Culture Creator
Senior Living Leader
Leadership, at its core, is about service—about knowing the way, walking it with integrity, and inspiring others to follow. As a Senior Living Executive Director with 16+ years of experience in Senior housing and healthcare, I believe in leading the way I would want to be led: with empathy, respect, and an unwavering commitment to excellence.
What drives me? The stories. The wisdom. The lives that have shaped history in ways big and small. I carry a deep respect for the personal histories of the residents I serve, and listening to their stories is one of the greatest privileges of my work. Each conversation is a reminder that senior living isn’t just about care—it’s about connection, dignity, and purpose.
Outside of work, you’ll likely find me lost in a historical fiction novel, perfecting a new baking recipe, or exploring new places. I believe that just as we grow through our experiences, we lead best when we continue to learn, evolve, and challenge ourselves.
As John C. Maxwell said, “A leader is one who knows the way, goes the way, and shows the way.” Every day, I strive to be that kind of leader—for my team, for the residents, and for the future of senior living.
"A leader is one who knows the way, goes the way, and shows the way"
- John C Maxwell
Recent Articles
In the world of senior care, leadership is not defined by titles or organizational charts. It’s defined by the daily decisions we make. Especially the ones rooted in compassion. As an Executive Director of a senior living community, I’ve learned that effective leadership isn’t about overseeing systems or enforcing policies, it’s about serving people. And in this unique environment, where residents, families, and staff often face emotional, personal, and physical challenges, leadership must come from the heart first. Compassion Is the Core of Our Work You cannot lead in assisted living without compassion. It simply doesn’t work. Every day, I’m reminded that the people in our care aren’t just aging... they’re living the later chapters of their lives, and how we support them determines whether those chapters are marked by comfort, dignity, and joy. That responsibility isn’t something I take lightly. Leading with compassion means slowing down to listen to a resident’s story, even when the schedule is tight. It means comforting a team member who’s just lost a resident they’ve bonded with for years. It means showing up with empathy when a family is processing the guilt of moving their loved one out of their home. Servant Leadership in Action My approach is rooted in servant leadership. The belief that my role is not to command, but to support. When I walk through the building, I’m not inspecting; I’m engaging. I’m asking staff how they’re doing, helping a resident find their reading glasses, or checking in with a family member who looked a little overwhelmed during a recent visit. I believe people will rise to the expectations you set but only if they feel seen, safe, and supported. Whether it’s a housekeeper, CNA, dietary aide, or nurse, every single team member plays a role in the resident experience. My job is to ensure they’re equipped not only with the tools to do their jobs but with the emotional resilience and encouragement to do it well. Setting the Tone Every Day Culture starts at the top. If I come in rushed, frustrated, or distant, that energy spreads. If I show up with positivity, patience, and presence, that does too. As leaders, we have to be intentional about the tone we set. And in assisted living, where the work can be physically and emotionally demanding, that tone matters more than most people realize. Compassionate leadership looks like: • Making time for reflection after the loss of a resident. • Celebrating birthdays and milestones (not just for residents, but for staff). • Providing grace when someone is struggling and resources when someone is burned out. • Leading meetings that include both updates and appreciation. Balancing Heart with Accountability Compassion doesn’t mean lack of structure. In fact, true compassionate leadership holds people accountable — not from a place of criticism, but from care. When I have to address performance or redirect behavior, I do so with transparency and kindness. I remind my team that accountability is part of respect; for each other, for our residents, and for the standards we commit to as caregivers. A compassionate leader creates a space where staff feel safe admitting mistakes, asking for help, or even saying, “I’m having a hard day.” Why It Matters So Much At the end of the day, leadership in senior living isn’t just about managing a building, it’s about stewarding a community of people through some of life’s most tender transitions. Families are trusting us with their most vulnerable loved ones. Residents are trusting us to treat them with dignity and humanity. And staff are trusting us to lead in a way that honors the emotional labor of caregiving. That trust must be earned, nurtured, and protected, every day. Final Thoughts To anyone considering a leadership role in senior care, I offer this: Lead with compassion. Let it guide your decisions, shape your conversations, and fuel your commitment to creating a space that feels like home. Because in this field, people will remember how you made them feel far more than what your title was or how many reports you filed. And that, to me, is the true heart of leadership in assisted living.
When most people hear the term care plan, they think of checkboxes, schedules, and clinical tasks. And yes — care plans absolutely provide structure, medical oversight, and safety. But as an Executive Director in a senior living community, I’ve come to believe that a truly effective care plan must do more than meet medical needs. It must honor the whole person. Our residents are not charts. They’re not diagnoses. They are individuals — with life stories, preferences, routines, quirks, and emotional needs. And our responsibility is not just to care for them, but to care about them. The Limits of a Standardized Approach Regulations require that we assess residents and build care plans accordingly. These assessments look at ADLs (Activities of Daily Living), medication schedules, mobility concerns, cognitive status, and safety risks. And that’s important. These pieces are the backbone of physical care. But they are not the heart of it. If we stop there, we miss the opportunity to elevate care from competent to compassionate. We reduce our residents to conditions — instead of honoring them as people who’ve lived full lives, with unique needs, rhythms, and preferences. Starting with the Right Questions When we meet a new resident, we go beyond, “Do you need help getting dressed?” We ask: • What time of day do you usually like to wake up? • Are you more social in the mornings or evenings? • What foods bring you comfort? • How do you like your coffee or tea? • Do you enjoy music? If so, what kind? • Is there a routine or habit you’d like to maintain here? These questions help us see the person. When we know that Mrs. Alvarez loves old jazz or that Mr. Bennett takes pride in shaving himself each morning, that insight shapes how we approach every interaction. Care Is Personal — and So Is Dignity There is enormous dignity in being known. When a caregiver enters a room and says, “Good morning, I brought your favorite cardigan,” or when a dining aide remembers that a resident likes toast slightly burnt — that’s not just service. That’s respect. It tells the resident: “You matter. We see you.” In an environment where people have already given up so much — their homes, their independence, sometimes even their memories — the ability to retain a sense of identity is everything. Team-Wide Collaboration Is Key Personalized care doesn’t happen in isolation. It takes a village. Our caregivers, nurses, activities directors, dining staff, and even maintenance crew all play a role in understanding and supporting residents’ routines and preferences. We share stories and observations during daily huddles. We document changes in behavior that might signal emotional distress, not just physical decline. We celebrate the “small wins” — a resident trying an old hobby again or opening up to someone new. That level of teamwork requires strong communication, trust, and a shared culture of compassion. But when it clicks — you can feel the difference. Personalization Isn’t a Luxury. It’s the Standard. Sometimes, outsiders think of personalized care as a premium service — something extra. I disagree. In our community, it’s the standard. It’s our baseline expectation. Why? Because the residents we serve are at a stage in life where many things feel out of their control. Illness, age, and circumstance have already taken so much. By giving back even a few elements of choice and familiarity, we restore a vital sense of control and comfort. That’s not a luxury — that’s humanity. Families Feel It Too When families see their loved one being treated as an individual — not a task or routine — something shifts. They relax. They trust us. They start to believe that maybe, just maybe, this is the right place after all. And that trust becomes the foundation for strong family partnerships — which only deepens the quality of care. Final Thoughts A personalized care plan is not a document — it’s a philosophy. It’s a commitment to treat each resident not just as someone receiving care, but as someone living in our shared community. As an Executive Director, I hold this philosophy close. I advocate for it in every staff meeting, every new hire orientation, and every care conference. Because I’ve seen the difference it makes — not just in clinical outcomes, but in quality of life. Our job is to care deeply, not just correctly. And when we do, our residents feel it in every interaction, every routine, every day.
In senior living, the pace can move quickly — medication schedules, care plans, dietary needs, staff huddles, compliance checks, and family calls. It’s easy to get caught in the rhythm of tasks. But one of the most important lessons I’ve learned as an Executive Director is this: Presence is often more powerful than productivity. A few intentional moments — shared eye contact, a warm conversation, or simply sitting beside a resident without rushing — can make more of an impact than any checklist ever will. The Gift of Being Fully Present For our residents, time feels different. Many no longer drive, work, or manage full calendars. Their sense of time is shaped by routine and connection — not by the clock. When someone takes a moment to sit with them, unhurried and focused, it’s not “just a minute” — it’s a gift. One they notice. One they feel. Whether it’s holding someone’s hand during a difficult day, joining them in watching birds outside the window, or sitting quietly beside them during lunch — being present tells them: “You are important.” Why Presence Matters More Than Words We don’t always need to say the right thing. In fact, words often fall short. Especially when someone is grieving, disoriented, or nearing the end of life. But presence — that steady, calm, caring presence — offers something deeper than language. It says: • “You are not alone.” • “I value your time.” • “I care about you, not just your care.” In those quiet, shared moments, trust is built. Anxiety softens. And connection grows. Presence Creates Safety and Belonging Assisted living can feel unfamiliar to a new resident. Even with a beautiful environment and great care, the transition often includes confusion, fear, and even grief. When staff take time to slow down and just be with residents — without rushing, without distraction — something shifts. Residents begin to feel safer. They begin to open up. And little by little, the facility starts to feel more like home. It’s not the marble countertops or holiday events that create belonging. It’s the moments — repeated consistently — that say, “You belong here.” Training a Team to Prioritize Presence Presence doesn’t mean spending 20 minutes with every person each time. It means maximizing the moments you do have. We train our team to practice “intentional presence” — which looks like: • Making eye contact instead of multitasking. • Saying a resident’s name with warmth. • Asking one genuine question, then listening. • Taking 30 seconds to sit down instead of talking while standing in the doorway. These small adjustments don’t add hours to a shift, but they add meaning to minutes. And that’s where the magic happens. Residents Remember How You Made Them Feel In senior care, it’s not uncommon for residents to forget details or conversations. But what they don’t forget is how we made them feel. I’ve had families tell me years later, “Dad always talked about the nurse who made time to sit with him.” Or, “Mom didn’t remember much, but she always lit up when she saw the activities aide.” Presence leaves an emotional imprint — a sense of peace, connection, and dignity. Being Present for the Hard Moments Too Presence isn’t always about cheerfulness. Sometimes, it means sitting beside someone who is grieving, angry, or scared. It’s resisting the urge to “fix” and instead simply witnessing their experience with compassion. I’ve learned that the most powerful form of leadership often comes not from having all the answers, but from having the courage to stay present in the discomfort. This applies not just to residents, but to families and team members too. Final Thoughts Presence is not a luxury — it’s an essential part of quality care. It’s also one of the most humanizing gifts we can offer, especially in a setting where so many feel forgotten or overlooked. As an Executive Director, I remind my team (and myself) daily: slow down when it matters. Look up. Sit down. Listen. Because in the end, it’s not the perfectly executed care plan that people remember most — it’s the moments we made them feel seen, valued, and cared for. Those moments? They matter more than we’ll ever know.