ELDER: Eldercare Management Certificate with CEUs

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A Sneak Peek into Our Classroom: Terrific Work by the Strategic Thinking Class

November 19, 2015

Management Education that Works for EldercareKarla blog graphicAs Chief Learning Officer of ELDER Management Education, a Professional Studies Program at Lasell College, I love the day assignments are due. Sampling our participants’ excellent work is a weekly reminder of the importance of investing in managers in senior living, health care and community-based care. It’s a confirmation that well-designed training and education works.

We all want and need our managers to succeed in developing their managerial skills; it helps our organizations thrive. Most of the managers in our program come in with a narrow, specialized background (nursing, other clinical, social work, marketing, facilities, dining) and many have only seen one part of the continuum (independent living, assisted living, skilled nursing, home health, home and community based services and special programs.) Few have an overview of the field, and very few have had the benefit of management education.

These managers are running teams, divisions and organizations. They have so much experience in the field—which is why they benefit from management tools. The ELDER Management Professional Studies program at Lasell College program teaches the highlights of management, emphasizing strategic management, marketing and organizational skills. More importantly, every class is taught by leaders in the eldercare field, who understand the nature and  of the profession and its unique challenges.

expert faculty venn diagram

The pre- post- class survey results are impressive. From our most recent course, Strategic Thinking in Changing Senior Market, increases in scores ranged between 144% to 246% across five learning objectives. The score gains come from adult learning design: managers learn by doing.  The class included discussions and assignments that require reflecting on their senior-serving organization and its market. Doing the assignments, and sharing that work with others results in learning that sticks.

One of our participants made the following unsolicited remark at the end of the last class:

“I cannot thank Lasell, E.L.D.E.R, and [the faculty] enough for this opportunity. Many of us nurses never had formal business or management classes. We learned them … on the floor with residents with medications, treatments, CNAs, ancillary staff and families…This is giving me much more. I have gone back to my facility after every assignment and discussed and shared the work and comments by [faculty]. [It] has truly woken up my campus and for that I am grateful. I now have the tools to continue to work these Items …Again thank you for the opportunity.”

We at ELDER Management and Lasell College are grateful to the hardworking managers across the continuum of care.

Filed Under: Adult learning, ASAP, Assisted Living, Employee Leadership Development, Empowering Team Members, Growth through Innovation, Home and Community Based Services, Home Care, Independent Living, Nurse Leadership, Rehab Care, Senior Housing, Senior Living, Strategy

Growth through Innovation, Partnering and Marketing

October 23, 2015

SMASH, the annual Senior Care Marketing Summit, just ended and we at ELDER agree that the world of marketing is rapidly changing– while senior living and senior health care struggle to keep up.  Of the many concepts discussed*, those that resonated most with us include:

light-bulb-listening to your audience for clues on how to best engage them
-relationship building and engagement with local community
-delegating core responsibilities across team members

The conference is over, now what?

Here’s an idea: build on growth ideas presented during fall conference season by developing your own plan. Grow with the support of award winning practitioners who are handling the rapid changes in the world of senior marketing and relationship-building first hand:

1Erin Read is Director of Strategic Planning at Creating Results, where she focuses intently on Baby Boomers and seniors. She is the “Dean” of the agency’s in-house training program, the Mature Marketing Academy, and regularly addressed regional, national and international audiences.

     Kate Salmon from Salmon Health is 2Director of Marketing Communications and Community Relations at Salmon Health and Retirement, where she works with all campus teams developing marketing, sales, and community outreach.

Together, Erin and Kate will combine their expertise to teach our upcoming Marketing Course in January.

Mark3 Friedman is the Owner of Boston Senior Helpers where he experiences the senior market in its current state of change first hand. As partner at ESCI, a strategy consulting firm, Mark presents at schools of management and online on how to find growth through innovation. He applies those concepts to the senior continuum with the ELDER Management-Lasell College program.

4David Becker, CEO of Penacook Place, is an expert in partnering realities in the reimbursed market space. As CEO He works daily on partnering across the continuum to provide better patient care in northeastern Massachusetts.

In our upcoming Partnering course, Mark and David will be exploring Blue Ocean Strategy and how to create growth innovation via partnering relationships.

All 4 of these practitioners focus on how you manage your team for growth— to link growth strategy and marketing strategy together. For a short time, we are allowing a limited number of registrants to take both courses for the price of one. Register for Partnering Across the Eldercare Continuum and get Marketing: Developing a Mature Consumer Strategy for free! Get more info here.

*See keynote slides from SMASH 2015 here.

Filed Under: Adult learning, Collaboration with Eldercare Profession, Communication, E.L.D.E.R., Education, Employee Leadership Development, Empowering Team Members, Growth through Innovation, Marketing, Partnering on the Continuum, Prospective Students, Uncategorized

North Hill donates 3 Scholarships to improve management in aging

August 3, 2015

We want to compliment North Hill for designating 3 generous scholarships as support for 3 participants of The Strategic Management Track, where you can earn a Professional Certificate in Eldercare Management by Spring 2016.

ELDER and Lasell College would like to give a special thank you to North Hill for helping to inspire the eldercare profession through collaboration, teaching and leading the way to more educational opportunities for managers in senior living.

Filed Under: Adult learning, Collaboration with Eldercare Profession, Education, Empowering Team Members, Prospective Students

Improve Management Skills in a Supportive Environment With the Help of Your LeadingAge Association

July 13, 2015

Special thank you to LeadingAge of Massachusetts, New Hampshire-Maine, and Rhode Island for their dedication to developing opportunities for their members.

ELDER and Lasell College are partnering with LeadingAge Massachusetts, LeadingAge Maine-New Hampshire, and LeadingAge Rhode Island, to offer the Strategic Management Track which complements their existing efforts to support and strengthen managers at our member organizations.

Designed for supportive learning, the track offers five mini management courses spaced out to be manageable. You meet live five evenings between October, 2015 and March, 2016 at Lasell College in Newton, MA, conveniently near the Massachusetts Turnpike and 128/95.

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Members of LeadingAgeMA, RI, ME & NH will receive a discounted price

Management courses, for the eldercare field, based on your scarcest resource: your time!

As a response to interviews with your leaders, the classes are now “lumped”. You spend a few hours a week mid October through Thanksgiving working on strategic goals, then you’re completely off until mid January, when you study marketing, or how to communicate according to your strategy.  You start again through late March, building on the work earlier in the year, learning about managing a plan or project to completion.

Earn your Professional Studies Certificate from Lasell College while earning CEUs.

No application required. CEUs available for Social Workers, Nursing Home Administrators and Nurses.

Why is a live classroom or an online classroom a great place for adult learners? Class Experience CollageUnlike mandatory training, people who show up in a live or online classroom want to be there. But that doesn’t mean that everyone is sure what they will experience: in our courses, you learn alongside managers from peer organizations who have varied perspectives in varied parts of the eldercare field. To get the most out of the opportunity, your obligation is to share ideas and apply the concepts from class to your organization. The faculty and experts help you do this. This is why our classes are called “experiential learning.”

Supportive learning: with the guidance of a leader in your field, each assignment is one step towards better management.

Our instructors give you small assignments that build your management skills to apply to work. Each assignment is a step towards a strategic initiative, a step towards a marketing plan for a segment of the market, an approach to a partner on the continuum, or the analysis of a conflict or change effort. All with a great leader in the field who has the tools to help you manage better.

Compliments the Leadership Academy

All senior managers, managers or supervisors in senior serving organization qualify, regardless of educational background, and regardless of your organization’s place on the continuum. Our participants tell us that the diversity of perspectives enriches the learning. The most important factor for success is a desire to improve your skills, to help your organization move towards the future, and a willingness to invest time in learning.

This program is appropriate for graduates of LeadingAge Massachusetts Leadership Academy, but one need not have attended Leadership Academy to be eligible or to benefit from the curriculum. The two programs compliment each other.

Call ELDER with questions about CEUs, hotels, or what the experience is like. karla@eldermgt.com or 617-953-8429.

Filed Under: Adult learning, Collaboration with Eldercare Profession, E.L.D.E.R., Education, Employee Leadership Development, Empowering Team Members, FAQ, Leading Age Associations, Prospective Students Tagged With: ADON, asap, assistant executive director, assisted living, case manager, community based services, community health, community relations, development, dining, DON, executive director, home care, home health, hospice, hospitality, manager, marketing, nurse, nursing home, operations, private duty, program manager, senior care, senior living, senior services, skilled nursing, social worker

You asked for it, we listened – What’s New With E.L.D.E.R. Management Education This Summer?

June 29, 2015

With the wrap up of our final spring course, ELDER is busy this summer working on next year’s CEUs for nurses, nursing home administrators, and social workers. In preparation for our Strategic Management Track launching in the fall, we’ve also been reviewing feedback from our students. So, what do our participants think? They say our courses are…

-“timely and relevant to managerial challenges we all face.”

-“an important reminder to focus on a specific measurable goal that supports the bigger strategic picture rather than executing day to day tasks.”

-“great for networking and for exchanging ideas.”

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Since launching our very first course, our participants have provided helpful feedback. Based on group evaluations, we’re  streamlining our management education experience to maximize learning and minimize travel time. In our upcoming Strategic Management Track, students can expect:

Assignment demonstrations

For some of the trickier assignments, we’ll have step-by-step instructions on how to complete the work!

Greater % online content

Though some of our course material is best shared in person, a majority of it is just as effective presented online. We’ve moved more content online, and will be requiring only one live meeting per course. You said: we love being together, but we could take more courses if they were available online.

Learning Cohorts

What else to expect in our newest learning track? A cohort of managers who’ll take all 5 mini courses together. Our classes are known for great discussion with peers from other organizations in the continuum, action learning, and learning from leaders in your field. A cohort will provide a deeper sense of understanding and camaraderie amongst participants.

We’d like to thank our participants and instructors for a great year. For more information about ELDER, click here. Check back for more ELDER updates next week!

Filed Under: Collaboration with Eldercare Profession, E.L.D.E.R., Education, Empowering Team Members, New Developments, Prospective Students Tagged With: Aging, Aging Services Management, CEUs, Continuing Education, continuum of eldercare, E.L.D.E.R., education, eldercare, experiential learning, feedback, Lasell College, leadership, Leadership Development, management, nursing, nursing home administrator, Professional Studies, SeniorCare, social work

Marketing to Matures – Meeting with Peer Managers Leads to Great Insight and New Solutions!

January 21, 2015

Marketing Course CollageCongratulations to our most recent set of managers and leaders who worked hard over the first three weeks of January in our intensive class entitled “Marketing Management: Developing a Mature Consumer Strategy.”

The group met over three mornings and pushed hard to develop new marketing strategies for each organization represented.  Each team started with an examination of their own services and areas for improvement, and then started working on a communications strategy for a new target segment.

Adults learn by doing.  This is experiential learning at its best!

We got the right experts in the room: Hector Iweka, Marketing faculty at Lasell College and Erin Read, Director of Strategic Planning at Creating Results (nationally-recognized experts on marketing to matures). Most importantly the room was filled with executive directors, community outreachers, and marketing managers challenging each other to about why a message was unique, and how it would feel.

It’s not easy capturing an organizations’ culture in a web site or a photo, or knowing how to target limited resources, and this is what the group did in teams, and then presented to each other.

Marketing 2
We were not surprised how the group innovated by being together.  But we were surprised by the breadth of ideas!  Though each organization was faced with similar challenges of reaching its target segment and how to build relationships with enduring value and authenticity, in a sensitive time of life, the breadth of approaches was outstanding.   We’ll mention three here:

  • A CCRC with great assets in the arts is investing in expanding art facilities and offerings.  It is developing a plan for how to do this better with its current residents, the community of arts supporters, and the community of arts organizations.  It’s a win-win-win, and it responds to current needs, adds a distinctive flair (we saw beautiful art in the class) and should attract new leads.
  • An adult day health organization identified a new target – those with early onset Alzheimers – and developed a plan for positioning their center as a resource for the whole family, patient and caregivers.
  • Another CCRC with a terrific active community and a geographic location that boasts tremendous outdoor recreation options (mountains, golf, wetlands, nature reserves) is developing and deepening already-strong relationships and working on partnership marketing to reach its younger prospects.

The details of these plans are far more substantive than our summary.

Good job class!  We were impressed by your self-analysis, creativity, and commitment to improving your communities not just for marketing but for current customers.  We want to hear how implementation goes and will check in with you in six months.  Marketing and improving services are not a solo activity and we know it is challenging to make any vision a reality.IMG_2935

This class included representatives from a range of  senior-serving segments:  CCRCs, skilled nursing, geriatric care management, assisted living, adult day health, and rehab.  Diverse organizations but common marketing challenges.

Heads up for a couple of other presentation “nuggets” next week!

Filed Under: Empowering Team Members, Marketing

Management Strategies Encourage Team Building in Eldercare Facilities

September 16, 2014

Great Metrics Come from Great Team Building in Eldercare Facilities

by Steven Ellsweig

Eldercare Assisted Living facilities all have multi-disciplinary teams that work together to serve residents and their families. At least, that’s the idea. But as anyone who’s ever worked knows, it’s easier to give lip service to building a successful, functional team, than it is to actually do it.

At Sunrise of Norwood, we have a medium-sized senior living community of 87 residents served by a team of 90 operational, care giving and nursing employees. We consider ourselves “apartment buildings with attitude” and design our services to help our residents be as independent as possible.

Nearly every eldercare organization is faced with the same challenge: managing day-to-day operations consistently and with high quality of care, while dealing with the ever-changing needs of the residents and the resident community. While we’re not perfect, we think we have found the secret to success: creating, developing and fostering a sense of pride throughout the team.  Here are our strategies to build an eldercare team that is proud of what they do and proud of their organization.

 Proven Eldercare Management Strategies Used by Sunrise of Norwood

Give Nine Compliments to One Critique

This may sound simple – and, frankly, it is. Every manager must provide a critique or give negative feedback to team members. After all, no one’s perfect. We take a proactive view of each and every team members’ performance, and therefore offset the negative feedback with meaningful compliments. We use a nine-to-one ratio. This keeps our team members interested and engaged—because we tell them we appreciate and value them as people and acknowledge the contributions they make to our organization.

End Each Day on a Positive Note

Every eldercare worker has a bad day now and then. There are daily stresses, emergency situations, and any number of regular “snafus” that can turn a good day bad. Regardless of how the day went – what went well, what didn’t go so well – we make a point of ending the day on a positive note. Sometimes that’s just wishing them a safe drive home.

 Provide the ‘Big Picture’ for Metrics

Performance metrics can be a scary thing for both the organization and the eldercare worker. Often both the organization and the workers can view it as a review of “what went wrong,” and “what we’ll be reprimanded for.” We take a different view of metrics – we’ve worked hard to make metrics a cause for group discussions around issues, and not something to be viewed as a ‘finger-pointing’ exercise. We work with our teams to be fastidious about reporting and use all of our teams to understand trends and issues that need to be addressed. For example, if we have a resident with multiple falls, it will result in the team looking into the causes and problem-solving to find the best solution for that resident. Do we need to put other people in place? Does the care plan need to be updated? Without tracking those metrics, as an organization, we might not notice the problem, and therefore miss an opportunity to find a better solution. By involving every member of the team to understand why we track the metrics and how that data can help them be better care givers, we empower them. Metrics become a tool for improvement, not punishment.

 Demand Excellence

Our strategy for demanding excellence is to make certain our team members have an understanding of our processes, what we are trying to accomplish and why. They need to understand what they do has an impact on our ability to be profitable, meet state regulations and serve our residents and their families effectively. This is not simply asking people to do what they are told to do. In fact, we encourage and challenge our teams to push back, think about different ways of doing things, take a step up and engage in improving our overall care.

 We recently had the opportunity to reflect on how that sense of pride results in high-quality care. Like any eldercare facility, we go through periodic quality audits. Our organization did very well – and we attribute this to the hard work and pride our team has in their individual tasks, the success of the teams and the overall performance of the organization. In fact, we received a nice compliment from the audit committee that said that our team appeared more comfortable and cooperative than most – and they asked us to discuss how we achieved that.

If you are looking to improve the metrics of your eldercare organization, perhaps it’s time to think about transforming managers into leaders by taking these few steps to build a happy, proud team

 

steve3Steven Ellsweig is the Executive Director of Sunrise Assisted Living, Norwood, and has lectured in Rehab Counseling and in Eldercare Management at Boston University and Lasell College. Steven will teach Stepping up to Leadership with Jo Ann McManamy and Shaping Team Culture in Eldercare with Hector Iweka.

 

Julie Lund is a health care coordinator with Sunrise Assisted Living, Norwood. Her previous experience includes being a staff nurse at a hospital for children, a psychiatric case manager and nursing shift supervisor. She holds a Bachelor of Science degree in Nursing from Curry College and a Master of Arts in Counseling from Gordon Conwell Theological Seminary.

Filed Under: Communication, Empowering Team Members

Masterful Communications is an Essential Skill for Eldercare Management

June 6, 2014

An Interview with Julian Rich

One of the not-so-hidden challenges in the eldercare management field is how we promote our best employees. Many eldercare organizations are excellent at recognizing talent and promoting those team members who provide excellent services to clients and their families. The downside of this, though, is that just because someone excels at their job – say clinical patient care—doesn’t mean they have the management skills needed to thrive in the higher level position.

Communication Challenges in the Aging Services Industry

While organizations in many other fields face this issue as well, few do so in such an emotionally charged environment. The combination of this environment and the lack of formal management skills training can—sadly—result in the team member being frustrated, overwhelmed and unhappy. That presents a quandary: do you promote your best people, knowing they may not be equipped for the new role, or do you leave them where they are? Honestly, neither option is ideal and both can lead to unhappiness for both management and the team member.

But there is an answer—management needs to invest in their people and help them extend their skill set through formal training programs. Some of these programs should be very specific to the roles and mission of the organization. But others can be broad enough to benefit every eldercare services provider looking to advance into positions with greater authority and more responsibility. Just one of these key skills sets is communications.

There are several challenges eldercare services providers face in communicating with senior management, team members, clients and clients’ families. First, as I mentioned earlier, we work in an emotionally charged environment. Not to generalize, but many of us in the aging services field view our roles as a mission for which we have extreme passion. It’s not just a job, it’s a calling. The downside is that our environment makes it harder to communicate properly, and really requires much more thoughtful communications. So how we communicate is extremely important.

The second challenge in eldercare communications today is what we use to communicate. New technology seems to pop up weekly, giving us many options to communicate. But just because a tool is at our fingertips does not mean it’s the best tool for the job. A quick text or instant message may seem the most expedient way to communicate, but it may not be the best way. Not every idea can be truncated. And, unfortunately, technology removes most of the emotion from the conversation. In some cases this is useful, but in others it’s extremely important that our passion—and compassion—come through in our communications. Today’s eldercare service providers need to understand how technology meshes with our missions and commitments to service levels.

Lastly, the newly promoted eldercare service provider needs to understand how to communicate with team members who they now supervise, new managers, leaders of other departments, and more. When one has spent a career in a certain role, communicating with peers, clients and clients’ families becomes easy. When one’s role changes, the dynamics of how, why, and when to communicate with others also changes.

The last thing any strategic eldercare management organization wants to do is promote their best performers, but inadvertently set them up for failure. Instead, arm those stars in your organization with the skills to not just succeed, but to thrive. E.L.D.E.R. offers a number of courses that bridge this gap, and can help teach the managers in the eldercare services industry the necessary communication skills to become more effective.

Julian Rich is the former CEO of Penacook Place, a not-for-profit skilled nursing facility in Haverhill, Mass, and served in that role for more than 16 years. He has been a member of the American College of Health Care Administrators for over 30 years and is a member of the Fall 2014 E.L.D.E.R. Lasell College Faculty. He teaches the Effective Communication: Your Controllable Success Factor course.

Julian Rich
Former CEO Penacook Place, Julian Rich

Filed Under: Communication, Empowering Team Members Tagged With: aging services industry, communication challenges, E.L.D.E.R., effective communication, Julian RIch

Eldercare Management Requires Strategic Thinking at all Levels

June 4, 2014

An Interview with Kevin Burke

The eldercare industry is going through enormous changes. Over the next ten years the industry will continue to see new business models emerge, new approaches to reimbursements, and an increased demand for new services. The only way for organizations that work with the aging population to thrive in this challenging environment is for them to cultivate the very best talent in their organizations by investing in their people at all levels of the organization and fostering their ability to think and act strategically. Just a small investment in the right people can deliver profound benefits to the organization.

Aging Services Management Approach Requires a Culture Shift

What I am suggesting, investing at all levels in the organization, is a relatively innovative concept, and one that will require a large culture shift for many organizations. Traditionally, organizations of all types and sizes – not just those in the aging services industry – often take a top down approach to leadership. The adage is that “the leaders often have all the answers.” I have found the exact opposite: when I, and my Management Team, face a vexing problem, we take it to our team. Most often the best solution comes from a team member who is closer to the problem, or has a different outlook on things, or – quite frankly – is not constrained by traditional “management thinking.” Here are three reasons I think eldercare organizations need to invest in their people at all levels of the organization:

1. It fosters greater team member engagement. Many of those working in the eldercare field have fairly “siloed” tasks – providing nursing care, developing wellness programs, overseeing patient administration. This naturally results in a very narrow view of the organization – it is often limited to that discrete role. But by investing in team members – particularly teaching them to think strategically – they begin to see the organization as a whole. Overall we see this has having a positive impact on the services provided to both elders and their loved ones.

2. It results in greater retention of talent. Organizations in all industries are beginning to face a serious skills shortage. This will be exacerbated as the Baby Boomer generation retires and the workforce shrinks. Finding talent in the aging services industry will become both a larger line item and an opportunity to differentiate services at the point of care. When eldercare organizations invest more in their team members, the members have greater ties and loyalty to the organization. And, frankly, they often see more opportunities within the organization than outside. A small investment today will result in lower recruitment costs and higher levels of employee satisfaction.

3. It gets team members more aligned with the mission and strategic goals of the organization. Consumers are seeing – and will continue to see – more and more options in the eldercare industry. The growing number of options of care means more competition in the industry. Organizations that grow and thrive will be those that offer a unique approach to care and services, and one that is not found everywhere. The ability to differentiate themselves will extend far beyond the “boilerplate” copy on an organization’s website; the differentiation will go deep into organizations, all the way down to the individual care provider level. In this new world, it’s very important to have team members understanding and “living” the values and goals of the organization. As we navigate the changing world of eldercare best practices, organizations will find it is imperative to invest in the people in their organizations. It’s not just a “nice-to-have.” It’s time for you to think about how your organization is investing in its people and the eldercare leadership training you need now, and that will enable you to change your future.

Kevin Burke is president & CEO of North Hill, a leader in senior living services, and a member of the Fall 2014 E.L.D.E.R. Lasell College Faculty.  He teaches the Foundations of Strategic Thinking 1 course.

CEO & President Kevin Burke
CEO & President Kevin Burke

Filed Under: Empowering Team Members Tagged With: Aging Services Management, E.L.D.E.R., eldercare management, Kevin Burke

How to change the work world in Eldercare?

May 6, 2014

Empower the managers!

That’s what you told us.

We owe thanks to many organizations and individuals who gave us advice about the management challenges, educational needs, and priorities of the Eldercare provider community. Thank you LeadingAge Massachusetts, MassALFA, Home Care Aide Council, Mass Senior Care, Avalere, PointRight, Genesis, BU Lowy-GEM and CADER, UMB Gerontology, Accentcare, Harvard Pilgrim, North Hill, Rogerson Communities, Simmons Health Care Management, North Shore Elder Services, Bay Path Elder Services, Genesis Health Care, Carleton-Willard, SeniorLink, Newton Council on Aging, Stonehill College HC Administration, Mass eHealth Institute, Brookdale Senior Living, Sunrise Senior Living, Lasell College and Village board members, Lasell Eldercare Management MSM and Certificate alumni, and employees from many perspectives in senior care organizations.

You Empowered us with your Insight. Now we’d like to return the favor.

You said: When you hire, you want experience: this is a complex field with heavy demands on its managers. Some technical credentials matter for hiring, but mostly you look for experience. Your own organizations serve as a “university.”

Your said: Nonetheless, you have serious management challenges and need to develop supervisory and management staff. How to keep your stars? How to develop your emerging leaders who may have specialized backgrounds, little management education or development and yet have risen to serious supervisory, managerial  and leadership roles? One of you said, “I have seen allied health staff act like leaders on the front lines. How can I get them to lead at work?”

We said: “What know what works: experiential learning. We need the right management learning, co-taught by experts in your field, to be are widely accessible.”

Most of you admit that despite in-house training programs and great offerings by associations, due to the “regulatory” nature of the profession and new system introductions, there is precious little time ever spent getting ahead of predictable management and leadership development needs. Some of you said that you don’t have great answers for staff who ask, “What should I do to develop my skills and get ready to lead?” The associations’ offerings are impressive and responsive but are not a management curriculum. The LeadingAge Leadership Academies are fabulous. The Boot Camps are excellent. We want to provide management  skills in a course-based method that is accessible and affordable. As one association said, “let us teach the lastest regs and specialized material, you teach management.”

We’re saying:

Here we are. We will work with you to deliver management education. In small chunks. To Empower your team as they need it.

Check out our Stepping Forward Into Leadership, co-taught by Francesca Ricci in one section, and by Steven Ellsweig in another, 3 sessions, helping your emerging leaders find their voice in the context of the organization’s goals

Check out our Foundations of Strategic Thinking Course, 4 sessions, taught by Kevin Burke, helping your emerging leaders look outside of the organization to the bigger picture of competing in a collaborative profession

More to come.

Filed Under: Empowering Team Members Tagged With: E.L.D.E.R., eldercare, experiential learning, strategic thinking

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