By Marlana Dant and Krystal Scharon
As senior living organizations continue to navigate persistent staffing shortages and retention challenges, one thing is clear: the workforce has fundamentally changed. In a recent conversation with Cara Silletto, MBA, CSP, Founder and Chief Retention Officer of Magnet Culture and author of Staying Power: Why Your Employees Leave and How to Keep Them Longer, we discussed what leaders must understand about today’s employees and why legacy leadership approaches are no longer enough.
Silletto, who has advised thousands of leaders across industries on retention strategy and workplace culture, shared candid insights on how generational shifts and changing expectations are reshaping the employer employee relationship, especially in senior living.
The Workforce Has Changed
According to Silletto, the biggest mistake leaders can make is assuming today’s workforce operates with the same priorities as previous generations.
“Historically, employees were expected to put their job above nearly everything else,” she explained. “Work came first. Authority wasn’t questioned. Loyalty was assumed.”
That dynamic has shifted. Today's employees want mutual respect, a sustainable workload, well-trained leaders, and reasonable flexibility. Loyalty is no longer automatic — it’s earned. And workers increasingly expect employers to adapt to their needs, not the other way around.
In senior living, where staffing pressures are already acute, this cultural shift magnifies existing retention challenges. Organizations that continue leading outdated assumptions may struggle to engage and keep their teams.
Why Traditional Leadership Models Fall Short
Silletto emphasized that many leadership styles that were effective in the 20th century, particularly command and control approaches, no longer resonate.
“Leaders can’t rely on hierarchy alone,” she noted. “Employees want to feel heard, valued, and understood.”
This doesn’t mean lowering standards or eliminating accountability. Instead, it requires reframing leadership around connection, communication, and clarity of purpose. Accountability in today’s workplace is strengthened through trust and partnership, not simply enforced through authority.
Retention Is Rooted in Culture, Not Just Compensation
While competitive pay remains important, Silletto stressed that compensation alone won’t solve turnover challenges.
“People stay where they feel they belong,” she said. “They stay where their work has meaning.”
For senior living organizations, this presents both a challenge and an opportunity. Leaders who intentionally cultivate cultures of recognition, inclusion, and growth are more likely to retain talent in a competitive labor market.
Visible career pathways, consistent feedback, and leaders who listen proactively all contribute to creating an environment where employees choose to stay.
Leading Forward
As our conversation concluded, one theme stood out: the workforce is not broken; it has evolved.
For senior living leaders, the path forward requires:
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Reexamining long-held assumptions about loyalty and motivation
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Investing in leadership development aligned with modern expectations
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Building cultures where employees feel respected, supported, and engaged
Organizations willing to adapt their leadership approach will not only improve retention; but they will also build stronger teams capable of delivering the compassionate, high-quality care that defines senior living at its best.