By: Beth VanStory and Jennifer Apy
If you’ve been with us throughout this blog series, by now you have a greater understanding of the broader market forces that challenge your senior living business and some of the measures you can take to be one step ahead of the competition.
Sat, Nov 9, 2013 — Guest Blog by Joanie Rufo, Initiate Consulting. One of the common themes I see in my work coaching executive leaders is the unilateral struggle of leaders to rest and renew. “EACH OF US NEEDS TO WITHDRAW FROM THE CARES WHICH WILL NOT WITHDRAW FROM US.” – Maya Angelou
Wed, Jul 24, 2013 — This blog is written by guest blogger Per Ohstrom. In my years in business, I have noticed how top executives often come out of Operations, which is a little counter- intuitive considering the number of highly trained Finance, Marketing or R&D managers there are in organizations. I have also seen execs crash and burn, who used to be well performing in a functional role. What’s going on? In a report from the Chally Group “Why Global Leaders Succeed and Fail”, published by Right Management, the researchers share some interesting findings.
Wed, Jul 10, 2013 — The Problem Many people write about importance of creating a winning culture for your company, but few give tangible, actionable suggestions for improving it. I was hopeful I found something that did when my local business journal recently did a feature on culture. They asked the executives at the top 34 winners of their annual best places to work contest what they won’t tolerate in their culture, in search of what made them the best places to work. Unfortunately, the results were somewhat disappointing. Several responses were okay (a recurring theme was “gossip”), some were lighthearted (my favorite was “not putting the toilet seat down” - submitted by a man), but most were platitudes of political correctness, telling the reader little about how to actually create a winning culture.
Fri, May 3, 2013 — Today's blog is by guest blogger Kevin Dincher.
Tue, Nov 27, 2012 — The concept of team building has been around since the 1960s and continues to multiply as CEOs increasingly embrace developing people and teams as an indicator of their own leadership success. But, to be successful, effective team development for a CEO requires knowing when to do team building—and when not to do team building. I’ve seen CEOs insist on referring to their employees as a team and have pointed to how well their employees get along with one another as the metric of their effectiveness as a team. Calling a group of employees a team doesn’t make them a team, no matter how well they get along. They may just be a group of workers who really like one another—or at least have learned to pretend to like one another. When does a “Group” become a “Team”?
Wed, Jul 18, 2012 — A Big Impact I went to my bookshelf yesterday when I heard the news. There aren’t many books I have kept over the years but “The 7 Habits of Highly Effective People” is one of them.” My edition is from 1990, the First Fireside Edition. When I read it, I was a new manager, struggling to do my best.
Sat, Nov 26, 2011 — Recently, I spent a week working on a project about 90 minutes away and decided to make my commuting time "profitable" be listening to an audio book. Since I was driving, I chose "Drive: The Surprising Truth About What Motivates Us" by Daniel Pink. It was an inspired choice. It is especially relevant to those of us who work with today’s “Millennial” generation and since, in addition to my work as a Chief Outsider, I also teach an undergraduate course at Rutgers University, its message really resonated with me. Pink shares lessons from four decades of scientific research on human motivation. He explores what science knows about the subject and compares it with what business does — and does not do. He examines the three elements of true motivation — autonomy, mastery, and purpose — and offers simple ideas for putting these concepts into action.