Tag: Senior Living

QUOTES

“Senior living pretty much was a watered-down version of a hospital. Nobody had a choice as to when they got up or what they ate. The biggest change has been around person-directed care.” (Larry)

“When I arrived at UMC, we didn’t even own a server. We really did start from the ground up.” (Larry)

“Once the staff really got a taste of how it could impact their quality of life as caregivers, it became self-fulfilling. They became owners and advocates.” (Larry)

“AI is really the wave of the future. If we don’t jump on board at the beginning, we’re going to get left at the curb.” (Larry)

“It’s just not normal to live with 25 other strangers in a locked ward. That’s what pushed us to create something different with Avandell.” (Larry)

“Most places are treating the symptoms of dementia, not the distress that’s causing the symptoms.” (Larry)

“Pain is the number one thing that is underdiagnosed in people who have dementia. Sometimes a Tylenol once a day can change everything.” (Larry)

“Our mantra at UMC was always: Know thy resident.” (Larry)

“We want to live the life we love, or love the life we live. That goes for residents and their families.” (Larry)

“Dealing with dementia is not a hopeless situation. There can be joy in it.” (Larry)

“Don’t be so afraid. Keep moving ahead. Try things. Fail quickly. Move on.” (Larry)

NOTES

Larry Carlson is the retired president and CEO of United Methodist Communities, bringing more than 45 years of leadership and innovation to the senior living industry. During his tenure, he championed tech integration, person-directed care, and a more humane approach to dementia support.

United Methodist Communities (UMC) is a New Jersey-based senior living organization offering independent living, assisted living, memory support, and skilled nursing. UMC is known for its values-based approach and commitment to enhancing the lives of older adults through innovation and compassionate care.

Under Larry’s leadership, UMC built a tech infrastructure from scratch, implemented AI tools in operations and HR, and reimagined memory care through Avandell, a dementia village inspired by the Dutch Hogeweyk model. His book, Avandell: Reimagining the Dementia Experience, reflects his commitment to transforming the narrative around aging and dementia care.

The industry has shifted from institutional care to person-directed care, with more choice, autonomy, and respect for individual preferences.

Technology transformed UMC from the ground up, enabling faster, smarter processes across departments—from admissions to HR onboarding.

AI was a game-changer, reducing administrative tasks and freeing up staff to focus on what matters most: resident experience.

Carlson advocated for failing fast and learning quickly, pushing senior living to be more innovative and less risk-averse.

The creation of Avandell was a response to institutional dementia care models, aiming to normalize life for residents through smaller households and daily autonomy.

Treating the source of distress, not just symptoms, became central to UMC’s dementia care philosophy.

Indoor air quality is a critical but often overlooked element of resident wellness, especially in light of the pandemic.

Virtual family meetings during COVID revealed new ways to strengthen communication, with higher participation and improved transparency.

QUOTES

“A man’s got to know his limitations. And I knew that it would have made for a great story. But I was happiest in consulting, where I’ve been for 35 years.” (Scott)

“If you think about the organizations that have gotten themselves into trouble in our field, it’s usually because all three—strategy, vision, and innovation—have not occurred.” (Scott)

“When a CEO says to me, ‘I’m really not that good at vision or I’m uncomfortable with it,’ that’s when it can be addressed. It’s when they don’t that you end up in a situation where one, two, or all three are missing.” (Scott)

“Innovation isn’t just people sitting around thinking about cool stuff. It could happen, but it really takes work.” (Scott)

“If you look at the number of villages that have developed over the last 15 and 20 years, it’s phenomenal. But if you look at the business model, in a very rare instance, it doesn’t succeed without fundraising donations. So the business model is flawed.” (Scott)

“When I tell you that people hate nursing homes, I’m not exaggerating. If you get a group of new nursing home administrators in a room and you ask them about the potential for them to end up in a nursing home, most of them will say, ‘I’d rather be dead.’” (Scott)

“Most of the nursing home beds in the United States, including in the not-for-profit sector, are semi-private. That’s a euphemism—because there’s really nothing private about them. It’s inhuman. And actually, there’s a difference between inhuman and inhumane. It’s both.” (Scott)

“We have to focus because this is a heavy lift—societally a heavy lift—but it’s also a huge opportunity. If we don’t do these things, if we don’t focus, it’s the for-profit sector that’s going to take it away.” (Scott)

“The nonprofit governance model is a failed model because board members don’t ask tough questions. When you talk to them, it’s clear they’re critical thinkers in their profession, but when they get into the boardroom, that willingness disappears.” (Scott)

“You want to be ageist around a baby boomer? You’re going to pay the price.” (Scott)

“We should stop feeling the necessity to invent and instead look around. Take something that’s already there and figure out how to scale it.” (Scott)

“If I had to talk to my younger self, I’d say, ‘Get to know yourself, Scott. Don’t spend so much time trying to achieve. Spend some time trying to understand you, because then you might achieve more.’” (Scott)

NOTES

Scott Townsley is a senior living strategist and consultant with over 35 years of experience helping organizations navigate challenges and embrace innovation. A former attorney and long-time industry leader, he founded Third Age, was a partner at Clifton Larson Allen, and now serves as Senior Advisor to Trilogy Consulting.

Trilogy Consulting provides strategic guidance to nonprofit senior living organizations, focusing on vision, strategy, and innovation. The firm helps organizations adapt to industry shifts, rethink traditional models, and implement forward-thinking solutions to better serve aging populations. Trilogy Connect, a related initiative, fosters collaboration and knowledge-sharing among senior living leaders.

Trilogy emphasizes the intersection of strategy, vision, and innovation, noting that organizations that fail to integrate all three often struggle.

Scott began his career as a dishwasher in a senior living community, later becoming its general counsel and ultimately being offered the CEO position.

Lack of vision and innovation hinders the senior living industry. Many organizations operate on outdated models without adapting to changing demographics and consumer expectations, leading to financial and operational challenges.

Innovation requires commitment, not just ideas. True innovation isn’t just about brainstorming new concepts—it requires structure, investment, and a willingness to rethink outdated business models.

The nonprofit governance model is failing. Board members often avoid asking tough questions, which weakens decision-making. Compensation for board members could create a stronger sense of responsibility and accountability.

People hate nursing homes. Research shows that public perception of nursing homes is overwhelmingly negative, and even industry professionals often say they would rather die than live in one.

Semi-private nursing home rooms are inhumane. The standard practice of placing two, three, or even four people in a room is outdated and unacceptable. Small-house models like Green House have addressed this issue, but widespread adoption has been slow due to myths about financial feasibility.

Age-in-place programs need better messaging. Many Continuing Care at Home (CCaH) programs market themselves like long-term care insurance, which is a turnoff to consumers. Instead, they should emphasize their ability to keep people out of nursing homes.

The nonprofit senior living sector is losing ground to for-profit operators. If nonprofit organizations don’t adapt, they risk becoming irrelevant as for-profit providers scale faster and respond more aggressively to market demands.

The industry underutilizes data. Senior living communities could benefit from predictive modeling to anticipate residents’ needs, yet the sector remains far behind in leveraging data for proactive decision-making.

Sharon Jessup is a consultant with OnePoint Partners, a board member of a senior living community, and an adult child with parents in senior living.  Sharon also joined Varsity’s weekly Roundtable recently to share her unique, 360-degree perspective on the industry, one that blends strategy, lived experience and leadership.  

Senior living is the only thing I’ve ever sold in my career,” said Sharon. “But when you experience it through the eyes of a loved one, it’s truly a game changer.”

FROM MANAGEMENT TO GOVERNANCE

Joining the Porters Neck Village board shifted the view from day-to-day operations to long-term strategy. With a seat at the governance table—and her parents living in the community—Sharon Jessup now helps shape the future of senior living from both a personal and professional perspective.

SEEING SENIOR LIVING THROUGH FAMILY

Experiencing senior living alongside her parents offered a whole new lens. From dining and activities to everyday engagement, the resident experience became deeply personal—proving that connection, community, and involvement matter just as much as care and convenience.

LEADERSHIP THROUGH LISTENING

Whether mentoring colleagues, serving on a board, or supporting family, leadership is rooted in listening. It’s not about managing—it’s about guiding, teaching, and showing up. Great leaders stay curious, lead by example, and always make time to understand the people they serve.

A COMPANY WITH PURPOSE

At OnePoint Partners, purpose and values drive every decision. As a B Corp certified firm, the team blends financial insight with empathy, collaboration, and curiosity—offering tailored strategies to communities while staying grounded in the mission of aging services.

ADVOCACY THAT EVOLVES

The journey doesn’t end—it evolves. Whether advising communities or supporting parents, advocacy is a lifelong role. With decades of experience and a personal stake in the resident journey, Sharon continues to teach, advise, and shape the future of aging services with compassion and clarity.

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. 

QUOTES

“Another principle that’s near and dear to my heart is the idea of promoting intergenerational connections. A college campus is uniquely positioned to connect generations around a shared love of learning.” (Lindsey)

“Universities should recognize a range of educational needs for older learners.” (Lindsey)

“21st century universities are highly technology enabled. How do we think about supporting people with technology barriers. We need to think about how to close that digital divide for learners of all ages.” (Lindsey) 

“There is no boundary or barrier between the (retirement) community and the campus community. We have students in the (retirement community) building all the time. We want that. We also have residents on the (college) campus all the time. These are the kinds of organic exposures and interactions that I feel are the most powerful part of this model.” (Lindsey) 

“Older people have forgotten what it’s like to be young but also young people have not developed the skills to project their future selves, which is so important. It means that you can make decisions now that will benefit the future version of you.” (Lindsey) 

“So many folks at 75 no longer identify with their careers. They no longer want to say ‘I’m a retired physician or a retired real estate broker’ they want to say ‘I’m a learner, I’m a mentor, I’m whatever it is I’m doing now.’ They have value now and post career identity and I think that’s what that student ID card represents.” (Lindsey) 

“We bring the university to (the community residents). You can really say that you get what you need in terms of care as you age but also you get what you want in terms of learning and enrichment and intellectual stimulation.” (Lindsey) 

NOTES

Lindsey is on the Executive Council of the Age Friendly University Global Network and is Senior Director of Lifelong University Engagement at Mirabella at Arizona State University. 

Lindsey works at the intersection of higher education and senior living, creating opportunities for senior living residents to fully immerse themselves in campus life at Arizona State University. With a background spanning the Peace Corps, aging services, and higher education, Lindsey is redefining what it means to age with purpose. 

Mirabella at Arizona State University is a luxury retirement community blending vibrant senior living with lifelong learning. Located on ASU’s Tempe campus, it offers residents cultural events, educational opportunities, and upscale amenities, fostering intergenerational connections.

Mirabella as ASU is the first certified university-based retirement community in the nation. It’s a 20-story Life Plan Community located on ASU’s campus, opened in December 2020. The community includes 238 independent living units, 17 assisted living units, 20 memory care units and 21 skilled nursing units.

Merging higher education with senior living might seem unusual, but this fusion can disrupt and redefine both fields. The concept of a university-based retirement community exemplifies how bringing together two distinct industries can lead to groundbreaking innovations and new possibilities.

While in grad school at ASU, Lindsey noticed her classmates accumulating significant debt due to high housing costs. This led her to start a home-sharing agency in Phoenix to match older homeowners with college students, allowing students to rent a room in exchange for household chores. 

University-based retirement communities are gaining popularity, and there are compelling reasons for this trend. The baby boomer generation, being the most educated retiree cohort ever, has a strong nostalgia for its college years. 

Mary Munoz is senior managing director at Ziegler. She was also a guest on our weekly Roundtable where she shared some insights from her 30 years of experience in senior living.

At Ziegler, Mary works with a broad range of senior living communities and multi-facility systems in strategic growth planning and creative financing strategies. She also has extensive experience with start-up CCRC projects, campus expansions and redevelopments, and refinancings.

Here’s a closer look at some highlights from her presentation: 

CRISES HAVE MADE US BETTER

Crises have continually transformed the senior living industry. During her time at Ziegler, Mary saw the financial impacts of 9/11, the Great Recession, and the COVID-19 pandemic, all of which led to mergers, bankruptcies, and industry consolidation. She noted a similar trend in the 1980s hospital sector, where reimbursement changes triggered widespread mergers.

In senior living, larger organizations are increasingly the ones that adapt and thrive, as they can diversify and spread costs. Mary believes single-site communities are declining as pressures rise. She stressed that future crises are inevitable and urged organizations to prepare. She challenged the audience to consider how their sales and marketing efforts are positioning their organizations to adapt and remain resilient.

EVERYONE NEEDS TO UNDERSTAND THE BOTTOM LINE

Understanding the bottom line is crucial, yet it’s often overlooked in organizations. Mary pointed out that while some employees are revenue centers, every employee is ultimately a cost center. 

She referenced the Retirement Housing Professional Program at LeadingAge, where Ziegler taught the financial module, and she frequently led the West Coast sessions. In her training, she encouraged participants to engage with their CFOs using a set of key questions, including, “How do I impact the bottom line of this organization, and how can I improve that impact?”

TECHNOLOGY IN SENIOR LIVING

Mary emphasized that while technology will be transformative in senior living, it won’t be resident-facing tech that makes the biggest impact. She believes that older adults in retirement communities crave physical contact, social interaction, and a sense of community, much like teenagers do. She noted that technology alone cannot solve the loneliness issue that older adults face; in fact, it could potentially make it worse.

Instead, Mary sees back-office technology as the real game changer—tools that improve workforce management, healthcare efficiency, and operational processes. It’s not about replacing people with robots, she explained, but enhancing the human element and creating opportunities for more meaningful interactions.

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. 

 

We recently welcomed Lindsey Beagley from Mirabella at Arizona State University as a guest on Varsity’s weekly Roundtable gathering. Lindsey describes her work as “innovating at the intersection of higher education and longevity.” As senior director of lifelong university engagement for Mirabella at ASU, Lindsey creates opportunities for residents to engage with the ASU campus. 

The following are some highlights from her Roundtable conversation. 

TWO INDUSTRIES, ONE POWERFUL NEW POSSIBILITY

Merging higher education with senior living might seem unusual, but this fusion can disrupt and redefine both fields. The concept of a university-based retirement community exemplifies how bringing together two distinct industries can lead to groundbreaking innovations and new possibilities.

DEMAND IS GROWING

The baby boomer generation, being the most educated retiree cohort ever, has a strong nostalgia for its college years. Additionally, boomers are healthier and have different expectations for retirement, compared to their parents and grandparents. Andrew Carle, who coined the term “university-based retirement community,” identified that seniors seek active, intellectually stimulating and intergenerational environments — qualities that are inherent to college campuses. 

A HIGHER EDUCATION RENAISSANCE

Lindsey believes that the 65-85 age range is not about winding down but, rather, a renaissance. Supporting this, the highest proportion of entrepreneurs are between 55 and 64 years old, showing a trend toward retooling and applying skills in new ways. Additionally, many people over 65 feel about 20 years younger than their actual age. To engage this demographic, products and services should meet their functional needs while reflecting their youthful self-perception.

THE BENEFITS OF INTERGENERATIONAL CONNECTIONS

The benefits of intergenerational connections are profound. For young adults, engaging with older generations enhances civic engagement, boosts entrepreneurial skills and builds self-confidence. For older adults, these connections reduce social isolation and improve quality of life, along with offering physical benefits, such as better balance, increased strength and reduced risk of falls. 

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. 

 

Joy Loverde is a path carver, a keynote speaker and a best-selling author. Her book, “The Complete Eldercare Planner” helps senior living shoppers figure out “where to start, which questions to ask and how to find help.” 

She also knows what it takes to plan effective sales events for senior living communities. For more than 35 years Joy has participated in hundreds of senior living marketing events as a keynote speaker and a mature marketing consultant. She joined our weekly Roundtable recently to share some of the things she’s learned about sales events. The following are some highlights from that conversation. 

WHAT CHANGES HAVE YOU SEEN IN TERMS OF WHO ATTENDS SENIOR LIVING MARKETING EVENTS? 

There have been significant shifts, particularly in the demographics of attendees at independent living prospect events.The audience has become much younger and healthier over the past decade, with participants as young as 45 and many in their 60s and 70s who are active and healthy. Joy highlighted the presence of young widows in their 50s and 60s who feel invisible, as well as the LGBTQ+ population, who are concerned about finding inclusive living environments. 

ARE YOU FINDING THAT THE PEOPLE ATTENDING EVENTS ARE MUCH MORE EDUCATED ON THE SENIOR LIVING MARKETPLACE THAN BEFORE?

Prospects today are much more informed. Attendees, especially boomers, enter the events with extensive knowledge of the products, whether it’s assisted living or independent living. They have thoroughly researched online and are aware of various lifestyle housing alternatives. 

Many attendees have experienced caregiving for their parents or grandparents, which has made them aware of the difficulties and financial nightmares associated with end-of-life care. This personal experience has informed their decisions about what they do not want as they journey toward old age.

WHAT KINDS OF QUESTIONS ARE PEOPLE IN YOUR SENIOR LIVING AUDIENCES (PROSPECTS) ASKING NOW? 

In the past, discussions focused on the benefits of communal living and dining preferences. Today, boomer prospects express more of a desire for control and individuality. For example, customizing their personal living spaces is important to them.  

Another significant shift in questions revolves around emotional wellness. In addition to boomers, many younger widows attend Joy’s events. They ask about individual support in the areas of grief, yoga, meditation, and spirituality. Joy further explained that in general many boomers are frequently experiencing grief due to the loss of loved ones, and they express the need for ongoing emotional support.

DOES THE LOCATION OF WHERE YOU HOLD MARKETING EVENTS MATTER IN TERMS OF ATTRACTING PROSPECTS? 

Joy noted a significant shift in event location strategies. Previously, there was a focus on holding independent living events at luxurious off-campus venues like country clubs to showcase community life. Now, the trend is toward smaller, on-campus events for Life Plan Communities, accommodating up to 60 people. Smaller audiences allow for more personalized interactions and attention to individual prospects.

Conversely, events for assisted living are now often held in vibrant settings like country clubs. These venues offer a feel-good environment with healthy food and social opportunities, which can be particularly appealing to prospects and adult children facing crises. 

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.

Total solar eclipses are rare events. The last one we saw in the U.S. was in 2017. This year’s total solar eclipse on April 8 will last longer and will be visible in more states than the last event.

If you’re looking for the best views, you’ll have to watch from Texas, Arkansas, Missouri, Kentucky, Illinois, Indiana, Ohio, Pennsylvania, New York, Vermont, New Hampshire or Maine. In Arkansas, that means over a million people will be visiting from across the country for the state’s largest tourism event ever. The entire state is gearing up, including state troopers, hotel clerks and restaurant owners.

Parkway Village, a senior living community in Little Rock, Arkansas, is getting ready, too. “There is definitely an air of anticipation as April 8 gets closer!” said Alyssa Majeske, the community’s wellness and activities coordinator.

With its home state a prime viewing position for this rare event, Parkway Village is going all out in throwing a solar eclipse viewing party. “We have quite the event planned — it will be such a fun time for our residents,” said Alyssa. “We are planning to have yard games to play, music, ‘safe sparklers,’ and, of course, we are providing solar eclipse glasses.”

Best of all will be the food. “We are planning a fun menu of snacks and desserts that are in line with the theme of the event — foods like Milky Ways, moon pies and specially shaped cheese and crackers,” Alyssa said.

“We are starting the viewing party right before the partial eclipse begins (projected to be 12:33 p.m.), so our folks can have the full experience of the eclipse,” she continued. “We will have LED Tiki torches to light the path, as well. There will be music with a mic system, so we can make announcements — for example, to let our residents know that they need to wear the eclipse glasses whenever any part of the sun’s disk is visible. We want this to be a fun, memorable experience for our residents here at Parkway Village.”

Parkway Village is anticipating attendance of 100 to 200 residents, or more. “Our residents are very excited,” said Alyssa. “Just this week, I’ve received multiple phone calls making sure we are still hosting a viewing party.”

The eclipse has also attracted prospects to Parkway Village. There are several tours booked for the week of the solar eclipse, and they are all people from out of town who are here to view the celestial phenomenon. Most of the community’s guest rooms are booked, too.

An opportunity like this only comes around once in a great while, but the total solar eclipse does provide inspiration for planning other events. From Super Bowl parties in February to tax prep workshops in April, tying your community’s event to something that’s happening in the greater community can create excitement and draw in potential residents.

 

 

 

 

 

 

 

Yesterday, we celebrated our 200th Varsity Sales & Marketing Roundtable. Over 50 attendees tuned in to hear special guest John Spooner, co-chief executive officer of Greystone Communities, share his presentation, “Understanding the New Consumer Mindset.” Here are some highlights of John’s fascinating discussion.

More Than a Retirement Counselor

You may be called a retirement counselor or marketing assistant, but you have to think of yourself as the chief revenue officer. The organization won’t thrive unless you have success bringing new residents into the community.

The Three Buckets of Prospects

How many clients do you have that are sold on your community, but still won’t move forward? We put prospects into three buckets:

• Planners: They know what they want and they move through the process relatively fast.
• Procrastinators: A giant bloat in your database: They’re sold but they’re just not moving forward.
• Crashers: They wait too late, and come in after they’ve had a health scare. Now they need AL, but they really want IL.

‘I Understand and Want the Benefits of Your Community, BUT …’

The procrastinators say things like, “I couldn’t leave my home.” “Let’s talk next year.” “I’m not ready.” “I need to think about this.”

We call those F.U.D. (fear, uncertainty and doubt). Those are people that we have trouble moving through the process. Their objections are not unique. Sometimes it’s an emotional objection, sometimes it’s a financial objection. They toggle back and forth and switch to another one after you’ve got them covered. So the question is, at what point do we lose them? When the reality sets in that they have to make a decision.

Selling Senior Living Is Hard, Buying Is Harder

Selling is a difficult job. But buying is harder because prospects are coming into it without a lot of knowledge, trying to make a decision that most of them don’t want to make. That’s why you have so many people in your bloated database.

Prospects Have Created a Living Terrarium — and They Want to Stay There

We’re genetically engineered to conserve energy by minimizing energy expenditure. It’s easy to say, “I can’t move because I can’t change my doctor, my plumber, my friends.” Prospects have created this living terrarium that they are living in — they are not going to expose themselves to self-imposed chaos. They say, “I’m going to hit the easy button and live in my ecosystem.” Ecosystem equals status quo.

Battling ‘Status Quo’ Bias

Everything that prospects think or say is about seeking information that confirms their decision to do nothing and maintain the status quo. They are so fearful of making a mistake for an uncertain outcome that they can’t move forward. Simply put, their fear of messing up is more than their fear of missing out. Our job is to break the gravitational pull of that senior status quo. When you can move their status quo so that it becomes less than the community, everyone wins.

Your competition isn’t another community across town. Your competition isn’t “staying in their own home.” The REAL competition is NO DECISION. Some seniors are playing the same “no-decision” game with every community in town. They live in a constant state of indecision. You need to know how to recognize it and overcome it. They are thinking, “What if your community isn’t what I want?” Your job is to give them confidence that they’re going to go in there and be OK.

Prospects do not want to talk about you or your community. They want to talk to you about them. When you go to the doctor, you don’t want to watch a video of their latest operation, you want them to talk to you about your problem. The same goes for senior living. Don’t give a long description of the community … the choice of three entrees … the meal points program … the beautiful apartments — prospects want to talk to you about them.

Going Beyond Discovery 101 to ‘Radical Candor’

There are standard discovery questions that we all use. But it really needs to be about breaking the status quo. It’s about the art of personal engagement and addressing uncomfortable topics to give prospects personal insight. You have to learn to attack their outcome uncertainty and reframe questions to get them to understand why they have to break the status quo.

That requires radical candor. You have to challenge them by asking uncomfortable questions, like:

• Does the next five years of your life look like the last five years?
• That house isn’t working for you anymore, is it?

It might be unpleasant and it might be scary for you to be this forward, but it’s OK. The first two to three questions are difficult, but you will be surprised at the great outcomes. Don’t talk to prospects about all the contract options — talk to them about how they can break out of their little terrarium. Radical candor is about caring personally and challenging directly.

Your job is to ask and then to reframe the probing question into a statement that assures them they have the confidence to make this decision. Challenge their positions and biases, and then stand up and make a recommendation to them. You are the subject matter expert. You are the one they have turned to to help them spend the last years of their life. From your discovery, you know what is important to prospects. You can start with “This plan is a popular option” or “I personally prefer this option.” It shows that you have diagnosed their needs and have a personal recommendation. 

Indecision Junkie Recovery Program

To sum up, here are six steps to indecision junkie recovery.  

1. Own the flow of information.
2.   Employ “radical candor.”
3.   Anticipate objections and indecision.
4.   Use your discovery knowledge.
5.   Community  > Risk > Status Quo
6.   Make a personal recommendation.

What Your Community Can Offer Prospects

Security. Predictability. Safety. Dependability. Reliability. Permanence. These qualities represent what your community can offer prospects — the stuff deep down in their emotions that they’re looking for. You just need to wash away the fear by leading them through the mire and muck of “status quo bias” — giving them confidence to make a decision.

 

 

 

With “Live to 100: Secrets of the Blue Zones” coming out recently on Netflix, there is a renewed interest in the research and concept of Blue Zones^®, areas around the world where people live much longer than average, with the highest rates of living centenarians.

In 2004, author Dan Buettner teamed up with National Geographic and the world’s best longevity researchers to identify pockets around the world where people live measurably longer and better lives, and to see what commonalities there might be in their behaviors, practices and lifestyles that might result in this longer lifespan. They discovered five locations where people reach age 100 at a rate 10 times greater than the average in the United States: Okinawa, Japan; Sardinia, Italy; Ikaria, Greece; Nicoya, Costa Rica; and Loma Linda, California. When pinpointing these locations on a world map, Dan circled them in blue, and therefore called them Blue Zones^®.

Researchers found that the lifestyles of all Blue Zones’ residents shared nine commonalities, which they called the Blue Zones Power 9^®: Lifestyle Habits of the World’s Healthiest, Longest-Lived People. These behaviors are grouped into categories: Move Naturally, Right Outlook, Eat Wisely and Connect.

Those of us in the senior living space would love for our residents to live longer, healthier, happier lives, so the question is, “Can we replicate this philosophy and these practices in our communities?” We already offer healthy meal options, fitness and exercise opportunities, and a sense of belonging, but how do we get residents to buy into it?

Some Varsity clients have modeled their wellness programs after the Blue Zones practices. We’ve hosted marketing events to educate people on the Blue Zones philosophy and its importance related to longevity, and then four smaller events dedicated to Moving Naturally (yoga, stretching), Right Outlook (meditation, mindfulness), Eating Wisely (Chef cooking demonstration with Mediterranean diet with wine pairing) and Connection (practicing good communication skills and technology). Some communities even code the events on their activities calendars with icons representing the Blue Zones practices.

While both residents and prospects enjoy the events and agree with the concepts in theory, it’s a pretty heavy lift to get people to adhere to a lifestyle that may be foreign to them. It’s a huge culture shift that may be difficult for some to achieve. Case in point, I recall one resident that I joined for breakfast who told me that her doctor recommended she eat more fruits and vegetables, so she ordered a cherry Danish instead of her usual cheese Danish. True story.

While we would like our residents to “live better, longer,” all we can do is offer the options to do so. The choice is obviously theirs to make, and perhaps having that autonomy is more important.