Tag: workforce culture

The future of senior living may depend less on new buildings and amenities and more on whether the industry is willing to rethink culture, autonomy and the resident experience itself. In this episode of Varsity’s Roundtable Talk, Derek sits down with Steve Moran, founder and publisher of Senior Living Foresight, one of the industry’s most influential media platforms.

Known for his candid commentary and sharp observations, Moran has spent years challenging operators to rethink leadership, culture, transparency and the overall resident experience. Derek and Steve discuss why the industry may have more of a culture crisis than a staffing crisis, how operators can better empower residents and families and why storytelling may be the key to changing perceptions of senior living for future generations.

Check out the full episode here.

WHAT’S THE REAL STORY IN SENIOR LIVING RIGHT NOW THAT PEOPLE AREN’T TALKING ABOUT ENOUGH?

As you know, we have great occupancy. We’ve had the best occupancy that we have ever had in my lifetime. And that’s really, really good news. What’s interesting to me, there are two things that are really interesting to me. The first is that when I talk to operators and leaders, there seems to be a sense of apprehension or fear like, ‘This is really good, but it feels like disaster is just around the corner.’ Probably some of that’s from the COVID hangover.

The other thing is we have operators who are just crushing it at huge margins and huge occupancies, while there are still some people out there that are really, really struggling. So much of it comes down to the operator and how they run their business because it can be super successful or really, really tough.”

ARE SENIOR LIVING COMMUNITIES TRULY ALIGNED WITH WHAT TODAY’S OLDER ADULT WANTS?

There’s this widespread belief that baby boomers are going to want something very different. I think there are a few things, but mostly as we get older, we’re going to want the same things people have always wanted.

Part of the biggest problem is that if we’re honest about the industry, senior living is still the last resort. I choose senior living when I can no longer live at home. That might mean I don’t want to take care of my yard anymore, I don’t want to cook or grocery shop anymore or it might mean I have real care needs. I’m not sure the industry is fully aligned with what people actually want because too often the focus is on providing the least amount of service at the lowest cost to maximize margins.

WHAT ARE OPERATORS DOING WELL RIGHT NOW — AND WHAT ARE THEY STILL GETTING WRONG?

I think operators are getting dining pretty right. They understand that dining is one place they touch residents’ lives three times a day. I think transportation is improving too and communities are building better physical spaces.

But I think they’re still not giving residents enough control over their own lives. I heard from a resident recently who said they were thrilled because residents had finally won the ability to choose what channel played on the TV behind the bar four days a week. And I’m thinking, this shouldn’t even be a battle. Those are the kinds of things I think we’re still getting wrong.

IS THE WORKFORCE CRISIS REALLY A STAFFING PROBLEM?

I don’t think we have a real staffing crisis. I think we have a culture crisis.

As long as there are people willing to work at McDonald’s, Taco Bell and Starbucks, we don’t have a staffing shortage. We have organizations that haven’t created cultures where people feel valued, appreciated and connected to purpose.

When you create a great work environment where people feel like they’re changing lives and love coming to work every day, they tell their friends about it. Goodwin House gets something like 900 applications a month. They hire the best people and the rest go elsewhere. That tells me the problem isn’t a lack of workers. It’s culture.

QUOTES

“I eat, breathe, and sleep senior living. And so having a chance to have a conversation about where the industry is at, where we’re going, what’s working and what’s not is one of my favorite things to do.” (Steve)

“We’ve had the best occupancy that we have ever had in my lifetime.” (Steve)

“It’s all about the operator and how they run their business because it can be super successful or really, really tough.” (Steve)

“The word I would put to it is the word tentative — that we’ve kind of got something that works pretty well, the returns are pretty good, and there’s a lot of hesitancy to change anything because it’s sort of working.” (Steve)

“We don’t have a staffing crisis, we’ve got a culture crisis. As long as there are people who are willing to work at McDonald’s and Taco Bell and Starbucks, we don’t have a staffing crisis.” (Steve)

“When we create a great work environment, a place where people feel valued, where they love coming to work every day, where they’re feeling like they’re making a huge difference, they’ll tell their friends about it.” (Steve)

“I think to not post pricing is a huge, huge mistake.” (Steve)

“We need big, bold stories that should be told.” (Steve)

“We should be our worst critics. We should be saying, what is it that we’re doing wrong? How do we get this right? How do we do it better?” (Steve)

NOTES

Steve Moran is the founder and publisher of Senior Living Foresight, one of the most widely read media platforms in the senior housing industry. A longtime commentator and thought leader, Moran is known for his candid perspectives on occupancy, workforce culture, innovation, leadership and the future of aging services. At 71, he also brings the perspective of someone personally navigating aging and senior care decisions for his own family.

Senior Living Foresight is a media and thought leadership platform focused on the senior living industry. Through articles, interviews, podcasts and commentary, the organization explores challenges and opportunities facing operators, caregivers and residents. Recently acquired by Procare HR, the platform continues expanding its editorial reach while maintaining Moran’s independent voice and focus on improving the industry.

Moran discussed how the senior living industry is experiencing record occupancy levels, yet many operators still seem apprehensive, almost expecting another crisis around the corner after the lingering effects of COVID. He emphasized that success in senior living often comes down to operational leadership and culture, pointing out that some communities are thriving while others continue to struggle.

He expressed concern about increasing ownership by large investment groups focused primarily on short-term returns, arguing that this can limit innovation and resident-centered experiences. Moran believes many communities still operate as a “last resort” rather than a desirable lifestyle choice.

Drawing from his own experiences, Moran shared that today’s boomers may not be as different as many assume. While older adults want autonomy and meaningful experiences, they still share many of the same emotional and practical needs previous generations faced as they aged.

Moran argued that senior living communities often fail to give residents enough control over their own lives, using examples like residents battling management over choosing television programming in common areas. He believes future communities must empower residents rather than dictate daily experiences.

On staffing, Moran challenged the common narrative of a workforce shortage, saying the industry actually faces a culture problem more than a staffing crisis. He explained that organizations with strong leadership, meaningful work environments and supportive cultures consistently attract applicants and retain employees.

He stressed the importance of storytelling in both recruitment and marketing. According to Moran, operators need to tell compelling stories about how senior living changes lives for residents, families and staff members rather than relying solely on amenities and clinical messaging.

Moran also highlighted the emotional complexity families face when choosing senior living communities, drawing from his own experiences helping his stepfather transition through multiple communities. He believes operators need greater transparency around pricing, care expectations and the realities families may encounter after move-in.

Looking ahead, Moran sees technology, AI and robotics playing increasingly important roles in senior living, though he believes the industry still struggles with fragmented systems and implementation challenges. He also predicts that future successful operators will prioritize employees, listen more carefully to residents and families and create experiences that inspire genuine brand evangelism rather than simple customer satisfaction.

QUOTES

“We take seriously our role of keeping providers informed and helping them make a difference in their work.” (Kimberly)

“The industry needs to find a way to address the discrepancy between supply and demand. There’s just not enough supply right now.” (Kimberly)

“Providers need to be careful that the tech they adopt will solve the issues they’re facing. Don’t be tempted by the latest shiny object and be sure to do due diligence.” (Kimberly)

“What I find surprising is how quickly people will believe whatever they read online if it fits into their belief system.” (Kimberly)

“A healthy dose of skepticism is critical these days.” (Kimberly)

“Our writers have to write three stories a day, five days a week. I don’t have time to read a long, drawn-out pitch before I get to what you’re actually pitching. Get to the point right away.” (Kimberly)

“If you’re going to send me something under embargo, have someone available to talk about it immediately. If you’re not ready, don’t send it.” (Kimberly)

“It’s okay to say that you can’t comment, especially on pending litigation. Even better, you can talk about initiating an internal investigation regarding an event.” (Kimberly)

“Assisted living is moving to more of a healthcare model, whether the sector wants to admit it or not.” (Kimberly)

“I told my husband I was going to quit my job of 20 years and go to work for this publication. He just about lost his mind. I knew this is what I wanted to do, and I went for it. It’s worked out great.” (Kimberly)

NOTES

Kimberly is a content editor at McKnight’s Senior Living, where she covers the business, workforce, policy and innovation shaping senior housing. With a background in journalism and public relations, she brings deep industry context and a sharp editorial lens to aging services.

McKnight’s Senior Living is one of the industry’s most trusted B2B publications, delivering news, insight and analysis for senior housing leaders nationwide. The publication recently earned a Neal Award, considered the Pulitzer Prize of business-to-business journalism.

Kimberly previously spent more than 20 years in public relations and daily journalism before joining McKnight’s in 2019, just as the pandemic reshaped senior living. Her experience on both sides of the media relationship informs her practical guidance for providers and PR teams.

The “silver wave” has arrived, with demand for senior living far outpacing new development and supply.

Assisted living is steadily shifting toward a healthcare model, including value-based care and deeper clinical integration.

Staffing challenges are evolving from pay and bonuses to culture, recognition and meaningful engagement.

AI and technology can help, but providers must avoid chasing shiny tools that don’t solve real problems.

Solo agers and the middle market represent growing populations the industry still underestimates.

Trust in media is declining, making skepticism, accuracy and transparency more critical than ever.

Successful media pitches are concise, timely and supported by immediate access to knowledgeable sources.

High-performing operators rely on data, active industry engagement and leadership that listens and communicates openly.