For decades, hiring decisions in senior living communities were made by boards and executive teams, often with little to no involvement from residents. That model is no longer the norm. As the senior population evolves, so too does their role in shaping the communities they live in – including who leads them.
“My grandparents’ generation had almost a blind faith in professionals; that generation didn’t question as much,” says Jeff Harris, CEO of Jeff Harris and Associates.
But baby boomers, who make up most senior living occupancy today, are far more discerning. “They question everything and they want to have input on everything,” Harris says.
He says this is especially true in higher-end communities, where residents make significant investments just to walk through the door.
“If you’re paying several million dollars to get into a retirement community, chances are you were pretty good at whatever it was you did for a living and you’re used to having a say. As a result, [this generation has] taken on much more of a leading role in having opinions about what goes on in these communities.”
The pros and pitfalls of resident involvement
Giving residents a voice in leadership recruitment comes with clear advantages. According to Harris, when residents are involved in the process, they feel a sense of ownership over the outcome, making them more likely to support a new leader and contribute to their success.
“No one can derail an Executive Director’s success more than dissatisfied residents, so it’s really a mistake to continue the old status quo of ignoring them when you’re doing transition leadership,” he says. “When they have ownership of the selection, they’re much more likely to support the person who’s selected and go the extra mile to make sure that they’re successful.”
That said, Harris cautions against giving residents free rein, which could slow down or derail the placement process.
“If you’re working with a third-party search firm, it’s really important that you work with one that understands residents’ role, understands how to value their input and opinions without letting them run the show.”
A collaborative, guided approach
The key, Harris notes, is balance. Residents should be invited to participate in early-stage discovery: defining the ideal candidate, surfacing concerns about outgoing leadership, and articulating community values. They may also sit on interview panels or weigh in on finalist candidates.
“They’re sometimes the best ones to tell you where there are deficits in current leadership or outgoing leadership that they would like to see addressed,” Harris says.
But from there, experienced search professionals should steer the process – crafting strategy, conducting outreach, screening applicants, and presenting top contenders for final input.
What this means for senior living organizations
As resident involvement becomes more common, senior living organizations must adapt their hiring practices accordingly:
- Establish clear roles – Define what level of involvement residents will have in the search process.
- Engage early – Include residents in the initial fact-finding stages to better understand community needs.
- Provide structure – Use a third-party search partner that can manage input while maintaining forward momentum.
- Encourage buy-in – Recognize that participation leads to stronger alignment and leadership support.
The populations taking residence in senior living communities today are very different than they were 30 years ago. They’re informed, vocal, and used to having a seat at the table. If you ignore that, you risk hiring misalignment.
As the role of residents continues to evolve, the most successful communities will be those that listen, collaborate, and lead with intention.