Communications & Change
“Something significant is about to be announced and the way you say it will matter as much as the decision itself.”
What people usually say
In senior living, communication is not a support function. Residents live inside the organization. Employees often live nearby. A message that lands badly does not just cost goodwill, it costs occupancy, staffing, and sometimes the decision itself.
I have run communications through acquisitions, a business model conversion, a pandemic, and a wildfire evacuation of a thousand residents.
Where this applies
Transactions. Affiliations, acquisitions, and partnership announcements, including resident, family, employee, and community sequencing. I owned all resident and employee communications through the acquisition and integration of a multi-community system.
Business model change. When contracts, fees, or the resident agreement itself are changing, the communication plan is part of the regulatory and adoption strategy, not an afterthought.
Leadership transitions. What gets said, by whom, and in what order, when an executive leaves.
Crisis and emergency. Plans built before you need them, and hands-on help when you already do. I directed company-wide crisis communications during COVID-19 and led emergency response messaging during a wildfire evacuation.
What you get
A communications strategy with audience sequencing, core messages, prepared materials, spokesperson preparation, and a plan for the questions you would rather not be asked. Scoped to the event, from two weeks to several months.
Is this the right fit?
The fastest way to find out is a short conversation. No deck, no discovery fee. Send a note or email eric@ericmineart.com.