional service, meaningful choices, beautiful environments and personalized experiences.

Citizenship builds upon those accomplishments.

Perhaps the evolution looks something like this:

INSTITUTION → HOSPITALITY → CITIZENSHIP

The institutional model essentially said: We’ll take care of you.

The hospitality model added: We’ll create an excellent experience for you.

Citizenship adds something else: You belong here. Your voice matters. What you bring matters. And this community is partly yours to shape.

WHAT IF WE’RE NOT FINISHED? 

There are significant implications to thinking this way. It could change how we market senior living and the story we tell prospective residents. It could change the questions we ask during the sales process. And it could challenge us to examine what agency, voice and contribution really mean once someone becomes part of the community.

Those are questions worth exploring, and I’ll turn to them in the next two articles in this series.

But before getting to the answers, perhaps we need to sit with the larger question. Senior living has made tremendous progress by asking how we can create better experiences for the people who choose our communities.

Maybe the next evolution begins with a different question:

What would change if we stopped asking only how to create a better resident experience—and started asking how to create a community worth being a citizen of?

Living longer is one thing. Staying healthy enough to enjoy those extra years is another. In this episode of Varsity’s Roundtable Talk, Derek sits down with Dr. Joan Salge Blake, a registered dietitian, Boston University nutrition professor and nationally recognized expert on nutrition and wellness, to explore how what we eat can influence our health and quality of life as we age.

In their conversation, Derek and Dr. Blake discuss how nutritional needs change with age, why frozen and canned foods deserve more credit and how to separate sound nutrition advice from the latest food fads. They also explore the Mediterranean approach to healthy living and why enjoying meals with others may be just as important as what’s on the plate.

Check out the full episode here. 

HOW MUCH INFLUENCE DOES WHAT WE EAT HAVE ON OUR HEALTHSPAN, NOT JUST OUR LIFESPAN?

We’re lucky with medicine that we can be kept alive for a long time, and that’s wonderful. But you want to be healthy for a long time. That’s where good diet and nutrition throughout your life can help you do that. The projected lifespan now is around 79, and back in the 1970s, it was only around 70. So we just got a decade going on here, and that’s great. A lot of that is because of good medicine, good nutrition and good lifestyle.

IF SOMEONE REACHES THEIR 60S OR 70S AND HASN’T ALWAYS EATEN WELL, CAN THEY STILL MAKE A DIFFERENCE?

A lot. Go for it! It’s never too late to start eating more healthfully. As you get older, things change in your body. Your metabolism slows down. What you could eat at 30, you can’t eat at 40. What you could eat at 40, you can’t eat at 60. Mother Nature is just not nice! So you have to be very savvy to make sure you’re getting enough good nutrition into your life and maybe change it. Changing at 60 or 70 is a really, really good thing. It’s never too late to make that plate more healthy.

DO OUR NUTRITIONAL NEEDS CHANGE AS WE GET OLDER?

Because your metabolism is slowing down, you don’t need as many calories as you did when you were 20 or 30. So you’ve got to make sure every calorie counts. There’s not a lot of room in the diet for sweets and treats because I’ve got to get these fruits and vegetables, grains, vitamins, minerals and fiber in there. I have to make each bite count. 

That doesn’t mean you can’t have sweets, but small amounts. In addition to your calorie needs being reduced, some of your nutrient needs go up as you age. Your calcium needs go up, your vitamin D needs go up. So your diet really needs to be balanced based on your age, medical history and lifestyle.

HOW CAN SHARING MEALS WITH OTHERS CONTRIBUTE TO HEALTHY AGING AND LONGEVITY?

Being with other people, talking, going out and most importantly, dining with other people is so important. That connection with other people is a really important part of longevity. Let’s go back to Italy and the Mediterranean diet and lifestyle. There’s a community of family and neighbors, and that helps with longevity. Make the dates. Set up dates. On Thursday, you eat with somebody. On Friday, you eat with somebody else. Get that calendar filled so you’re around people. You’re going to find that it’s so supportive. It helps lower your stress and helps you feel happier, which is great for longevity.

The following is a recap from Varsity’s Roundtable, 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. 

When most people think about artificial intelligence, tools like ChatGPT, Claude and Gemini come to mind. But AI is already doing much more behind the scenes, helping organizations analyze data, automate processes and make smarter decisions. As these technologies become more accessible, the opportunities extend well beyond chatbots, particularly for senior living organizations looking to improve efficiency, strengthen sales strategies and make better use of their data.

Zack Collevechio, Data Scientist at WildFig, joined Varsity’s weekly Roundtable to explore the expanding world of AI and what it means for senior living. Zack discussed how organizations can identify practical opportunities for AI, connect the technology to existing business systems and prepare for emerging tools like autonomous AI agents. He also emphasized the importance of data quality, security and starting with real business challenges rather than chasing the latest technology. Below are a few Fresh Perspectives from his discussion.

AI IS ALREADY PART OF OUR EVERYDAY LIVES

From spam filters and fraud detection to navigation apps, AI is working behind the scenes. For senior living organizations, the opportunity is to integrate that same seamless functionality into existing workflows to improve efficiency and solve operational challenges.

START WITH BUSINESS PROBLEMS, NOT AI TOOLS

Successful AI adoption begins by identifying processes that are slow, repetitive or prone to errors. Organizations should prioritize opportunities based on impact and effort, starting with one manageable project that demonstrates value, builds confidence and creates momentum.

THE RIGHT AI SOLUTION DEPENDS ON THE PROBLEM

Automation can streamline administrative tasks, machine learning can forecast occupancy and demand and computer vision can process documents. Regardless of the technology, accurate and well-organized data is essential. Even sophisticated AI tools struggle with unreliable information.

AI CONNECTORS ARE MAKING BUSINESS DATA MORE ACCESSIBLE

MCP connectors allow AI platforms to communicate directly with CRMs, calendars, spreadsheets and other systems. Instead of manually uploading information into chatbots, employees can access current data, uncover insights and work more efficiently.

ALWAYS-ON AI AGENTS OFFER PROMISE, BUT CAUTION IS ESSENTIAL

Emerging AI agents can independently complete multistep processes and work toward broader objectives. However, privacy and security concerns remain significant for senior living organizations managing sensitive resident information. Business-ready applications with appropriate safeguards are still evolving.

The following is a recap from Varsity’s Roundtable, 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 senior living industry has spent decades preparing for the aging Baby Boomer generation. Now that demographic wave is arriving, and the numbers raise some serious questions about the industry’s ability to keep up. With independent living occupancy approaching capacity and demand projected to far outpace new construction, millions of older adults could find themselves without access to the housing, care and community they need.

Brad Paulis, Partner at Continuing Care Actuaries, joined Varsity’s weekly Roundtable to explore what he calls the demographic tsunami and its implications for the future of senior living. Drawing on demographic projections and industry trends, Brad discussed the growing shortage of senior housing, changing preferences around skilled nursing and why traditional development alone won’t meet future demand. He also challenged senior living leaders to think beyond their physical communities and explore new ways to serve older adults. Below are a few Fresh Perspectives from his discussion.

A PERIOD OF UNPRECEDENTED GROWTH

The U.S. population age 75 and older is projected to grow from fewer than 20 million in 2025 to 32–33 million by 2045. With independent living occupancy already around 94%, demographic demand is pushing communities toward capacity despite economic uncertainty.

THE INDUSTRY IS FACING A MASSIVE CAPACITY SHORTFALL

By 2035, senior housing could face a shortage of 1 million units, growing to 2 million by 2045. Over the next 20 years, cumulative unmet demand could leave nearly 6 million older adults without access to the housing, healthcare support and community they want. These projections already account for anticipated new construction.

CHANGING CARE PREFERENCES ARE RESHAPING SENIOR LIVING

Private-pay skilled nursing utilization is declining as older adults increasingly choose to receive additional support in their homes or independent living residences. This shift creates opportunities to repurpose underused skilled nursing space while challenging communities to accommodate residents with greater care needs.

TRADITIONAL CONSTRUCTION ALONE WON’T SOLVE THE SHORTAGE

Land availability, zoning restrictions, construction costs and development timelines make it impossible to build enough communities to meet projected demand. Senior living providers need to explore alternative service models, including Continuing Care at Home programs and other ways to bring healthcare, wellness and social connections to older adults beyond their campuses.

THE INDUSTRY MUST RETHINK HOW IT FULFILLS ITS MISSION

Most senior living organizations define their missions around serving older adults, not operating buildings. Boards and leadership teams need to start conversations now about expanding that mission, developing new partnerships and finding innovative ways to deliver the security, care and sense of belonging older adults need.

The following is a recap from Varsity’s Roundtable, 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. 

AI is changing the way brands create and share content on social media, but just because the technology makes something possible doesn’t always mean it’s a good idea. As AI-generated images, videos and other content become more common, marketers face new questions about authenticity, transparency and consumer trust. For senior living organizations, where personal relationships are so important, those questions carry even greater weight.

Jamil Larkins, lead social media strategist for Pavone Group and Varsity, joined Varsity’s weekly Roundtable to explore how AI is reshaping social media and how brands should respond. He discussed how platforms are identifying and labeling AI-generated content, what consumers think about it and why AI adoption doesn’t necessarily mean AI acceptance. He also shared practical guidance on using AI to improve marketing efficiency without sacrificing the human connections that build trust. Below are a few Fresh Perspectives from his discussion.

AI IS MOST VALUABLE BEHIND THE SCENES

Generative AI offers significant benefits for research, data analysis, social listening, reporting and automation. Organizations should distinguish between these internal uses and public-facing content, where authenticity and human connection are especially important.

CONSUMERS REMAIN SKEPTICAL OF AI-GENERATED CONTENT

According to Hootsuite, 62% of consumers say they’re less likely to engage with or trust content they know was created by AI. For senior living and healthcare organizations, where trust is essential, that skepticism makes thoughtful AI use particularly important.

AI ADOPTION DOESN’T ALWAYS MEAN AI ACCEPTANCE

Younger generations are increasingly using AI tools, but that familiarity doesn’t necessarily translate into enthusiasm for AI-generated marketing. Ethical concerns, environmental impacts and questions about authenticity continue to shape public sentiment across generations.

TRANSPARENCY IS BECOMING ESSENTIAL ON SOCIAL MEDIA

Platforms are increasingly identifying and labeling AI-generated content, with potential consequences for undisclosed use, including reduced reach, rejected ads and content restrictions. Brands should understand each platform’s disclosure requirements and be upfront about their use of AI.

HUMAN CONNECTION SHOULD REMAIN THE PRIORITY

For organizations built on trust, authenticity and personal relationships, AI-generated content can create unnecessary barriers between brands and their audiences. Featuring real employees, residents and experiences helps strengthen those connections, while staying true to the brand should guide every decision about AI.

The following is a recap from Varsity’s Roundtable, 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. 

Ageism often shows up in ways we don’t even recognize, from everyday language to the images and messages used to portray older adults. Challenging those stereotypes starts with rethinking our own assumptions about aging and embracing a more realistic, inclusive picture of growing older.

Ashton Applewhite, activist, internationally recognized ageism expert, and author of the book This Chair Rocks: A Manifesto Against Ageism joined Varsity’s weekly Roundtable to explore how ageism shapes our attitudes, influences health and well-being and affects the way senior living communities communicate with older adults. Below are a few Fresh Perspectives from her discussion.

AGEISM OFTEN HIDES IN EVERYDAY LANGUAGE

Phrases like “senior moment” or “I don’t feel old” can reinforce negative assumptions about aging. Recognizing ageism starts with questioning the stereotypes and judgments behind our words.

SENIOR LIVING MARKETING NEEDS A MORE AUTHENTIC PICTURE OF AGING

Images of healthy, active older adults can challenge stereotypes, but showing only physically fit residents creates unrealistic expectations. Communities should represent the full diversity of aging, including people who use mobility aids.

HIDING THE REALITIES OF AGING CAN MAKE FEARS WORSE

Avoiding conversations about disability, dementia and loss can reinforce the fears senior living organizations hope to overcome. Acknowledging these realities while celebrating the opportunities of later life creates a more balanced picture of aging.

OUR BELIEFS ABOUT AGING CAN AFFECT OUR HEALTH

Research suggests that people with more accurate, less fear-based attitudes toward aging experience better health outcomes, greater resilience and increased longevity. Negative stereotypes can discourage people from seeking treatment or adopting healthy behaviors.

CHALLENGING AGEISM STARTS WITH OUR OWN ATTITUDES

Recognizing our own biases, building meaningful relationships across generations and approaching ageist comments with curiosity rather than confrontation can help break down stereotypes and change how we think about growing older.

VARSITY’S FRESH PERSPECTIVE

Senior living marketing has spent years challenging negative perceptions of aging by showcasing active, independent older adults. But in trying to make aging look more appealing, have we created a new set of stereotypes?

The opportunity for sales and marketing teams is to tell a more complete and authentic story. That means celebrating the freedom, connection and possibilities of later life without hiding the realities that come with it. Prospects don’t need a picture of perfect aging. They need to see a community where they can continue living a meaningful, fulfilling life, whatever aging looks like for them.

Ageism is one of the few prejudices we direct at our own future selves, yet its influence on how we think about growing older often goes unnoticed. In this episode of Varsity’s Roundtable Talk, Derek sits down with Ashton Applewhite, an internationally recognized ageism expert, activist and author of This Chair Rocks: A Manifesto Against Ageism, to challenge the myths and stereotypes surrounding aging.

In their conversation, Derek and Ashton explore how everyday language reinforces ageist assumptions, why our attitudes toward aging can influence our health and well-being, and how the idea of “successful aging” can do more harm than good.  

Check out the full episode here. 

WHAT IS AGEISM AND HOW DO YOU DEFINE IT?

The dictionary definition is discrimination and prejudice on the basis of age. We are being ageist, and we are all ageist all the time. Me too. 

Anytime we make an assumption about someone or a group of people on the basis of how old we think they are. A friend of yours is dating someone new. I’m wondering, how old is that person? Why do we want to know? And what assumptions about that person or the relationship will click into place once we have a number? Ageism starts between our ears. You have to find it there before you can see it anywhere else.

WHAT ARE SOME EVERYDAY WORDS OR PHRASES THAT REINFORCE NEGATIVE IDEAS ABOUT AGING?

Anytime we use youth-oriented language like “young at heart,” what does that mean? Energetic, enthusiastic or spirited? You can be all those things at any age. Think about how you use the words old and young. Anytime you ascribe a value, positive or negative, you’re reinforcing an assumption. 

When someone says, “I don’t feel old,” does that mean incompetent, sad or useless? We live in a very youth-oriented culture. We tend to equate young with better things and old with negatives. Try to notice that and break the habit. Describe the actual way you feel rather than saying young or old.

WHAT ARE SOME OF THE MOST PERSISTENT MYTHS ABOUT GROWING OLDER?

The mother of them all is the assumption that all members of a group are alike, which is clearly ridiculous. It’s especially ridiculous when it comes to age. How could millions of people born roughly around the same time be all alike? The biggest myth is that old people are alike, that at a certain point you cross over this imaginary velvet rope and you’re old and invisible and useless and sad. The fact is that as we age, we grow more different from one another. Diversity increases with age because we age at different rates cognitively, socially and developmentally.

HOW DO YOU FEEL ABOUT USING AI AND TECHNOLOGY TO ADDRESS SOCIAL ISOLATION AMONG OLDER ADULTS?

I think AI has enormous potential, but AI is based on computer code, and computer code is written or vetted by humans. If the people who write the code are biased, that bias gets perpetuated. We need to make sure bias isn’t embedded in it. I’m suspicious of blanket techno-optimism, the idea that technology created a problem and we’ll throw more technology at it. As for robots and things that are keeping older people company, I’m all for it. But I don’t think it’s a substitute for human touch and human companionship. We don’t want a world where human contact becomes a luxury available only to the very rich.

ARE YOU OPTIMISTIC THAT ATTITUDES TOWARD AGEISM ARE ACTUALLY CHANGING?

Yes, I am indeed. When I started out, I had to explain what ageism was all the time. Now most people know what the word means. That may seem like a small thing, but all change begins with awareness. Bias is unconscious for the most part, and you can’t challenge bias unless you’re aware of it. There’s now an International Ageism Awareness Day on October 9, and the Old School hub that I co-founded in 2018 has grown tremendously. Take a look at the resources there and you’ll see how raising awareness of ageism has become a global imperative.

The following is a recap from Varsity’s Roundtable, 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. 

Technology is playing an increasingly important role in senior living, but the latest innovations aren’t always the most valuable. As resident expectations evolve, communities need technology that’s reliable, easy to use and designed to make everyday life better for residents and staff.

Jonathan Jedeikin, Chief Information and Privacy Officer at The Kendal Corporation, joined Varsity’s weekly Roundtable to explore the technology trends shaping the future of senior living. Below are a few Fresh Perspectives from his discussion.

THE BEST TECHNOLOGY FADES INTO THE BACKGROUND

Technology should quietly support residents and staff without demanding constant attention. Whether it’s Wi-Fi, smart-home devices, sensors or robotics, the goal is for technology to work reliably and seamlessly so people can focus on living, working and providing care.

START WITH THE NEED, NOT THE SHINY NEW TOOL

Senior living can waste significant money on technology purchased without enough strategy or input from the people who will use it. Before investing, communities should understand the problem they’re solving and involve residents, staff and stakeholders in the decision.

LISTENING SHOULD DRIVE TECHNOLOGY STRATEGY

Residents may not know which platform or product they want, but they know what they want technology to help them accomplish. Listening to residents and staff can uncover pain points and opportunities that lead to smarter investments and better experiences.

THE NEXT GENERATION WILL HAVE LITTLE PATIENCE FOR BAD TECHNOLOGY

Future residents will expect multiple devices and systems to work together reliably, securely and almost invisibly. Technology that is difficult to use, frequently fails or requires constant troubleshooting will increasingly fall short of expectations.

AI SHOULD AMPLIFY PEOPLE, NOT REPLACE THEM

There’s significant potential for AI when it strengthens the skills people already bring to senior living. The opportunity is to use AI thoughtfully to help staff do their jobs better while preserving the human relationships at the heart of the resident experience.

VARSITY’S FRESH PERSPECTIVE

Technology is quickly becoming part of the senior living value proposition, but the newest technology won’t necessarily be the most compelling. Residents and prospects will increasingly expect technology to simply work, making reliability, ease of use and integration more important than novelty. 

Sales and marketing teams can help shape those investments by listening for the everyday frustrations residents and prospects want solved and bringing those insights into technology decisions before the next shiny tool gets added to the sales tour.