Tag: Senior Living

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. 

Retirement planning tends to focus heavily on finances, but leaving a career also means navigating major changes in identity, relationships, routine and purpose. For longtime senior living leaders, who spend their careers helping others navigate life transitions, experiencing that shift firsthand can bring an entirely new perspective on what it means to live with purpose as we age.

Larry Carlson, a longtime senior living innovator, joined Varsity’s weekly Roundtable to share his own journey into retirement and what he’s learned along the way. The conversation explored the difference between staying busy and finding purpose, separating identity from a job title and how senior living communities can help residents continue to contribute, serve and create what Larry calls a “living legacy.” Below are a few Fresh Perspectives from his discussion.

RETIREMENT REQUIRES MORE THAN FINANCIAL PLANNING

Leaving a career can mean losing the routines, relationships, influence and identity that shaped daily life for decades. Preparing emotionally and spiritually, and thinking about what a new “scorecard” looks like, can make the transition more purposeful.

PURPOSE IS DIFFERENT FROM STAYING BUSY

A full calendar doesn’t necessarily create fulfillment. Retirement can provide the freedom to shift from accomplishing to participating, choosing meaningful ways to mentor, serve, create and contribute without simply recreating another full-time job.

IDENTITY CAN OUTLAST THE JOB TITLE

For high achievers, separating who they are from what they do can be one of retirement’s biggest challenges. The transition creates an opportunity to rethink identity, establish a new rhythm and explore what might emerge when professional titles no longer define the day.

SENIOR LIVING SHOULD CREATE OPPORTUNITIES TO CONTRIBUTE

Communities can go beyond activities by viewing residents as citizens with experience, skills and purpose rather than simply consumers of services. Volunteering, mentoring, leading and serving can help residents continue building a meaningful “living legacy.”

RETIREMENT DOESN’T HAVE TO BE ALL OR NOTHING

Experienced professionals may still want to contribute while gaining more time for family, travel and personal interests. Consulting, passion projects, flexible leadership roles and job sharing can provide a bridge between a demanding career and traditional retirement.

Read more about Joe’s views on experiential design in his book Magic Moments: How to Intentionally Engineer Transformative Experiences. Available on Amazon.

QUOTES

“Understanding the human condition, I think, is number one. We hear, we smell, we see, we think. And then, just as we move through the world, how different lighting, spaces, colors, sound and smells affect us.” (Joe)

“Walt had one foot in the past and one foot in the future. That foot in the past was always about understanding the human condition and understanding those things that never change, who we are as human beings and what connects us as human beings.” (Joe)

“One of the commonalities with all of them is that sense of community, that they all feel like they belong to something bigger than them.” (Joe)

“When you think about designing for the oldest person and the youngest person, you’re going to create good design because it’s going to be design that considers both physical limitations and capabilities and how people understand it and interact with design.” (Joe)

“I believe simple design is elegant design.” (Joe)

“For me, bad design is when you haven’t done the hard work of understanding how your audience, your guest, your user is really going to engage this, what they’re coming with, what you have to provide them with.” (Joe)

“I am a huge advocate of human-centered design. And that means getting more human touch points into the experience from the very start.” (Joe)

“I don’t want to lose, and I try not to lose, my sense of curiosity.” (Joe)

“I want to take the time to be able to dive a little deeper, to slow down, to notice the wonder again in the world. When we’re little children, the world is filled with wonder. And then as we become older and older and all the responsibilities and everything comes, the world becomes less wonderful.” (Joe)

“I never chose to be a creative. It wasn’t a choice, really. As far back as I can remember, I loved to draw and build things and dream and come up with stories, and it’s just a part of who I am.” (Joe)

“Take a walk in the woods. Go to the opera. Read a great book. The world is filled with so much wonder. Age shouldn’t play into your ability to tap into that.” (Joe)

“Trust the process. No man is an island. We always are working with somebody else on some level. Allow the process to flow. All of us is better than one of us.” (Joe)

NOTES

Joe Lanzisero is a former Disney Imagineer who spent more than three decades creating immersive, story-driven experiences for Disney parks, cruise ships, hotels and other destinations. His work centers on human-centered design, storytelling and creating environments that build meaningful emotional connections with people.

Today, Lanzisero applies the principles he developed at Disney to a broader range of industries and experiences, including healthcare. He also co-authored Magical Moments, a book exploring how human-centered design and storytelling principles can be used to intentionally create transformative experiences in business and everyday life.

Lanzisero was part of what Disney Imagineers called the “handoff generation,” learning from people who had worked directly with Walt Disney. His career included designing Mickey’s Toontown at Disneyland, helping develop Disney’s early cruise experiences and working internationally in Japan, China and Europe.

Great design begins with understanding the human condition and recognizing how lighting, color, sound, smell, space and other sensory elements influence how people feel and experience an environment.

Disney taught Lanzisero to use story as a foundation for design. Even when an experience wasn’t based on a familiar character or intellectual property, his teams developed a backstory that served as a shared creative framework and helped ensure every element supported the same emotional experience.

Universal design asks designers to consider people at both ends of the age spectrum. Designing something that works well for the youngest and oldest users often results in a simpler, more accessible and more elegant experience for everyone.

Bad design often results from assuming users have the same knowledge, expectations or understanding as the designer. Lanzisero believes designers need to understand what people bring to an experience, establish a simple and intuitive foundation, then layer in additional depth for those who want it.

Healthcare environments can reduce anxiety through relatively simple design choices. Adjusting lighting, managing the soundscape and thoughtfully using music can soften an environment while still meeting the functional and safety requirements of a medical setting.

Technology should support human-centered experiences rather than remove the human element from them. In healthcare especially, Lanzisero believes people want to feel heard, understood and cared for from the very beginning of their journey.

As he ages, Lanzisero wants to preserve his curiosity and rediscover the sense of wonder people naturally experience as children. Having more control over his time allows him to travel, learn, sketch and slow down enough to engage more deeply with the world around him.

Creativity has never felt like a career choice to Lanzisero. Drawing, building, dreaming and telling stories have always been part of who he is, and this stage of his life gives him the freedom to explore creativity with fewer deadlines and business constraints.

Lanzisero’s advice to his younger self would be to trust the process. Creative work is collaborative, and learning to ease off, listen to others and allow ideas to unfold can produce richer results than trying to control everything yourself.

Technology has become an essential part of everyday life for older adults, yet many organizations still underestimate how comfortable they are using it. In this episode of Varsity’s Roundtable Talk, Derek talks with AgeTech strategist Ginna Baik about how technology is reshaping the future of aging and senior living.

Ginna discusses why today’s older adults are more tech-savvy than many assume, how senior living providers can create better digital experiences, where AI can have the greatest impact for residents and caregivers, and why the future of senior living begins long before someone moves into a community.

Check out the full episode here.

WHY DO YOU CALL OLDER ADULTS THE “OGS OF THE INTERNET”?

There’s this misconception that older adults are not engaged with technology. But the reality is, when AOL first came to the internet 30-plus years ago, today’s 70- and 80-year-olds were getting their first email on AOL or Yahoo. They were pioneers. They’ve grown up with the internet. The difference is they also know what life is like without it. They understand how to leverage technology, but they also know when to turn it off.

WHAT ARE SOME OF THE BIGGEST MISCONCEPTIONS ABOUT OLDER ADULTS AND TECHNOLOGY?

People think older adults don’t know how to use tech, so there’s a reluctance to give them technology or use it to make things more efficient. But when you start interviewing older adults and resident councils, they’ll be the first to say, “Why don’t you bring in a robot?” or “Why don’t you engage some sort of voice technology if that’s going to make it easier on the staff?” Older adults see technology as an augmentation of what staff are already doing.

HOW ARE TODAY’S ACTIVE AGERS DIFFERENT FROM THE WAY OLDER ADULTS ARE OFTEN PORTRAYED?

Older adults are always portrayed sitting on a sofa or in a chair, lounging or doing chair yoga. I think that’s such a wrong perception. I’m in a book club and I’m the youngest. The oldest person is 70, and each one of them is so active. They’re hiking, and I’m not talking about a one-mile hike, but five-, 10-, 15-mile hikes. They’re skiing. They’re doing things. They’re very engaged and very active.

WHAT HAVE YOU LEARNED ABOUT WHAT OLDER ADULTS ACTUALLY WANT FROM DIGITAL EXPERIENCES?

They want more choice. They want simplicity. They want to be able to make that intellectual decision themselves. They like simplicity, they like elegance. Simpler is better, and not because it’s for old people. We didn’t just make humongous font sizes. We gave that as an option if they wanted it. It was really about making things easy to find. It wasn’t cluttered. They hate clutter, and I think we’re missing the boat if we over-clutter our websites.

QUOTES

“The first baby boomer turns 80 this year in 2026. We’re at this fascinating point where we have huge demographic growth, but our response to that growth has been incredibly muted.” (Lisa)

“For some of the modern, competitive senior living communities, they’re full and vibrant and doing well. Recovery is probably an understatement.” (Lisa)

“I don’t want us to get lazy as an industry. Five years from now, when development starts up again, we still need to have what consumers want because it’s a different customer.” (Lisa)

“We say the boomers are different, but I’m still not sure we’re thinking differently enough. I feel like we’re having some of the same conversations we had 25 years ago.” (Lisa)

“Our world is incredibly difficult to navigate. We get stuck in our labels, and it becomes confusing for anyone trying to understand their options.” (Lisa)

“There is absolutely strong demand for what we have today. There are communities with wait lists years long. That’s real demand.” (Lisa)

“It’s not just about age and income. Every market has its own dynamics. Culture, policy, labor, affordability and consumer perceptions all shape demand in different ways.” (Lisa)

“There is ability to pay, and then there’s the perception of affordability. The psychology of affordability is very real.” (Lisa)

“Individuals who live in senior living communities live longer and have better health outcomes. But if we want healthcare partnerships, we need data to prove it.” (Lisa)

“I don’t want to just live longer. I want to live longer better. If you can demonstrate how you’ll help me stay healthier longer, that’s incredibly valuable.” (Lisa)

“As an industry, we’re very quick to send people to the emergency room. The data shows they’re much less likely to be admitted, which tells us there’s an opportunity to do better.” (Lisa)

“Embrace every opportunity you’re going to get because you’re in for a ride. Some of them will be tough, but stick with it. It’s been worth it.” (Lisa)

NOTES

Lisa McCracken is Head of Research and Analytics at the National Investment Center for Seniors Housing & Care (NIC), where she helps senior living organizations better understand the industry through market research, data analysis and strategic insights. She is widely recognized as one of the industry’s leading voices on demographics, occupancy, development and consumer trends.

The National Investment Center for Seniors Housing & Care (NIC) is a nonprofit organization that provides research, data and thought leadership to help senior housing and care providers, investors and policymakers make more informed decisions. NIC is best known for its market analytics, occupancy tracking and research on the future of aging and senior living.

In addition to overseeing NIC’s research initiatives, McCracken frequently speaks at industry conferences and collaborates with universities and healthcare organizations on studies examining senior living, value-based care, consumer behavior and market performance. Her work helps translate complex industry data into practical insights for operators, marketers and investors.

Senior living occupancy has recovered from the pandemic and, in many markets, communities are operating at some of the highest occupancy levels they’ve ever experienced. At the same time, new development has slowed dramatically, creating a growing imbalance between supply and demand.

Demographics alone won’t guarantee future success. While the aging population is creating unprecedented demand, providers still need to evolve their products, marketing and customer experience to meet the expectations of a new generation of older adults.

Many consumers find senior living confusing because of the industry’s terminology and fragmented product offerings. Simplifying how communities communicate their options could make the decision-making process easier for prospective residents and their families.

Market success depends on much more than age and income. Cultural norms, local labor markets, development policies, affordability perceptions and consumer familiarity with senior living all influence demand in different regions.

Labor availability should be considered just as carefully as resident demographics when evaluating markets or planning new development. Communities need strategies for attracting and sustaining a strong workforce alongside growing resident demand.

Senior living providers have an opportunity to strengthen partnerships with healthcare organizations by demonstrating measurable outcomes. Research shows residents often experience longer lives and better health outcomes, but communities must support those claims with meaningful data.

Industry data revealed an interesting pattern: senior living residents visit emergency rooms more frequently than their peers but are admitted to the hospital less often. McCracken believes this points to an opportunity for providers to reduce unnecessary ER visits while improving the resident experience and lowering healthcare costs.

Looking back on her career, McCracken encouraged future industry leaders to embrace every opportunity, continue learning and remain open to unexpected career paths, noting that many of the most rewarding experiences come from challenges 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. 

Most older adults say they want to age in place, yet relatively few have developed a plan for how they’ll do it. That gap creates an opportunity for senior living providers to do more than market communities. It gives them a chance to become trusted guides, helping people think through one of life’s biggest decisions long before a move is on the horizon. That’s exactly what Ryan Frederick explored as a guest on Varsity’s weekly Roundtable. 

The author of Right Place, Right Time, founder of Here and leading voice on Place Planning shared how providers can engage prospects earlier, build trust through education instead of sales, and help people make more intentional decisions about where they’ll live as they age. Along the way, he explained why shifting conversations from amenities to quality of life can create stronger relationships and, ultimately, a healthier pipeline. Below are a few Fresh Perspectives from his discussion.

START THE CONVERSATION BEFORE THE MOVE IS IMMINENT

Many older adults haven’t developed a plan for where they’ll live as they age. By engaging people years before they’re ready to move, senior living providers can build trust, educate consumers and become a valued resource long before a housing decision is made.

LEAD WITH LIFE, NOT THE BUILDING

Conversations are more meaningful when they focus on a person’s health, relationships, finances and home rather than amenities and floor plans. Helping prospects reflect on how well their current situation supports the life they want often reveals needs they hadn’t recognized.

EDUCATION BUILDS TRUST BETTER THAN A SALES PITCH

Consumers are looking for objective guidance, not pressure. Providing a framework that helps people explore their options empowers them to make informed decisions and positions providers as trusted advisors rather than salespeople.

PLACE PLANNING ISN’T JUST FOR PEOPLE IN THEIR 70s

The best time to begin thinking about where you’ll live may be years before a move is necessary. Starting in your 50s or 60s gives people more flexibility to make intentional decisions that support long-term health, independence and quality of life.

SUCCESS SHOULD BE MEASURED BY RELATIONSHIPS, NOT JUST MOVE-INS

Early engagement expands the pool of people who know and trust your organization. As life circumstances change over time, those relationships naturally create more opportunities for future move-ins.

VARSITY’S FRESH PERSPECTIVE

Too often, senior living marketing begins when someone is already searching for a community. Place Planning reminds us that many of the most important decisions happen years before that first tour. Organizations that position themselves as trusted educators (not just providers) have an opportunity to build relationships much earlier in the journey.

For sales and marketing leaders, that means creating content, events and conversations that help people think about aging well, even if a move isn’t on the horizon. When the focus shifts from selling communities to helping people make better decisions, trust grows and so do future move-in opportunities.

QUOTES

“The OGs of the internet really understand how to leverage technology to get the most out of it, but they also know when to turn it off. They’re the ones we should model when it comes to healthy boundaries and good engagement with technology.” (Ginna)

“People think older adults don’t know how to use technology. When you actually talk to them, they’ll be the first to say, ‘Why don’t you bring in a robot? Why don’t you use voice technology if it’s going to make life easier for the staff?'” (Ginna)

“Older adults see technology as an augmentation of what staff are already doing. I actually think the people preventing technology from becoming part of the ecosystem are often the staff themselves.” (Ginna)

“The reality is that older adults see the value of technology. If it’s easy to use and easy to adopt, they’re on it.” (Ginna)

“Gen X and younger baby boomers are the generation that’s exercising the most. They’re not doing chair yoga. They’re hiking five, ten, fifteen miles. They’re skiing. They’re living very active lives.” (Ginna)

“When I go on a senior living website, I don’t want to be overwhelmed by chatbots and pictures of everyone smiling. I want to know what your lifestyle is. What are you really about?” (Ginna)

“They like simplicity. They like elegance. Simpler is better—not because it’s for old people, but because it’s easier to find what you’re looking for. They hate clutter.” (Ginna)

“Technology is a means to the end. If it’s going to help me maintain my independence and still do the things I love in a different way, then that’s exactly how we should age.” (Ginna)

“I see AI as an assistant—a helper. It’s always human in the loop. You’re still in control, but AI gives you those little moments where you think, ‘Oh, I didn’t think about that.'” (Ginna)

“The whole idea of preventing a fall instead of waiting until someone needs help—that’s going to be a game changer.” (Ginna)

“The most successful senior living organizations won’t just operate inside their four walls. They’ll already be working with future residents in their homes years before they ever move in.” (Ginna)

NOTES

Ginna Baik is an aging technology strategist and consultant with more than 20 years of experience helping organizations use technology to improve the lives of older adults. She previously served as Director of AgeTech at AOL and is a board member for LeadingAge California and Eschaton. Her work focuses on digital engagement, consumer experience, AI and helping senior living organizations prepare for the next generation of older adults.

Before joining AOL, Ginna held leadership roles at Amazon Alexa, HP and other technology organizations, where she focused on voice technology, connected living and digital consumer experiences. She is widely recognized as a leading voice in AgeTech and regularly advises senior living providers on technology strategy, AI adoption and consumer engagement.

Older adults are far more comfortable with technology than many organizations assume. Many were among the first internet users, adopted email decades ago and now use smartphones, online banking, travel planning and AI tools at rates much closer to the general population than stereotypes suggest.

Today’s active agers expect marketing that reflects how they actually live. Rather than showing passive lifestyles, organizations should emphasize adventure, lifelong learning, wellness and authentic community experiences that resonate with younger boomers and Generation X.

Senior living websites often overwhelm visitors with chatbots, floor plans and sales messaging before explaining the community’s lifestyle. Technology should personalize and simplify the experience rather than create additional friction.

The most successful technology feels natural and supports independence without calling attention to itself. Voice assistants, smart home features and AI should help people accomplish everyday tasks while allowing them to remain in control.

AI delivers its greatest value by removing friction from everyday life. Instead of replacing people, it should function as an assistant that anticipates needs, provides helpful suggestions and makes routine decisions easier.

Technology can play a major role in preventing falls, supporting aging in place and improving quality of life through smart homes, voice control and passive monitoring that respects privacy while helping older adults remain independent.

For senior living providers, one of AI’s biggest near-term opportunities is reducing caregiver documentation and administrative work, helping staff capture more accurate information, improve care plans and spend more time with residents.

The future of senior living extends beyond the walls of a community. The most successful organizations will begin building relationships with future residents years before they move in, using technology to support aging at home and create a seamless transition when additional care is needed.

The work of caring for aging parents often begins long before caregiving itself. In this episode of Varsity’s Roundtable Talk, Derek Dunham talks with Dr. Allison Alford, Baylor University professor, researcher and author of Good Daughtering, about the often invisible emotional, mental and logistical work adult daughters perform to keep families connected.

Together, they explore the concept of “daughtering,” why so much of women’s family labor goes unrecognized, how daughters can set healthier boundaries without guilt and why honest conversations about aging and caregiving should begin long before a crisis.

Check out the full episode here.

WHAT DOES “DAUGHTERING” MEAN?

Daughtering is meant to be an active representation of what it means to be an adult daughter in a family. Just like we might use active terms like parenting, mothering or partnering, it gives us a sense that being an adult daughter is an active way that women show up. Daughtering is the often invisible emotional, mental, logistical and identity labor that women do in families to stay connected. Often women are doing so much more than they realize until all of a sudden they feel burnt out.

WHY HAS THE WORK OF DAUGHTERS HISTORICALLY BEEN SO INVISIBLE OR UNRECOGNIZED?

One of the reasons daughtering is invisible socially, in society, in culture and in families is because we don’t have the words to describe what daughters do that’s so important and valuable. Women will say, “I’m mothering my mother” or “I’m the parent for my parents.” But you’re not your parent’s parent. What we’re describing is things with more nuance, like care, intimacy, closeness, disclosure, privacy, safety and comfort. It’s important that we call the things we do by the right name.

WHAT ARE SOME EXAMPLES OF DAUGHTERING THAT PEOPLE MIGHT NOT EVEN REALIZE COUNT AS CARE?

I like to talk about daughtering in four categories: acting, thinking, feeling and being. Acting is visible, like calling a parent, bringing them a gift or planning a retirement party. But there’s also thinking, feeling and being a daughter. Those are invisible because they’re happening in our minds and hearts. Thinking work might be planning ahead or removing roadblocks before we run into them. Feeling work is managing our own or others’ emotions. Being work is carrying on the customs, traditions, name and legacy of our family.

IS “ELDEST DAUGHTER SYNDROME” A REAL DYNAMIC?

The research says there’s not a causal relationship, meaning just because you’re the eldest doesn’t mean you will end up doing the most. At the same time, I’m a researcher who believes people. When women say, “As the oldest, I feel the most responsible,” I believe it. They’re saying, “I’m burnt out because I’ve been doing it my whole life. Nobody is giving me credit. Nobody’s noticing how hard I try, and the harder I try, the less they do.” It compounds until they’re burnt out and just want to quit.

HOW DOES DAUGHTERING CHANGE AS PARENTS AGE AND FAMILY ROLES BEGIN TO SHIFT?

In my book, I talk about the “kinship shift.” If I’m a daughter and I’m 20, what my mom or dad need from me may be very little. But by the time I’m 40 and they’re 70, there are different emotional needs, time needs and maybe financial needs. We may take on more of the alpha role, as in being the more in-charge person. That doesn’t mean I become my mother’s mother or my dad’s parent. Daughtering has to change. It has to grow and it has to morph.

The future of senior living may depend as much on what happens beyond a community’s walls as what happens inside them. As providers look to serve more older adults and strengthen their role in the broader community, many are rethinking how campuses connect with the neighborhoods around them. That means creating places that encourage everyday interaction, celebrate local identity and make senior living a more visible, welcoming part of community life.

Those ideas were the focus when Max Winters, Senior Designer at RLPS Architects, joined Varsity’s weekly Roundtable to explore how thoughtful design can strengthen community connections, support healthier aging and help senior living organizations build meaningful partnerships beyond their campuses. Below are a few takeaways from his discussion.

DESIGN COMMUNITIES, NOT JUST CAMPUSES

The future of senior living isn’t about recreating everything behind campus walls. The strongest communities connect residents to the neighborhoods around them, strengthening both quality of life and the communities they serve.

SOCIAL CONNECTION HAPPENS IN EVERYDAY MOMENTS

Small interactions like a conversation with a barista, seeing familiar faces or gathering in welcoming public spaces play a meaningful role in healthy aging. Designing for those everyday connections can improve both physical and cognitive well-being.

BUILD PLACES THAT WELCOME EVERYONE

Mixed-use developments, public restaurants, shared gathering spaces and adaptive reuse projects create natural opportunities for residents and neighbors to interact, making senior living an active part of the broader community instead of a destination apart from it.

A STRONG SENSE OF PLACE CREATES STRONGER PARTNERSHIPS

Communities with a clear identity rooted in their history, culture and local character are better positioned to build partnerships, attract visitors and create experiences that feel authentic rather than generic.

CULTURE SHOULD LEAD, BUILDINGS SHOULD FOLLOW

Lasting transformation begins with programming, operations and organizational culture. As communities evolve, the need for new or redesigned spaces becomes much clearer—and much more effective.

VARSITY’S FRESH PERSPECTIVE

The future of senior living isn’t about building bigger campuses. It’s about building stronger connections. Communities that open their doors to neighbors, celebrate their local identity and create opportunities for everyday interaction will be better positioned to attract future residents and strengthen the communities they serve.

For sales and marketing leaders, that starts with thinking beyond occupancy. Every partnership, event and shared experience is an opportunity to reinforce your community’s role as a vibrant, connected part of the neighborhood.

QUOTES

“Daughtering is the often invisible emotional, mental, logistical and identity labor that women do in families to stay connected.” (Dr. Alford)

“Women are doing so much more than they realize until all of a sudden they feel burned out.” (Dr. Alford)

“It’s so important that we call the things we do by the right name. When I’m caring for my parents or interacting with them, I am daughtering them.” (Dr. Alford)

“Being a daughter is something we’re born into and something we remain until the day we die, even after our parents have passed. We can find beauty and honor in that role when we elevate it and talk about its intricacies.” (Dr. Alford)

“Two things can be true at the same time. It can feel like an obligation, and it can also be something you genuinely want to do.” (Dr. Alford)

“I call myself the cruise director. I’m noticing who is where, who needs what, who needs to calm down and who needs a little conversation in the bathroom so we can all get ourselves together.” (Dr. Alford)

“Daughtering is kind of like pennies in a fountain. Each act isn’t special on its own, but over time those pennies add up to something incredibly meaningful.” (Dr. Alford)

“We’re not stuck in the family patterns we inherited. I don’t have to do daughtering exactly the way my mom did.” (Dr. Alford)

“Sometimes the greater goal calls for a little bit of friction.” (Dr. Alford)

“We’re starting each day with our battery at 30 percent, then wondering why we feel overwhelmed, resentful or burned out.” (Dr. Alford)

“Create a rubric for what an A-plus-plus daughter would look like, then aim to be a B-plus daughter. A B-plus daughter is still a pretty dang good daughter.” (Dr. Alford)

“Just because you can see what needs to be done and you’d be good at doing it doesn’t mean it’s yours to carry.” (Dr. Alford)

NOTES

Dr. Allison Alford is a professor at Baylor University, researcher and author of Good Daughtering. Her work focuses on family dynamics, caregiving, gender roles and the often-overlooked emotional, mental and logistical labor adult daughters perform throughout their lives. She has spent more than a decade researching how daughter-parent relationships shape families and personal identity.

Good Daughtering is based on more than 10 years of research and conversations with hundreds of women. Dr. Alford wrote the book to make academic research on family relationships more accessible and to give daughters, siblings and spouses practical tools for understanding the often invisible work women perform within families.

Dr. Alford defines “daughtering” as the often invisible emotional, mental, logistical and identity labor women perform to stay connected with their families.

She explains that daughtering extends far beyond caregiving and includes four dimensions: acting, thinking, feeling and being, many of which happen behind the scenes and often go unnoticed.

She believes society lacks the language to describe the unique role daughters play, causing much of their work to be mislabeled, overlooked or viewed simply as an extension of motherhood.

Rather than striving to be a perfect daughter, Dr. Alford encourages women to define what “good daughtering” looks like for their own circumstances and aim for sustainable expectations that leave room for other priorities.

She compares daughtering to putting pennies into a fountain. Small, consistent acts of care may seem insignificant individually, but over time they build strong, meaningful relationships.

She emphasizes that healthy boundaries are essential and reminds daughters that just because they are capable of doing something doesn’t mean they are responsible for carrying every burden.

Dr. Alford encourages families to begin conversations about aging, caregiving and future preferences long before a crisis occurs, reducing stress and helping everyone make more informed decisions together.

She believes the strongest family relationships balance obligation with gratitude, recognizing that caring for aging parents can be both difficult and deeply meaningful at the same time.

Gardening can do much more than brighten a landscape. Research shows it can help older adults stay active, eat healthier, find purpose and enhance overall well-being, making it a valuable opportunity for senior living communities.

Laurel Mertz, Senior Research Analyst at the Mather Institute, joined Varsity’s weekly Roundtable to share findings from the organization’s new national study on gardening and healthy aging. She discussed the benefits of gardening, common barriers to participation and practical ways communities can create more accessible, engaging gardening experiences for residents. Below are a few Fresh Perspectives from her discussion.

GARDENING SUPPORTS HEALTHY AGING IN MULTIPLE WAYS

Older adults who garden reported higher levels of gratitude, life satisfaction and purpose, along with more physical activity, healthier eating habits and a stronger connection to nature.

GARDENING MAY BE THE “SNEAKY EXERCISE” OLDER ADULTS NEED

Gardeners reported spending nearly five hours a week gardening during the growing season. Activities like digging, weeding and harvesting can help older adults stay active without feeling like they’re exercising.

INTEREST IN GARDENING EXCEEDS PARTICIPATION

Many older adults who don’t currently garden are interested in community gardens, hydroponics and other gardening experiences. For many, the barriers are confidence, space and accessibility—not a lack of interest.

MAKE GARDENING ACCESSIBLE TO EVERYONE

Raised beds, container gardens, hydroponic systems, gardening mentors and beginner-friendly programs can help overcome common barriers and make gardening possible for more older adults, regardless of physical ability or experience.

TURN GARDENING INTO A COMMUNITY EXPERIENCE

While Mather’s national study didn’t find stronger social outcomes among gardeners, community-based gardening programs, shared spaces and group activities create opportunities for connection, engagement and meaningful resident experiences.