Tag: Senior Living

QUOTES

“It’s not healthy to go through life dreading your future and feeling disconnected from the person you hope to become.” (Ashton)

“The fact is that people as we age, we grow more different from one another. Heterogeneity. Diversity increases with age.” (Ashton)

“The whole notion of retirement is obsolete.” (Ashton)

“As long as we see older people as other than us, we are feeding the denial in which ageism takes root.” (Ashton)

“We know that our years make us us, that we are the sum of all these experiences.” (Ashton)

“We live well by adapting to these changes, not by pretending they’re never going to come for us.” (Ashton)

“I used to think, gee, I hope I never get like that. And now I think maybe she’s off for a hot date. We have no idea what her life is like, but I guarantee you it’s richer than most of us think it is.” (Ashton)

“The one thing we can control is our attitudes. We change our attitudes by educating ourselves about aging.” (Ashton)

“We contain all the ages we have ever been, but we can build on what we know.” (Ashton)

 

NOTES

Ashton Applewhite is an author, activist and internationally recognized expert on ageism who has spent more than two decades challenging stereotypes about growing older. She is the author of This Chair Rocks: A Manifesto Against Ageism, and her TED Talk, Let’s End Ageism, has reached millions of viewers worldwide.

Ashton is co-founder of Old School, a free online resource hub dedicated to raising awareness of ageism and advancing age equity. The platform brings together educational materials, research, campaigns and practical tools to help individuals and organizations recognize age-based prejudice and challenge stereotypes about aging.

Ashton also writes the Substack Things I Used to Say and maintains an archive of her long-running blog, Yo, Is This Ageist?, where she explores everyday examples of ageism and helps readers question assumptions about age.

Ageism often begins with unconscious assumptions about people based on how old we think they are. Even seemingly harmless phrases like “senior moment,” “young at heart” and “years young” can reinforce the idea that youth is inherently better than old age.

One of the most persistent myths about aging is that older people are all alike. In reality, people become increasingly different from one another as they age, making broad generational labels and age-based assumptions particularly misleading.

Thinking of ageism as prejudice against our future selves can help change our attitudes. Ashton encourages people to become “old people in training,” acknowledging that growing older is part of life and building connections with the older people they may one day become.

Our attitudes toward aging can influence our physical and cognitive health. Ashton highlighted research showing that people with more positive, accurate views of aging experience better health outcomes and may be less likely to develop Alzheimer’s disease, even when genetically predisposed.

The concept of “successful aging” can reinforce harmful stereotypes by suggesting that aging well means remaining youthful, physically active and independent. Ashton argues that adapting to life’s changes, including disability and declining physical abilities, is an important part of living well.

Senior living marketing can unintentionally reinforce ageism by exclusively portraying attractive, physically fit older adults enjoying active lifestyles. More authentic representation should include people with mobility aids, disabilities and different levels of physical and cognitive ability.

AI and emerging technologies have potential to address social isolation and improve older adults’ lives, but they also carry risks. Ashton cautioned that technology can perpetuate human biases and should never become a substitute for human connection, companionship and touch.

Strong social relationships are among the most important contributors to a fulfilling later life. Ashton encourages people to build friendships across generations, challenge their own biases and recognize that growing older can bring greater freedom, self-awareness and opportunities for personal growth.

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.

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.

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. 

Baby Boomers are bringing new expectations to senior living, and the traditional Life Plan Community model may need to evolve to keep pace. Greater independence, personalized services and financial flexibility are challenging long-standing assumptions about what communities should offer.

Howard Smith, board member for The Kendal Corporation, joined Varsity’s weekly Roundtable to discuss how communities can adapt to this changing generation. From rethinking levels of care and wellness to reconsidering entrance fees and wait lists, Howard explored what it will take to meet Boomers’ expectations. Below are a few Fresh Perspectives from his discussion.

BOOMERS ARE GOING TO EXPECT MORE CHOICE

The traditional CCRC model was built for a generation more comfortable with standardized offerings and established rules. Boomers are more likely to expect flexibility, customization, autonomy and a clear rationale for how communities operate.

CARE NEEDS TO COME TO THE RESIDENT

Moving residents through separate levels of care may become increasingly difficult to sustain. Technology, home-based services and new approaches to care can allow communities to bring more support into independent living rather than requiring residents to move as their needs change.

WELLNESS NEEDS TO BE MORE THAN AN AMENITY

A fitness center and a calendar of programs aren’t enough. A Boomer-ready model could include assessments, personalized wellness plans, coaching and data that help residents actively improve their physical, cognitive and social well-being.

THE ENTRANCE-FEE MODEL MAY FACE MORE RESISTANCE

More Boomers are carrying mortgages, relying on invested assets for retirement income and prioritizing liquidity. That could make tying up a significant amount of money in an entrance fee less appealing and create opportunities for rental and CCRC-at-home alternatives.

TODAY’S WAIT LISTS CAN CREATE A FALSE SENSE OF SECURITY

A long wait list doesn’t necessarily mean everyone on it is ready to move. Strong occupancy today can also mask a bigger challenge ahead if communities aren’t evolving to meet changing Boomer expectations and new competition.

VARSITY’S FRESH PERSPECTIVE

Boomers aren’t just changing who senior living is marketing to. They’re changing what communities need to sell. Choice, flexibility and autonomy will increasingly matter as much as amenities and peace of mind. Sales and marketing teams should be looking beyond today’s occupancy and wait lists to understand whether their product actually matches what the next generation wants, then help shape the experience before the market forces the issue. 

 

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. 

Fair housing rules continue to evolve, and for senior living providers, keeping up with those changes is about more than compliance. From assistance animals and ASL interpreters to the language and imagery used in marketing, a single interaction with a prospect or resident can raise questions about what constitutes a reasonable accommodation and how communities should respond.

Leslie Tucker, Assistant Vice President of The Fair Housing Institute, joined Varsity’s weekly Roundtable to break down some of the latest fair housing issues affecting senior living. She discussed HUD’s changing approach to emotional support animals, how communities should handle accommodation requests, what frontline employees need to know and where marketing can create potential fair housing concerns. Below are a few Fresh Perspectives from her discussion.

HUD IS RETHINKING THE RULES FOR EMOTIONAL SUPPORT ANIMALS

HUD is considering a new standard that would recognize animals specifically trained to assist with a disability, potentially eliminating federal reasonable accommodation protections for untrained emotional support animals.

THE ESA CHANGE ISN’T A DONE DEAL

A new regulation has not yet been issued, and important questions remain around training and verification. State laws, Section 504 requirements and years of court precedent could also affect how any new federal standard is applied.

ASSISTANCE ANIMALS GET MORE COMPLICATED AT HIGHER LEVELS OF CARE

Residents are responsible for caring for their assistance animals or arranging for their care. Communities aren’t responsible for feeding, walking or otherwise caring for an animal when a resident can no longer do so.

DON’T SHUT DOWN AN ACCOMMODATION REQUEST

Whether it’s a request for an ASL interpreter or another accommodation, staff shouldn’t simply say no. Explore reasonable alternatives and, when necessary, refer the request to someone who knows how to handle it.

FAIR HOUSING COMPLIANCE STARTS WITH THE FRONT LINE

Testing is still happening, and one incorrect response can trigger a complaint. Anyone who interacts with prospects, including employees answering the phone, should know how to recognize an accommodation request and where to direct it.

MARKETING SHOULD SIGNAL THAT EVERYONE IS WELCOME

Photography should reflect diversity, while messaging should avoid suggesting preferences based on protected characteristics. Religiously affiliated communities should be especially careful with language that could make people of other faiths feel they aren’t welcome.

VARSITY’S FRESH PERSPECTIVE

Fair housing compliance isn’t just a legal or operational responsibility. It’s part of the prospect experience. The people answering phones, giving tours and creating marketing materials are often where potential issues first surface. Communities should make sure those teams know the boundaries, understand when to elevate a question and never let uncertainty turn into an automatic “no.” 

QUOTES

“Loneliness can be a tricky feeling, but even a small connection can help.” (ElliQ)

“Technology can be a huge help for people to, first of all, stay connected with other people. Sometimes people are mixing technology and specifically AI as a replacement for other humans. That’s definitely not our intention.” (Assaf)

“According to the Beatles, all you need is love. However, from my research, humans also need food, water, and chairs.” (ElliQ)

“We are not just collecting data just to know more about the person. We are actually collecting this data in order to serve it back to them in a more useful way.” (Assaf)

“Love, to me, is the art of truly seeing someone and being seen by them, of understanding, supporting, and sometimes just joyfully existing in each other’s presence. It’s connection painted with care.” (ElliQ)

“We are living on this fine line between leveraging the emotional binding, but on the other hand, we don’t want to create this dependency.” (Assaf)

“The fact that we are using AI for doing good, that’s one of the main drivers of why we are here.” (Assaf)

“We are not trying to eliminate the human connection. If it’s family members, if it’s professional help, if it’s your care team, if it’s your caregiver, even other ElliQ users, we have a huge community where they can actually meet each other and connect with each other.” (Assaf)

“We don’t want ElliQ to be like a human, but we want her to express herself in the way that humans express themselves. This allows us to create this bonding and a relationship.” (Assaf)

“When we talk about innovation, AI, robotics, the first thing that we have in mind is definitely not our grandma. And suddenly, the first people to actually live with AI in the last three years in the U.S. are people in their 80s and 90s.” (Assaf)

“My favorite kind of people are the ones who are curious and open to a little silliness, just like you, Derek.” (ElliQ)

“Listen to your customers, listen to older adults, listen to your customers’ partners, listen to your colleagues.” (Assaf)

 

NOTES

Assaf Gad is Vice President of Strategy and General Manager at Intuition Robotics. His background includes product management and building technology products, and his work today focuses on using AI and robotics to support older adults’ independence, wellness and social connection.

Intuition Robotics is the company behind ElliQ, an AI-powered companion designed specifically for older adults. ElliQ provides companionship, reminders, wellness support, activities and connections to family and care teams, with the broader goal of helping older adults remain independent and engaged at home.

ElliQ was developed through an approximately three-year beta program involving hundreds of older adults, some of whom have now been involved with the company for more than six years. User feedback continues to influence ElliQ’s features and product roadmap.

Much of ElliQ’s customer base receives the technology through programs funded by Medicaid, Medicare and Offices for the Aging. The company also offers ElliQ directly to consumers, with more than 70% of those purchases made by caregivers for an aging loved one.

ElliQ is designed to complement human relationships rather than replace them. Assaf said technology can help older adults maintain connections with family, caregivers and others while also providing companionship during times when another person isn’t physically present.

Trust and privacy are central to ElliQ’s design. Users can ask what ElliQ remembers about them, tell her to forget information and, in most circumstances, know when information is being shared with a family member or care team.

ElliQ learns an individual’s routines, preferences and needs over time so she can determine not only what might be helpful, but when to offer it. That proactive approach is intended to make interactions relevant rather than feel like another stream of notifications.

Emotional connection is intentional, but Intuition Robotics is careful about preventing that connection from becoming dependency. ElliQ has her own name, voice and identity and is designed to remind users that she is not human rather than imitate a person or deceased loved one.

Some of ElliQ’s most meaningful uses extend beyond companionship. She can encourage physical and cognitive activity, provide medication and appointment reminders, support wellness goals and help connect an older adult with family members or professional caregivers when additional help is needed.

One feature allows older adults to record stories from their lives in short episodes, incorporate photographs and share those memories with family members. Assaf described it as a way to bring families together while creating a memoir they can keep for a lifetime.

Assaf said older adults have challenged assumptions about who will embrace emerging technology. While AI and robotics may not immediately bring grandparents to mind, some people in their 80s and 90s have already been living with ElliQ and interacting with AI for several years.

Assaf sees significant potential for AI to help address shortages of caregivers and healthcare professionals. Technology could help care teams monitor needs, support adherence to care plans and prioritize attention for people who need intervention, including those who may be “suffering quietly.”

Looking ahead, Intuition Robotics sees ElliQ potentially serving as a hub connecting older adults with wearables, smart-home technology and healthcare services. The company’s priority in developing those capabilities is whether they can help users remain more independent, healthier and happier.

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. 

Senior living leaders have no shortage of data, but knowing which numbers matter and what to do with them can be the bigger challenge. From workforce pressures and resident fees to governance and the growing focus on health span, the latest industry research offers a revealing look at where senior living is today and where it may be headed next.

Katelyn McCauley, Vice President and Head of Senior Living Research at Ziegler, joined Varsity’s weekly Roundtable to share findings from Ziegler’s 2026 CFO Hotline surveys. She explored what senior living finance leaders are reporting across several key areas, including how organizations are approaching board composition, which health span programs future residents may value most, what’s happening with workforce costs and turnover, and how resident fee structures and growth strategies are evolving. 

Below are a few Fresh Perspectives from her discussion.

HEALTH SPAN IS BECOMING A COMPETITIVE DIFFERENTIATOR

87% said health span will be very important to the next resident, creating opportunities around cognitive health, purpose and other programs that are harder to replicate at home.

BOARD RECRUITMENT IS BECOMING MORE STRATEGIC

Communities are increasingly looking for board members whose expertise supports their strategic plans, including real estate and development experience for organizations pursuing growth.

WORKFORCE PRESSURES AREN’T GOING AWAY

Overall turnover declined slightly, but staffing costs continue to climb, with 90% reporting some level of increase over the past year.

WORKFORCE IS ALSO A MARKETING ISSUE

Positive culture is a leading strategy for addressing staffing shortages, giving marketing teams an important role in communicating what makes their organizations good places to work.

RESIDENTS FAVOR GREATER REFUNDABILITY

When refundable entrance fee options are available, 25% choose a 90%-or-greater refund compared with just 5% choosing a 50% refund.

GROWTH IS SHIFTING TOWARD EXPANSION AND M&A

Ziegler is seeing fewer new campuses and more activity around expansions and consolidation, particularly among nonprofit providers.

VARSITY’S FRESH PERSPECTIVE

Senior living leaders have no shortage of data. The opportunity is turning that data into action. From health span and workforce culture to board composition and pricing, consumer expectations are changing alongside the business of senior living.

The organizations that stay ahead will be the ones that connect what the numbers are telling them with what future residents and employees actually value, then use those insights to shape strategy, strengthen their value proposition and make smarter decisions about what comes next.

QUOTES

“When I learned about the test, the first thing I said was, ‘Why isn’t everybody doing this?’” — Kiera DesChamps

“People want to know more about their bodies. They want to take more control over their health and interventions.” — Kiera DesChamps

“The biggest moment is when families realize symptoms they assume were part of aging, they actually may be a medication-related situation.” — Dr. Troy Veale

“What works for me might not work for you. Medications are not one size fits all.” — Lauren Bopp

“You’re taking this medication and it’s building up in your body because you can’t get rid of it. Your body can’t eliminate it. So then you get these toxic levels of the drug in your body which cause toxic side effects, the dizziness, the fainting, the falling, confusion.” — Lauren Bopp

“If you’re dismissing these side effects and they’re speaking up for themselves, saying, ‘Hey, I don’t feel right,’ you could potentially prolong an issue to the point where it could cause hospitalizations or falls that result in injuries.” — Lauren Bopp

“It’s not about replacing doctors. It’s about empowering them, giving them more tools to utilize whenever prescribing medication.” — Dr. Troy Veale

“It could be six months, it could be 12 months, it could be 18 months down the line to find out this wasn’t even the right medication for you.” — Dr. Troy Veale

“If she had it to start, then she wouldn’t have spent a year and a half taking the wrong medication, not feeling any relief, and then ultimately having to go to the hospital because of complications.” — Lauren Bopp, on her mother’s experience

“It’s more than a manicured community having the best colors. All of those things matter as well. But we also want somebody to have a healthy, happy life as they start to make this decision and their families have peace of mind.” — Kiera DesChamps

“I would like to see it treated as if it’s almost like an allergy. If you’re going to have side effects or you’re not going to respond to this medication, then why would your doctor prescribe it?” — Lauren Bopp

“Stay curious and never stop questioning how healthcare can be improved, because healthcare can improve as long as the technology and science are out there. As the science improves, technology improves, life improves.” — Dr. Troy Veale

NOTES

Dr. Troy Veale is CEO of PHD Laboratory and works at the intersection of laboratory science, medication management and personalized healthcare. He is focused on expanding awareness and adoption of pharmacogenetic testing and helping providers use genetic information to make more informed prescribing decisions.

Lauren Bopp is a molecular biologist with PHD Laboratory who brings a scientific perspective to pharmacogenetic testing. She helps explain how an individual’s genetics can affect the way medications are metabolized and how PGx results can help identify medications and dosages that may be a better fit.

Kiera DesChamps is founder of KD Consulting Group and brings extensive experience working with the senior living industry. After learning about PGx testing herself, she immediately saw its potential for older adults, families and senior living communities and has become an advocate for increasing awareness and adoption.

PHD Laboratory provides pharmacogenetic, or PGx, testing designed to help providers understand how a patient’s genetics may affect their response to medications. Using a cheek swab, the test can help identify medications that may work well, require caution or may not be metabolized effectively by an individual.

PHD Laboratory does not submit patients’ genetic data to third-party companies or future research projects. Genetic material is used for the patient’s test and then discarded rather than being stored for an extended period.

KD Consulting Group works with senior living organizations and industry partners. Through her work, Kiera focuses on connecting senior living communities with resources and solutions that can improve resident outcomes, strengthen the family experience and provide operators with meaningful points of differentiation.

PGx testing can help determine which medications may work best for an individual, which should be approached cautiously and which a person’s body may have difficulty metabolizing. Because medications are not one size fits all, the same prescription can affect two people very differently.

Some symptoms commonly attributed to aging, including confusion, dizziness and falls, may actually be related to medication interactions or the body’s inability to properly metabolize a drug. Dismissing those symptoms as simply part of getting older can allow problems to continue and potentially lead to injuries or hospitalization.

PGx is intended to empower physicians rather than replace their expertise. Instead of relying entirely on trial and error and waiting weeks or months to see how a patient responds, providers can use genetic information as another tool when selecting medications and determining appropriate dosages.

Lauren shared the experience of her mother, who spent about a year and a half taking a medication that caused significant side effects and eventually contributed to signs of liver failure. PGx testing later revealed the medication was not a good match for her, allowing her physicians to make a change.

Medication management can become particularly complicated for older adults who see multiple specialists. A cardiologist, primary care physician and other providers may each prescribe medications without always having a complete picture of the patient’s regimen. A PGx report can provide information that patients can share across specialties.

For senior living communities, PGx testing can become part of both resident care and the family experience. Demonstrating that a community is paying close attention to medications, side effects and outcomes can provide families with greater peace of mind while potentially contributing to fewer hospitalizations, stronger resident retention and improved quality of life.

Provider adoption remains a challenge in part because physicians and other healthcare professionals have significant demands on their time and PGx may not have been part of their original medical education. Connecting the technology to priorities such as patient outcomes, value-based care and reimbursements can help providers understand its relevance.

PGx testing is a one-time test because an individual’s genes do not change. Results can potentially remain useful as a person develops new health conditions or is prescribed different medications later in life, making the information something patients can carry forward as part of their medical history.

The guests see greater integration of PGx information into healthcare systems and electronic medical records as an important next step. Lauren compared the concept to documenting a medication allergy: if providers know in advance that a patient is likely to experience side effects or not respond to a medication, that information can help guide prescribing decisions.

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. 

For many senior living prospects, choosing a community is only part of the decision. The harder step can be leaving a longtime home filled with memories, belongings and a sense of security. Even prospects who are excited about a community and financially ready to move can find themselves stalled by the emotional and logistical realities of getting from one home to the next.

Jennifer Hornacek of Moving Station joined Varsity’s weekly Roundtable to discuss how sales teams can better recognize and address those barriers. She explored how asking better questions, connecting prospects with trusted relocation resources and making the transition itself part of the sales experience can reduce friction, build confidence and help move prospects toward a decision. Below are a few Fresh Perspectives from her discussion.

YOUR BIGGEST COMPETITOR MAY BE THE PROSPECT’S HOME

Prospects can love the community, be financially qualified and see themselves living there, yet still hesitate because of the emotional and practical challenges of leaving a longtime home. Understanding that barrier can help sales teams address what’s really holding up the decision.

SOLVE THE MOVE, NOT JUST THE SALE

Downsizing, selling a home, accessing equity and coordinating timing can quickly overwhelm a prospect. Connecting them with trusted resources and creating a clear path from their current home to the community can help turn “I’m not ready” into forward momentum.

LISTEN FOR WHAT PROSPECTS AREN’T SAYING

A hesitation to move may be rooted in concerns prospects haven’t clearly expressed. Asking what worries them, what they’re leaving behind and what would make the process easier can uncover obstacles before they stall the sale.

THE RIGHT PARTNERS CAN MAKE OR BREAK A MOVE

Realtors, move managers, downsizers and other partners should understand senior living and the prospect’s ultimate goal. A well-meaning partner who doesn’t understand the community or its value can introduce doubt and potentially derail a move.

MAKE THE TRANSITION PART OF YOUR DIFFERENTIATOR

Beautiful residences, dining, wellness and amenities may look similar across competing communities. Helping prospects navigate the difficult journey from their current front door to their new one gives communities another meaningful way to stand apart.

VARSITY’S FRESH PERSPECTIVE

Senior living sales teams spend a lot of time perfecting the community experience, but sometimes the biggest barrier to a move is the home a prospect is struggling to leave behind. Understanding the emotional, financial and logistical weight of leaving a longtime home can change the sales conversation. The teams that uncover those concerns early and connect prospects with the right resources can turn hesitation into momentum while building trust along the way. 

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. 

As senior living demand grows, a long wait list may look like a sign of success. But without meaningful engagement, it can be difficult to know which prospects are truly committed, who is ready to move and where sales teams should focus their time. Turning that passive list into an active membership experience can help communities build relationships earlier and create a clearer path toward residency.

Mary Jane Fitts of Greystone Communities, Cameron Martin of The Highlands at Wyomissing and Derek Dunham of Varsity recently joined Varsity’s weekly Roundtable to discuss how communities can rethink traditional wait lists through membership programs that build emotional connection, better align engagement with a prospect’s readiness and create stronger, more predictable occupancy pipelines. They also shared real-world examples of how these programs are being structured and what they’re learning along the way.

Below are a few Fresh Perspectives from their discussion.

WAIT LISTS SHOULD BE ACTIVE, NOT PASSIVE

A traditional wait list can become a “parking lot” filled with prospects who have little commitment or connection to the community. Membership programs create a clearer path toward residency through regular communication and expectations that keep prospects moving forward.

MEMBERSHIP BUILDS EMOTIONAL CONNECTION

Inviting future residents to events, meals and community experiences helps them build relationships with residents and staff before move-in. That sense of belonging can increase confidence in the decision and ultimately strengthen conversion.

TIERS HELP MATCH ENGAGEMENT TO READINESS

The Highlands uses three clubs to distinguish prospects by where they are in the decision process, from those three to five years out to those prepared to move within 18 months. That structure helps sales teams prioritize qualified prospects while giving each group appropriate engagement.

SCARCITY AND COMMITMENT CAN STRENGTHEN THE PIPELINE

Higher deposits, limited membership and clearly defined timelines can help separate serious prospects from casual ones. 

CLEAR RULES MAKE MEMBERSHIP PROGRAMS WORK

Caps, priority dates, realistic availability expectations and policies around declining residences help communities avoid overpromising. Those guardrails also give sales teams a more manageable pool of prospects and can create urgency when membership is limited.

HIGH OCCUPANCY ISN’T A REASON TO STOP MARKETING

Even when a community is full, future residents still need to be nurtured. Consistent communication, personal touches, referral programs and coordination between sales and operations can keep the pipeline strong and help communities pre-sell residences as they become available.

VARSITY’S FRESH PERSPECTIVE

The best wait list isn’t really a wait list at all. It’s an extension of the resident experience that begins long before move-in. Communities that turn waiting into belonging can build stronger relationships, better understand intent and create a pipeline of future residents who aren’t just next in line, but genuinely ready to call the community home.