This text is sponsored by Sequoia Residing. On this Voices interview, Senior Housing Information sits down with Sara McVey, President & CEO of Sequoia Residing, to speak concerning the Sequoia Residing Tradition Initiative and the impact of strategic tradition work in each side of senior residing communities. She additionally discusses Sequoia’s method to job satisfaction, retention, and hiring in in the present day’s advanced staffing atmosphere, together with the direct influence of improved staffing on resident satisfaction and expertise.
Senior Housing Information: What’s your background, and the way does it play into your function in the present day?
Sara McVey: My first job was at Dairy Queen in Shawano, Wisconsin at 15. It was my first publicity to being in an awesome tradition though I didn’t realize it on the time. It was owned by a household and so they handled us like we mattered and we had a whole lot of accountability at a younger age.
Enterprise Hire-A-Automobile was my first 9 to five job and I recall an impactful second when my boss Doug launched himself to my Mother as my coworker versus my boss–highlighting the significance of flattening hierarchies.
I entered the senior residing business with Basic Residence by Hyatt in Chicago. I took a whimsical detour and labored in Scotland at Skibo Fortress for a 12 months, then moved to Mather in Illinois the place I realized an amazing quantity and had a number of management roles together with being an Govt Director and opening a brand new group.
I then moved right into a CEO function at Horizon Home in Seattle and now at Sequoia Residing in San Francisco.
Each profession transfer was guided by a need to be taught and develop and do it with among the finest and brightest in our business.
Many organizations take a look at firm tradition as one thing to maintain the lots glad between annual critiques. What do you see as tradition’s influence on a corporation?
There are a number of key influence areas. At first, tradition has to grow to be a strategic precedence. It has to seep into each a part of what you do and the way you do it.
I additionally don’t actually imagine within the thought of tradition change. Individuals say, “We’re going to vary the tradition,” however I don’t assume that’s the way it works. Tradition is one thing you domesticate. It’s about understanding who you might be as a corporation—nearly like a character check. What do individuals say about us after we’re not within the room? How will we present up within the business? As soon as you work that out, individuals know the right way to present up, step up, and rise to the event. Each group has a number of cultures inside it, so relatively than making an attempt to vary it, the aim must be to domesticate one of the best of who we already are.
That leads into the second influence space: having a mantra or campaign that folks can rally round. For us, it’s “By no means Cease Rising”. It’s easy, it’s memorable, and it carries a singular that means for Sequoia Residing. Sequoias are among the most resilient bushes, residing as much as 3,000 years. Their bark is so robust it may well stand up to wildfires—in actual fact, they want fireplace to develop stronger. They usually by no means cease rising. Their roots don’t go significantly deep, however they unfold vast, connecting to every part round them. That resonated with us in the way in which we take into consideration our communities, our group, and our work. We didn’t simply say By no means Cease Rising—we grew to become it. That doesn’t all the time occur, and I didn’t foresee it on the time, however now it’s one thing I really love.
By no means Cease Rising isn’t about getting larger—it’s about getting higher. It’s about having a wholesome dissatisfaction with the established order and continually asking how in the present day might be higher than yesterday.
It additionally ties into the concept of incremental innovation. A whole lot of organizations discuss innovation, however few actually outline what it means in a sensible sense. By no means Cease Rising invitations individuals to query long-standing norms. You don’t need to overhaul every part directly, however you’ll be able to snack on sacred cows—make small, significant enhancements relatively than feeling like every part must be a radical transformation. It’s about making the fundamentals sensible.
The third influence space is readability round hiring, promotions, and accountability. Angle isn’t simply necessary—it’s obligatory. If you wish to domesticate a powerful tradition, you must be intentional about who you herald, who you promote, and typically, who wants to maneuver on. That doesn’t imply being harsh; it means being sincere, form, and direct about expectations. Organizations solely get higher when the individuals in them get higher.
There’s one thing known as the Bernard Dilemma, which is written about in corporations like Netflix and Apple. Bernard is the man with nice technical expertise, a powerful performer on paper, and perhaps even charming to prospects—however behind the scenes, he’s damaging, has an us vs. them mentality, and drags the group down. Netflix has a saying: No sensible jerks. The associated fee is just too excessive.
Senior residing is stuffed with good individuals, which is a superb factor. However in some instances, that niceness can get in the way in which of holding individuals accountable. Our tradition survey even pointed this out—individuals love how good and supportive the group is, however typically meaning we let issues slide.
The ultimate influence space is our board. As we leaned into By no means Cease Rising, they requested, What ought to we be doing to be a part of this? Final 12 months, they employed a guide to assist them rethink every part—committee constructions, insurance policies, board member recruitment, orientation, officer elections. Nothing was off-limits.
It was wonderful to see a long-standing, well-respected board be the primary to lift their palms and say, “We wish to be a part of this.” I didn’t anticipate that end result, however it’s one of many many issues I’m most pleased with on this course of.
Sequoia Residing has had a really intense concentrate on firm tradition since mid-2023. What did your tradition seem like while you began versus the place it’s in the present day?
Once I began, there have been three main issues occurring. First, there had been an affiliation try with one other group that spanned two years however finally didn’t get throughout the end line. Second, our group had simply modified its title from NCPHS to Sequoia Residing. And third, there was a giant management transition—I had simply are available in as the brand new CEO. Then, 5 months later, COVID hit.
There was rather a lot happening, however one constant theme stood out: Sequoia Residing had all the time been about celebrating and supporting its employees. Scholarships, awards, years of service recognition—these had been already deeply embedded within the group’s tradition. It simply hadn’t been formally named or framed as a key pillar. However that form of dedication to employees has all the time been, and continues to be, a trademark of why Sequoia Residing is such a powerful group.
That mentioned, I in all probability got here on somewhat robust at first—pushing for a wholesome dissatisfaction with the established order and advocating change. I didn’t need us to only white-knuckle previous methods of doing issues. I bear in mind our chief individuals officer, who’s now one in every of my closest confidants, pulled me apart and mentioned, “Sara, you have to take time to actually honor all that got here earlier than you.” That was a game-changer for me. It’s one factor to push for enchancment, however it’s simply as necessary to respect the historical past of a corporation—particularly one which’s been round for 60 years and shall be round lengthy after me.
Group member longevity is a significant component in senior residing. On one hand, it may be a problem when making an attempt to ascertain new norms. However on the opposite, it’s an enormous asset if you know the way to harness it. I’ve come to take a look at longevity and loyalty as two distinct issues. Longevity is when somebody has been within the group for 20 years, involves work on daily basis, is aware of their job, and does it nicely. Loyalty is when somebody has been there simply as lengthy, is aware of their job, but in addition acknowledges and accepts that issues change. Most organizations have each sorts of individuals, and each carry worth. The bottom line is figuring out what you might have so you’ll be able to carry everybody alongside in the best means. Longevity generally is a secret sauce—you simply need to be intentional about how you utilize it. It’s just like the concept of a set mindset versus a development mindset. There are positives to each.
Once I arrived, Sequoia Residing was already in a powerful place. And I’d say we got here out of COVID even higher. I feel, in some ways, all of us did.
Sequoia’s tradition efforts have been very grassroots with cross-functional groups for every location and repair space, driving the majority of the initiative. How has that helped drive success?
The Tradition Golf equipment have been a sport changer. These are teams of group members at every location, together with our company workplace, who’re calling the pictures. They know what’s going to land and resonate with their group members, and coming from environments with a whole lot of top-down management, I needed to let go of that intuition. My advertising and marketing background made me wish to roll out initiatives in a structured means, however I needed to step again and tackle extra of a cheerleader function, letting them inform me what would work. Then my job was to help them and say, “Sure, I really like that. Let’s do it.”
One other large shift was ensuring we weren’t simply asking for enter after which ignoring it. I name it being an “ask gap”—asking for concepts after which continuing to reframe, restate, or disregard them totally. Final 12 months, we held over 60 listening teams, and we’re doing the identical this 12 months. We ask easy however necessary questions: What’s working? What’s not working? What would make this a good higher place to work? What would carry you extra pleasure? Then we take that perception again to the Tradition Golf equipment and say, “Okay, what are the highest two or three issues we will act on?”
One of many largest requests that got here out of this was a price range. Tradition Membership members mentioned, “We already do worker recognition at our areas—simply give us some cash to work with, belief us to make use of it nicely, and don’t make us ask for approval each time.” That was a giant shift for us, however an necessary one.
One other main change was how we approached our core values. As a substitute of being determined on the board or management degree, we rolled the method out to each employees member. We had 91% participation, which is unparalleled. It was three easy however highly effective questions: What high 10 values align together with your private values? What high 10 values finest signify our present office tradition? What high 10 values do you want had been alive and nicely within the group?
We labored with Drive, who ran the responses by means of their system and got here again with our high three values: accountability, caring, and teamwork. My first response was, “Okay, let’s work out what that basically means.” As a result of it means one thing totally different for each division, each location, and each particular person. That’s the place the Tradition Golf equipment play a key function. As a substitute of management saying, “Accountability means X throughout the board,” the Tradition Golf equipment assist outline what it appears to be like like in numerous roles. On the dwelling workplace, it would imply turning your digicam on throughout a Groups name. For the housekeeping division, it would imply one thing totally totally different.
That was a giant shift for me. As CEO, you must mild the way in which. Some say you must prepared the ground, which is true, however you additionally want management coming from each chair within the group. My very own private values formed how I approached this course of. Initially, I used to be envisioning actually distinctive phrases for our values, however ultimately, what issues most is utilizing the language that the individuals closest to our mission really feel is most necessary. That’s one thing I can totally stand behind.
Values might evolve over time, however now we’ve one thing individuals truly bear in mind. Earlier than, we had 5 values, however nobody might title them. Now, we’ve a three-word mantra—By no means Cease Rising—and three core values—accountability, caring, teamwork. They usually simply occur to spell ACT. When the universe is in your aspect, issues simply begin to fall into place. Now, individuals bear in mind the values, the mantra, and even the mission.
After all, none of this occurred with out a whole lot of arduous work. Tradition work is sluggish. Individuals typically attempt to push it into HR’s palms, and we nonetheless need to push again on that. The chief administrators and division heads have to be totally engaged. This isn’t further work—it’s how we do our work. Serving to individuals see this as an honorable, purposeful method relatively than a burden has been key.
And does it ever finish? Clearly not.
What’s Sequoia’s Tradition Values Evaluation? How has the group’s efficiency shifted based mostly on this evaluation standards?
The Tradition Values Evaluation consists of three key questions. It’s a survey despatched to all employees, designed in partnership with Drive, a corporation led by Denise Boudreau. She’s a real tradition crusader—somebody who wholeheartedly believes in what she teaches.
Wanting again, 2024 was our greatest 12 months in 5 years. My focus that 12 months was utterly totally different from earlier years, and I do know it’s due to the tradition path we’re on. It shifted my power towards one thing a lot broader. You all the time hear individuals say, “Tradition is every part. If you happen to get the tradition proper, it drives the financials.” I’ve seen that firsthand. 2024 was an unbelievable 12 months from a mission perspective, from a resident and group member perspective, and from a monetary perspective.
There are a number of key issues I’ve realized about making tradition stick. First, you must maintain it easy. Three values or much less. Your mantra must be brief sufficient to suit on a T-shirt or a bumper sticker. And you must be daring—use robust, highly effective phrases. If you happen to play it too protected, you lose individuals. You don’t need to be provocative, however no matter you create has to match the power and soul of your group. That takes time, however while you get it proper, it clicks.
One other key piece is recognizing excellence. We now have over 700 employees members, and if somebody receives an ‘exceeds expectations’ ranking on a efficiency evaluate, I wish to know who they’re. I wish to meet them. Nothing would make me happier than if each single individual on our group genuinely earned that ranking. Not as a result of it was handed out to keep away from a tricky dialog, however as a result of they honestly embodied what it means to excel. The aim is to extend the variety of individuals in that class in an genuine means—understanding what drives them, supporting them, and serving to them proceed to develop. You may’t have a powerful group with out robust individuals.
We additionally refined our efficiency evaluate course of by including a key query: What have you ever realized, and the way do you wish to develop? At Sequoia Residing, we must always all the time have a solution. If we’re actually residing our tradition of By no means Cease Rising, it begins with us. Am I studying new issues? Am I enhancing? Am I bringing extra pleasure to residents and individuals? Am I growing myself? These are the questions I would like everybody to be asking and answering.
I’ve mentioned this earlier than, but when Sequoia Residing earns a popularity as a spot the place you must work arduous, push your self, and attain for what’s subsequent—I’m okay with that. I additionally need us to be generally known as a spot the place individuals really feel valued, supported, and have extra stomach laughs than stomach aches. I’m okay with being generally known as the group that doesn’t accept the established order.
One other main shift has been proudly owning our shortcomings whereas strengthening our superpowers. A technique we’ve achieved that’s by means of 360 critiques for 55 members of our management group. However as an alternative of creating it a high-stakes course of, we flipped the method. We paid for 4 teaching classes for every individual, and so they’re the one ones who see their outcomes. I don’t see them. Their supervisor doesn’t see them. Solely they and their coach do.
We did this as a result of 360 critiques can typically really feel like a menace—individuals fear about what’s being mentioned and who will learn it. I needed to take away that concern totally. This course of isn’t about me or their supervisor; it’s about them. In the event that they take what they be taught and use it to develop, I’ll see that. In the event that they don’t, I’ll see that too. The selection is theirs. Simply because somebody says one thing about you doesn’t imply it’s true—however there’s all the time knowledge to be discovered within the suggestions.
Proper now, we’re in the course of that course of, and I feel it’s already making an actual influence.
Is tradition work actually ever achieved?
Fortunately, no—it’s by no means achieved. Even after we assume we’ve constructed one thing strong, the world shifts. We’ve seen that firsthand over the previous few years, particularly by means of the pandemic. The beauty of tradition work is that it thrives within the unfinished. You simply have to remain curious—Is that this nonetheless working? Is that this nonetheless resonating with individuals?
You don’t wish to continually change the mantra or values, however you do must maintain your ear to the bottom. Does it nonetheless carry the identical power? Proper now, I feel we’ve a protracted runway earlier than we have to rethink something, however we’re going to maintain operating listening teams, checking in with the Tradition Committees, and ensuring the momentum stays robust.
So no, it’s by no means achieved. And that’s a great factor.
End this sentence: “Within the senior residing business, 2025 shall be reshaped by…”
…brave discomfort.
Our business has a well-defined form—one which has served us nicely for many years. However it’s time to reshape it. That takes guts. It takes emotional labor.
I do know so many CEOs on this business who’ve precisely what it takes, and I’m enthusiastic about the place we’re headed. We’re all trying to harness our collective genius to push issues ahead, however it additionally takes humility to acknowledge that whereas what we’ve is nice, it may well and should be higher.
Final evening, at a resident occasion, somebody got here as much as me and mentioned, “The longer term is all the time current. It’s simply actually arduous to see.” That caught with me. As a result of that’s precisely what we’re working towards—reshaping the long run, even when we will’t totally see it but.
Editor’s word: This text has been edited for size and readability.
Sequoia Residing is a 501(c)3 non-profit devoted to selling wholesome and joyful ageing for seniors all through the San Francisco Bay Space. Between our Life Plan Communities, Reasonably priced Senior Communities, the San Francisco Senior Middle and our Neighborhood Service applications resembling Empowering Kids Bay Space, we concentrate on inspiring vitality, development, and group. To be taught extra go to SequoiaLiving.org.
The Voices Sequence is a sponsored content material program that includes main executives discussing developments, matters and extra shaping their business in a question-and-answer format. For extra info on Voices, please contact [email protected].
