PROPRIETARY INFORMATION NOTICE:

PROPRIETARY INFORMATION NOTICE:
The attached electronic presentation is the confidential
and/or proprietary information of SFCS Inc. This
document is intended for educational purposes only
and may be shared with each recipient’s internal
organizations only. The information contained herein
may not be copied, disclosed, distributed, or
disseminated, in whole or in part, to any person other
than the intended recipient without the express prior
written consent of SFCS Inc.
©
4
1
N
G
20
I
S
E
Trading
Places:
D
Y
B
LeadersS on the Front Line
C
F
S
T
Van Cluck, Blakeford at Green Hills
H
G
P
O
C
Dan Gray, Continuum Development Services
I
YR
Dave Hinson, Givens Highland Farms
Eddie Muller, The Pines at Davidson
Mike Wallace, Spectrum Consultants, Inc.
©
4
1
N
G
I
S
E
D
20
Y
B
Mike Wallace
S
C & Marketing
VP of Sales
F
S
T
Spectrum
Consultants,
Inc.
H
G Gastonia, NC
I
R
Y
P
O
C
How do you define a CCRC?
• The 3 – H’s
©
4
1
T
H
G
I
YR
P
O
C
BY DESI GN 2014
N
G
SF
I
S
E
Housing
D
BY
S
CHospitality
Healthcare
20
©
4
1
N
G
I
S
E
D
20
Y
B
DanSGray
C
President
F
S
T
Continuum
Development
Services
H
G Nashville, TN
I
R
Y
P
O
C
©
4
1
N
G
S
C
T
H
G
I
YR
P
O
C
BY DESI GN 2014
SF
BY
I
S
E
D
20
Senior Living Culture
©
4
1
0are
• The best senior living organizations
2
on a journey towards cultivation
of a
N
G
I
healthy culture which:
S
E
D
• Provides home-like environments
for
Y
B
residents
S
C
• Empowers frontline
SF staff
T
H
• Strives forG
customer service excellence
I
YR
P
O
C
BY DESI GN 2014
What is Leadership?
N
G
©
4
1
20
I
S
E
D
Leadership
Vision
T
H
G
I
YR
P
O
C
BY DESI GN 2014
SF
S
C
BY Passion
Relationship
Leadership
©
4
1
20
• Less understood laws of leadership
N
G
• Listen
• Learn
S
C
• Lobby
• LowlinessG
T
H
I
YR
• Love
P
O
C
BY DESI GN 2014
SF
BY
I
S
E
D
Leadership
©
4
1
20
“The goal of many leadersGisNto get
I
S of the
people to think more highly
E
leader. The goal of Y
aD
great leader is
B
to help people think
more
highly
of
S
C
F
themselves.” S
T
H
G
I
YR
P
O
C
BY DESI GN 2014
- J. Carla Northcutt
Going Undercover
©
4
1
20
• Almost Impossible for most senior living
N
organizations due to the small Isize
G and
closeness of leadership to operations
ES
D
•
Y
B
Unnecessary because
your team wants to
S
C
tell you what is happening;
they do not
F
S
need to be tricked
into telling you the
T
H
truth!
G
I
R
Y
P
O
C
BY DESI GN 2014
Work Study Objectives
©
4
1
20 to
• Give frontline workers the opportunity
N
provide honest and important Ifeedback
G
about your leadership
ES
D
•
Y
B
Gain insight on opportunities
to improve
S
C of service
efficiency and quality
F
S
T
H
G
I
R
Y
P
O
C
BY DESI GN 2014
Work Study Program
©
4
1
• Frontline associates selected for 20
N
“shadowing” should have a willingness
to
G
I
S and
provide feedback—both positive
E
D
negative. Remember..associates
want to
feel good about what they
BY do for a living.
S
C
F
• Supervisors and S
frontline
staff should have
T
at least a two-week
advance notice of
H
their shadow
IG days.
R
Y
P
O
C
BY DESI GN 2014
Senior Leader Shadows
©
4
1
• Senior management selected for the
20
N
program should:
G
-
I
S
E
Have a “learner’s” mentalityDthe same as
frontline employees
BY
S
Chands-on observational
Understand that this
F
S
experience can
add cohesiveness to the
T
workplaceGinHaddition to facilitating more
I
R decisions at the top
informed
Y
P
O
C
BY DESI GN 2014
Work Study Guidelines
©
4
1
• Never evaluate the associate..evaluate
20
N
the support that makes them successful
•
•
•
•
G
I
S
E
Do not expect to outperform
D your
seasoned staff…this isBaYgood thing
S
C
Be in a learning mode
F
S
T
H
Make it a positive
experience for the
G
I
associate
R
Y
P
O
Have
C FUN!
BY DESI GN 2014
Worries?
• Concerned that performing frontline
N
associate jobs will detract from your
G
I
leadership image?
ES
D
©
4
1
20
Y
B
your sleeves and being onSthe frontline
C
F
S
Don’t want to make
residents uncomfortable
T
H
G
receiving services
from senior leadership?
I
R
Y
- Reality.
You can learn the roles of your team members
P
O
without
C making your client uncomfortable
- Surprise! Residents and staff identify with you rolling up
•
BY DESI GN 2014
Lessons Learned
•
©
4
1
Many of the “Best Practices” used in0CDS
2
operational reviews come from work
studies
N
G
I
- More efficient housekeeping scheduling
S
E
- Providing adequate linen to nightD
shift nursing
Y
B
- Minimizing CNA lifting injuries
S
C select the best equipment and
- Using the frontline staff
to
F
S
products
T
H
- Using the frontline
staff to help recruit great new
G
I
employees
and retain the good ones
R
Y
- UsingP
the frontline staff to help market and provide great
O
efficient
customer service
C
BY DESI GN 2014
©
4
1
20
Who benefits from leadership
N
G
I
better understanding
the role
S
E
of the frontline? Y D
S
C
B
F
S
EVERYONE!
T
H skills and careers of your frontline
Investing inGthe
I
workers is a good thing!
R
Y
P
O
C
BY DESI GN 2014
©
4
1
N
G
I
S
E
D
Van Cluck
Y
20
B
President
and CEO
S
C
F
The Blakeford
at Green Hills
S
T
H
Nashville,
TN
G
I
R
Y
P
O
C
©
4
1
N
G
S
C
T
H
G
I
YR
Nashville, TN
P
O
C
BY DESI GN 2014
SF
BY
I
S
E
D
20
©
4
1
N
G
20
I
S
E
Our ContinuingD Journey
Y
B
from
S
C
F
Mission
S Statement
T
H
to
G
I
R
Y
Mission
Culture
P
O
C
Positional vs. Missional
©
4
1
20
• Positional – Given a specific set of tasks,
N
duties and assignments a job isIG
performed
in
S the
a manner that adequately meets
E
D
standards of the organization
and the needs
Y
B
of the customer.
S
•
C
F
S
Missional – AnTinstinctive understanding of
H
meeting not
G only the needs but the desires
I
R are privileged to serve.
of thoseYwe
P
O
C
BY DESI GN 2014
Words Matter!
©
4
1
0
2
• ENVIRONMENT: The Blakeford at
N
Glevels of
Green Hills provides multiple
I
S
E
care and services to itsDresidents,
BYcare plan, in an
through a continuing
S
C
attractive surrounding
while offering
F
S
an array of personal
services and
T
H
G
I
activities.
R
Y
P
O
C
BY DESI GN 2014
Experiment # 1
“The Blakeford is…”
©
4
1
20
• B-Mail to every employee with the simple
question… “The Blakeford is…”IGN
• No guidelines
BY
S
E
D
S
• Could respond by B-Mail
C
SF
T
• Could also respond
anonymously via a
H
G
I
special employee
comment box
R
•
Y
P
O
Yes…we
were very nervous!
C
BY DESI GN 2014
©
4
1
N
G
S
C
T
H
G
I
YR
P
O
C
BY DESI GN 2014
SF
BY
I
S
E
D
20
©
4
1
N
G
S
C
T
H
G
I
YR
P
O
C
BY DESI GN 2014
SF
BY
I
S
E
D
20
©
4
1
N
G
S
C
T
H
G
I
YR
P
O
C
BY DESI GN 2014
SF
BY
I
S
E
D
20
©
4
1
N
G
S
C
T
H
G
I
YR
P
O
C
BY DESI GN 2014
SF
BY
I
S
E
D
20
The Response
•
•
•
•
0
2
Out of nearly 200 employees we
N
received 39 responses. SIG
E
D
None were negative.
BY
S
C
F
Some were clinical/regulatory.
S
T
H
Ginspirational!
Most were
I
R
Y
P
O
C
©
4
1
BY DESI GN 2014
The Response
•
•
•
•
•
©
4
The Blakeford is a forward-thinking solution provider on1
mission to serve people and enrich life in community.
20
N
G I see
I
The Blakeford is a wonderful place to work where
Ssome very
E
compassion every day and get to work for
D
special seniors.
BY
The Blakeford is a place whereS
we work together to get
C
Fmembers get around, and to
the job done, to help family
S
take care of the residents
when they need it.
T
H
Ggreat place to work. We are a family
I
The Blakeford is a
R
and a team.Y
P
O
C
The Blakeford
is a place I would bring my family.
BY DESI GN 2014
Words Matter!
©
4
1
0 than
• ENVIRONMENT:
The Blakeford is 2more
N
the campus that sits at 11 Burton
G Hills Blvd in
I
Sthat promotes
Green Hills. It is a community
E
D
a culture of care and service
both to those
Y
B
we serve as well as to
and for those who
S
C
F
work here. We believe
that it is a privilege to
S
T
be invited into
someone’s home to work
H
IG each day we respect and
everydayRand
Y
celebrate
P that honor.
O
C
BY DESI GN 2014
Experiment # 2
The Not-So-Undercover-Boss
4©
•
•
1
0
2 NAB Exam
Strategic Objective – Qualify to sit for the
N
G
I
Objectives Achieved
S
E
– Now qualified to sit for the NAB exam
D
Y
B
– Know my customer on a different level than ever before
S
Ccustomer on a different level
– Know those closest to my
F
S
– Different understanding
of resource allocation
T
H
– Improved efficiencies
G
I
R
Y
– Deeper understanding of the day-to-day
P
struggles/challenges/opportunities
of persons served and
O
C serving
persons
BY DESI GN 2014
What I’ve Learned…
©
4
1
• Foster community connections
N
G
20
• Recognize the realities of life SI
E
D
• Listen to both messages Yand messengers
S
C
B
• “Housing” and “Healthcare”
can often be
F
S
easier to deliver
T than “Hospitality”
•
H
G
I
R seize missional opportunities if they
People Ywill
P
feel O
empowered
to do so
C
BY DESI GN 2014
©
4
1
N
G
I
S
E
D
Dave Hinson
Y
20
BDirector
Executive
S
C
F
GivensS Highland Farms
T
Black
H Mountain, NC
P
O
C
G
I
YR
©
4
1
N
G
S
C
T
H
G
I
YR
P
O
C
BY DESI GN 2014
SF
BY
I
S
E
D
20
Black Mountain, NC
©
4
1
N
G
S
C
T
H
G
I
YR
P
O
C
BY DESI GN 2014
SF
BY
I
S
E
D
20
Excellence in Customer Service
©
4
1
0
2
• How do we create “WOW” service?
N
G
I
S
E
D
• Create a “culture” of service
BY
S
C
F
S
T
H
G
I
R
Y
P
O
C
BY DESI GN 2014
How Do We Create the Culture?
©
4
1
• FIRST:
– You must care about people.
N
G
20
I
S
E
D
– How do they know you Y
care?
S
C
B
F – you can’t fake it.
– You must reallyScare
T
H
IG care how much you know until
“People R
don’t
Y how much you care.”
theyPknow
O
C
BY DESI GN 2014
John C. Maxwell
How Do We Create the Culture?
©
4
1
• SECOND:
N
G
– Caring takes time.
BY
20
I
S
E
D
S
– You must invest the
C time.
T
H
SF
– If you can’t
G invest your time in caring, why
I
will they
YR invest their time in caring?
P
O
C
BY DESI GN 2014
How Do We Create the Culture?
• THIRD:
©
4
1
N
G
I
S
– You must build / have trust.
E
D
BY
S
– You must be honest
with staff.
C
SF
T
H
G
I
R
Y
P
O
C
BY DESI GN 2014
20
How Do We Create the Culture?
• FOURTH:
©
4
1
N
G
20
I
S
– Once established as a leader….
E
D
BY
S
– You must push this
down throughout the
C
organization. SF
T
H
G
I
R
Only then…are
you ready to define and
Y
P
explain
your culture.
O
C
BY DESI GN 2014
Givens Highland Farms
• First 41 years:
N
– Privately-owned, for-profit
G
I
– Only 2 owners
S
E
D
– Very different culture
S
C
©
4
1
20
BY
• Acquired by Givens
F Estates in December
S
2012
T
H
G
– 218 Independent
Apartments / Homes
I
R
Y
– 30 Assisted
Living
P
O
– 60
C Skilled Nursing
BY DESI GN 2014
Givens Highland Farms
©
4
1
0
2
• “A culture of exceptional resident
N
G
service”
I
S
E
D
• “Our culture is built on
BY ideas of
S
Cservice”
compassion and
F
S
T
H
Gpart of our culture being the
• “A central
I
R
Y
Givens
Highland Farms Standards”
P
O
C
BY DESI GN 2014
Givens Highland Farms
©
4
1
0
2
• Our Standards are 3 declarations:
N
G
I
S
– Who we are
E
D
BY
– What we do
S
C
F
S
T
– How we do
it
H
G
I
R
Y
P
O
C
BY DESI GN 2014
Givens Highland Farms
©
4
1
0
2
• Who We Are (our core values demonstrated)
N
G
I
S
– Care – everyone and everything
E
D
BY
– Attention to detailC–Snever-ending
SF
T
H
– Take responsibility
– don’t leave it for others
G
I
R
Y
P
– Strive
to be better - always
O
C
BY DESI GN 2014
Givens Highland Farms
• What We Do (our Promise)
N
G
– Be in the moment
– Show gratitude
– Smile and make eye contact
– Work together
SF
S
C
BY
©
4
1
20
I
S
E
D
– Know our community and its services and amenities
T
– Take pride in H
our community
G
I
R best self
– Present
your
Y
P
– Communicate
professionally
O
C
BY DESI GN 2014
Givens Highland Farms
©
4
1
• How We Do It:
– Be in the moment
N
G
20
• Show a genuine sense of interest and concern for our residents’
satisfaction
I
S
E
• Anticipate resident needs by listening
and looking for clues to
D
exceed their expectations
Y
B
• Use the resident’s name when possible as a sign of recognition
S
C whenever possible
• Proactively approach residents
F
• Smile and make eyeS
contact
T
• Show gratitudeH
G hospitable, thanking our residents for their trust
• Be genuine Iand
R
Y
• Politely close interactions warmly
P
• BeO
attentive to our residents and make eye contact
C
• Readily smile and maintain an engaging expression
BY DESI GN 2014
Givens Highland Farms
©
4
1
0
2
• Our Standards are 3 declarations:
N
G
I
S
– Who we are
E
D
BY
S
– What we do
C
F
S
T
H it
– How we G
do
I
R
Y
P
O
C
BY DESI GN 2014
©
4
1
N
G
I
S
E
D
Eddie BMuller
Y
S
President
and CEO
C
F
S
The Pines at Davidson
T
H
Davidson,
NC
G
I
R
Y
P
O
C
20
Lake
Norman
© of
Town
4
1
N
G
The Pines
At Davidson
T
H
G
I
YR
P
O
C
BY DESI GN 2014
SF
S
C
BY
I
S
E
D
20
Davidson
and
Davidson
College
©
4
1
N
G
S
C
T
H
G
I
YR
P
O
C
BY DESI GN 2014
SF
BY
I
S
E
D
20
©
4
1
10
20
N
G
I
S
E
Leadership YPrinciples
D
S
C
T
H
G
I
YR
P
O
C
BY DESI GN 2014
SF
B
1. Practice the Golden Rule
©
4
1
20
• Practice the “Golden Rule” of respecting
N
G
each employee and his/her Ivaluable
S
E
contributions to the organization.
D
S
C
T
H
G
I
YR
P
O
C
BY DESI GN 2014
SF
BY
2. Hire Competent Employees
©
4
1
0
• Hire competent employees who 2will
N
G plans
follow the organization’s strategic
I
S
E
as communicated.
D
S
C
T
H
G
I
YR
P
O
C
BY DESI GN 2014
SF
BY
3. Inspire Employees
©
4
1
20 both
• Inspire employees to work together
N
Gother
within their discipline and with
I
S
E
disciplines.
D
S
C
T
H
G
I
YR
P
O
C
BY DESI GN 2014
SF
BY
4. Respect Differences
©
4
1
20 using
• Respect differences of opinions by
N
G end
various ideas to produce a better
I
S
E
product of service.
D
S
C
T
H
G
I
YR
P
O
C
BY DESI GN 2014
SF
BY
5. Differing Opinions
©
4
1
20 that
• Educate employees to understand
N
differing opinions can lead toIGbetter
S
E
solutions, but only when D
respect for each
other can generate expanded
thinking
BY
S
and planning.
C
T
H
G
I
YR
P
O
C
BY DESI GN 2014
SF
6. Motivate Employees
©
4
1
• Motivate employees to provide 20
N
G
excellence in service which produces
I
S
E
delight in residents. Delighted
residents
D
then commend the organization
to
BY
S
others as a positive
C marketing factor.
T
H
G
I
YR
P
O
C
BY DESI GN 2014
SF
7. Train Employees
©
4
1
20
• Train employees to envision themselves
N
G since full
as part of the marketing team,
I
S
E
occupancy generates maximum
D
revenues that supportBY
employee
S
compensation and
C operational costs.
T
H
G
I
YR
P
O
C
BY DESI GN 2014
SF
8. Regular Meetings
©
4
1
• Conduct regular meetings with 20
N
employees to communicateIG
goals and
S
E
strategies of the organization.
D
S
C
T
H
G
I
YR
P
O
C
BY DESI GN 2014
SF
BY
9. An Atmosphere of Trust
©
4
1
20
• Provide an atmosphere of trust by
N
G willingly
enabling employees to dialogue
I
S
E
their concerns to leadership
D staff who will
listen and respond appropriately.
BY
S
C
T
H
G
I
YR
P
O
C
BY DESI GN 2014
SF
10. Set an Excellent Example
©
4
1
0
2
• Challenge all leadership staff to set an
N
excellent example for all S
employees
to
IG
E
follow.
D
BY
S
C
F
S
T
H
G
I
R
Y
P
O
C
BY DESI GN 2014
©
4
1
N
G
I
YR
20
I
S
E
Questions
D
BY
S
and
C
F
S
T
Answers
H
G
P
O
Dan,
Van, Dave, Eddie
C