Imagine this: A manager decides to introduce a new wellness program in a life plan community or active living center. It promises to improve resident/member engagement and satisfaction and seems a great idea—but the manager bases the program on outdated assumptions about what people want and need. Decisions based on limited, incomplete or, worse, incorrect information can lead to unintended, often consequential, outcomes. Programming does not connect with residents/members. Staff are not adequately trained to deliver the program. And spaces and environments do not align with the activities planned. The result? A well-intentioned initiative fails to meet its goals, leaving everyone frustrated.

An uninformed decision is costly in other ways. Return on investment (ROI) becomes elusive when a decision on key performance indicators (KPIs) is made without conducting the proper research.

In contrast, informed decisions contribute to fostering a community or center that’s relevant, vibrant and thriving. Organizations may monitor and manage their programs and services with a previously unattainable precision. And, when a manager chooses the right tools and employs personnel with the expertise to leverage available data, the results can be transformative.

The power of relevance

More than just preventing failure, informed decisions create the conditions for success. They lead to the kind of programming that challenges residents/members—their capacities and capabilities—and improve their quality of life. Research informs marketing strategies, enabling organizations to position themselves uniquely in a crowded marketplace. By understanding the latest trends and how to communicate effectively with potential residents/members, organizations can see a greater return on their marketing investments.

Consider, for example, how research might inform a sales team, equipping them with the insights needed to inspire and motivate potential residents/members. This approach doesn’t just sell a product or service; it sells a vision of how rich life can be for someone who chooses to live in that community or join that center. It resonates with prospects on a deeper level, aligning with their desires to lead purposeful, meaningful lives.

So, the question we must ask ourselves is not simply how are we using research to inform our decisions, but also how often are we failing to do so? And what are those uninformed decisions really costing us?

The issue of competence

Here’s an uncomfortable truth that many of us prefer to avoid: Being un-informed—or worse, ill-informed—leads to incompetence. 

An almost endless amount of research is available today about adults aged 50 and older—a demographic that now includes four generations. A journey to learn about and understand our customers through research can become the heart of our organizational success.

It’s tempting to think we can learn what we need to know about the consumer in 150 characters or by scanning a social media feed. The reality is far more complex. To better understand our audience, we need to develop a deep knowledge base by engaging with journals, research and trends reports, case studies, industry insights, white papers, and other means of thought leadership in active aging. 

For example, this issue of the Journal on Active Aging® explores research by visionary thought leader Ken Dychtwald, PhD, and his Age Wave team that challenges conventional marketing wisdom (see pages 58–68 for my interview with Dr. Dychtwald). This research reveals something counterintuitive but powerful: While society spends enormous resources marketing youth and beauty, most older adults are more interested in being useful.

This insight flips traditional marketing on its head. Instead of trying to sell the idea of turning back the clock, the real opportunity lies in tapping into people’s desire for purpose and utility.

The influence of research

Think about the potential of Dr. Dychtwald’s finding to reshape our marketing strategies, influence the way we craft programs, and inform how we engage with our residents/members. The power of research goes beyond its conclusions to its ability to motivate and inform decisions. 

So, the next time you receive a journal or research newsletter—or scour the internet for insights—reflect on how you will use that information. What investments will be required in terms of dollars, staffing, time and space? By translating and applying research, you can make decisions that transform your spaces, your programs and your entire organization, creating an environment where everyone can thrive.

Author

Colin Milner, CEO

International Council on Active Aging®