Q&A with Dr. Malinda Shultice

The right candidate is teachable and open to change. Growth comes with discomfort, so they need to be willing to step outside their comfort zone. Most importantly, they have to want the change for themselves. If someone is willing and open, that is all I need to help them succeed. Learn more about Dr. Malinda Shultice and what her program offers.

Q:  Malinda, you’ve worked inside senior living and now advise organizations at a high level. What did you see in operations that made you focus on leadership development? 

A: After a decade in senior living as an executive director, I saw the same challenges across every organization I worked with. The biggest gap was the limited preparation leaders received in managing the human side of the work. There was often an assumption that people already had these skills, or the urgency of day-to-day operations left little time for development. I wanted to focus on the growth that often gets overlooked due to time and resource constraints. 

Q:  You focus heavily on communication and self-awareness. Why are those the starting points instead of strategy or process? 

A: Everyone communicates differently and operates with varying levels of self-awareness. I focus on meeting people where they are rather than applying a standardized strategy or process. My approach is individualized, based on who the person is and who they want to become. I look at the whole person instead of forcing them into a framework that may not align with their goals. 

Q:  Operators are under constant pressure. Staffing, acuity, regulatory risk. Why should leadership training be prioritized in that environment? 

A:  Senior living is highly relational. We meet people at some of the most vulnerable times in their lives, often with limited resources. Leaders are constantly asked to do more with less. When operators question the value of leadership training, I emphasize that when soft skills are prioritized and leaders know how to shape culture, those improvements show up in operations. Communities see reduced turnover, higher morale, and better resident outcomes. Equipping leaders with these tools is essential for long-term success. 

Q:  Your leadership toolkit is designed for anyone in a position of influence, not just executives. Why is that important? 

A: Some of the most influential leaders don’t hold executive titles. They are the ones quietly shaping culture from within their teams. My toolkit is designed for anyone committed to growth and contributing to a healthier workplace culture. The only requirement is a willingness to grow and do the work.

Q:  How do your trainings address turnover and disengagement, which are two of the biggest challenges in healthcare today? 

A:  My trainings offer sustainable and practical ways to help individuals become more effective leaders within their sphere of influence. By prioritizing skills like compassion, empathy, and curiosity, the underlying causes of turnover and disengagement begin to improve. When leaders address root issues and take consistent action, culture shifts. At the same time, individuals grow both personally and professionally. 

Q:  What does a win look like for a team coming out of one of your sessions? What should they be doing differently immediately? 

A:  A win is when someone who was considering leaving decides to stay, or when a team member feels genuinely heard for the first time. Because much of my work focuses on communication and culture, teams begin making small but meaningful behavioral changes right away. The concepts are immediately applicable for anyone willing to put in consistent effort. 

Q:  If an operator is looking at their team today, who is the ideal person to nominate for this scholarship? 

A:  This is ideal for someone who wants to grow within the organization, someone who may feel directionless, disengaged, or unsure of their next step. It is also a great fit for individuals with strong potential who just need guidance to move forward. 

Q:  For operators evaluating whether to nominate a leader, what makes someone the right fit for this opportunity? 

A:  The right candidate is teachable and open to change. Growth comes with discomfort, so they need to be willing to step outside their comfort zone. Most importantly, they have to want the change for themselves. If someone is willing and open, that is all I need to help them succeed.