S2 E03: Rooted in Purpose, Driven by People | with Christie Hinrichs
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In this episode, Amanda sits down with Christie Hinrichs, President & CEO of Frasier (Boulder, Colorado) and LeadingAge (national) Board Chair. From her first job at 15 in a rural Nebraska nursing home to leading one of the most prominent life plan communities in the country, Christie's career is a masterclass in persistence, purpose, and servant leadership.
The conversation covers the thirty years she spent growing into nearly every role at Tabitha in Nebraska, what legacy meant when it was time to go, along with the burnout she navigated and finding renewal at Frasier in Boulder. Christie speaks candidly about the workforce challenges she sees at the national level, the tension between technology and human connection, and her deep conviction that a person's ZIP code should never determine their access to care.
Takeaways
The concept of "servant leadership" gets thrown around a lot. Christie is someone who actually lives it — and she breaks down what that looks like when the pressure is real, and the resources are thin.
Legacy is about leaving a place better than you found it and trusting that the mission carries on.
Burnout is real, even for the most seasoned leaders. The antidote is not going it alone.
Technology gives us tools. Compassion gives us meaning. Both matter, and neither replaces the other.
The field acknowledges the access and equity gap of care. Christie pushes further and asks what it will actually take to move the needle.
Leadership is not limited to those with a title.
Christie will be co-presenting the "Closing Keynote | Changemakers in Action: A Conversation on Leadership and Impact" with George Linial, President & CEO of LeadingAge Texas to close out the LeadingAge Texas Annual Conference & Solutions EXPO in Austin this May.
Register now and enter promo code: UPLIFT for a special discount for listeners of this episode!
Special Links & Resources
Frasier — Christie's community in Boulder, CO
LeadingAge — National association of nonprofit aging services providers
"Rebel with a Cause: Christie Hinrichs" — McKnight's Long-Term Care News, James M. Berklan, March 2026
LeadingAge Texas Annual Conference & Solutions EXPO — Register (use promo code: UPLIFT) to attend and see Christie and George Linial close out the 2.5-day event
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This episode is made possible by LeadingAge Texas' Partners: Communities of Faith, RRG, LeadingAge Texas Health Plan, Inc., Value First, and Ziegler.
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Visit upliftaging.org/episodes for show notes and more information about each episode.
Join the movement as we continue to elevate the conversation on aging by visiting upliftaging.org and following us on our socials @upliftaging.
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The Uplift Aging Podcast is a production of LeadingAge Texas.
Transcript (auto-generated)
Amanda (00:03)
This is Uplift Aging, the podcast that's more than a podcast. This is a challenge to embrace growing older, confront negative stereotypes, and better understand what may come with aging. I'm your host, Amanda Wiedenfeld. Together, let's uplift aging.
Amanda (00:28)
Well, welcome back to Uplift Aging. Today's guest is someone who started her career at 15 years old in a nursing home in rural Nebraska and never looked back. She has spent more than three decades in aging services, leading with grit, heart, and a very clear point of view. She is currently the president and CEO of Frasier, a life plan community in Boulder, Colorado. And she just recently stepped into one of the most influential roles in our field, chair of leading age national board of directors.
And we are especially thrilled because we get to welcome her to Texas very soon, but more on that later. Christie Henrichs, welcome to the Uplift Aging Podcast.
Christie Hinrichs (01:05)
Thank you Amanda, I'm thrilled to be here.
Amanda (01:07)
So I want to start at the beginning because I think where you come from shapes how you lead in ways that are worth talking about. So you grew up on a small farm outside of Callaway, Nebraska, is that right? And you learned pretty early that persistence is the only way through. You've been heard saying. So your first paid job was at a local nursing home at 15. It's amazing. This work has clearly been part of the fabric of your life.
Christie Hinrichs (01:18)
I did, yes.
Yes.
Amanda (01:34)
⁓ seemingly for as long as you can remember. what does that kid from rural Nebraska understand about aging services that you think sometimes gets lost in the national conversation?
Christie Hinrichs (01:45)
Yeah, I think, you know, what was so formidable in my young years was that there is still so much value in, you know, the older person and sometimes even they don't see it in themselves. And so one of the greatest gifts we can give is reminding them how important what they still have to offer is to us who come after them. Right. So wisdom.
I mean, it's just one of my core values. It's such a treasure. It's such a gift. And you only gain wisdom by having lived a life full of experiences and hardships and learnings all of those things. I think between me working in the local nursing home, which is, of course, what it was referred to, and just having a family who was so committed.
to being in the lives of older adults who maybe didn't have others in their life. I've only known the value and treasure that older adults are and the gift that they are to others. so I've kind of made it my life's work to help them be reminded of that as well.
Amanda (02:51)
That's really beautiful, Christie. I feel like, you know, being in this field for a while, I've come to know many stories that started out somewhere in your teens, having your first experience being a first, you know, real job, your first paid job, if you will, being in a setting with older adults, and that really changing the trajectory of someone's life from what they may have thought it that it would have been. And it's so interesting, because I feel like some of the
most impactful leaders in our field have sort of found their way like that, or it seems to be, know, of course we've heard the stories of being, you know, significantly impacted by a loved one's experience in aging services or something like that. But I just, love, I love this journey that we get to see as we look back on your career. I think it's, it's fabulous starting at 15. What was your, what was your role at 15?
Christie Hinrichs (03:21)
Mm-hmm.
So I did all the things. I can't remember which came first if I started in the sort of kitchen dietary, as it was called then, or if I started in laundry, but one of those prestigious places for a beginner. so did both and then eventually actually started helping with activities as well, which was very fulfilling and felt like a big promotion. I remember my first 5 cent raise, which ages me tremendously.
so many good memories ⁓ and so many learning opportunities. And I just remember the team members who were there, the leadership and how they embraced me at a young age and really opened their arms to me and made me feel welcome and wanted to teach me and embrace me and inspire me. And they did all of those things. Kind of a funny story that's less about the older adult and more about maybe
Amanda (04:09)
Awesome.
Christie Hinrichs (04:34)
indication of my leadership at a very young age that I didn't quite realize. But I sometimes have called myself rebellious too through the years. And I was thinking about this last night and it just literally makes me laugh. But I remember working in the kitchen. It was a weekend shift. And one of my best friends, he also worked at the nursing home in the kitchen. And I took it upon myself to call him in and assist me in getting the work
done more efficiently and quicker so that he and I could hang out. The thing is, is I had no authorization to do that. And somehow I literally thought it was fine. And so did he. And we did get the work done quicker. But I did get in trouble for that. But like I said, it's like it says so much about me, right, in so many ways.
Amanda (05:17)
It really does. That is, my God, that is fabulous. That is
fabulous. And I love that neither of you questioned it at the time.
Christie Hinrichs (05:24)
No,
absolutely not. We were clearly leaders at a young age and had no idea. And rule breakers maybe. It has given me a basis to work from.
Amanda (05:29)
my god, I love it. Well, and I mean, it served you well. So it's all good. It worked out.
So you went on to earn a master's in organizational leadership, then with a concentration in servant leadership, is that right? From Gonzaga. So I feel like servant leadership, like the term, it feels like a buzz term, that the right buzz word? But two words. So I feel like you are not someone who is content letting a philosophy just live on paper. You seem to be one who embodies those things. So.
Christie Hinrichs (05:44)
I did, yes, yes.
Amanda (06:03)
What does servant leadership actually look like for you or what would you want it to look like for those who may be a little bit influenced on what the term might mean from, say, not Gonzaga University? ⁓ And what does that really look like for you on a hard day when pressure is real, when resources are thin, What does that look like?
Christie Hinrichs (06:16)
Yeah.
Yeah, that's the real test of it, right, is the hard day. So it's easy to say and do, you know, I'm a servant leader on the easy days and what does that look like? know, putting on a smiling face, listening intently, ⁓ you know, following up, just being responsible. But I think servant leadership is about a calling, you know, and so I've done a lot of work through the years on, you know, how I landed and I didn't plan this path and didn't
really imagine this path, but it's in fact been a wonderful path. But I did kind of some deep digging into, know, why all this makes sense for me. And it came to just, you know, this expression of calling. And so, you know, when you feel called, then servant leadership comes more easily and comes more naturally. But one of the fundamental things I think about servant leadership is this thing in your gut that says, do the right thing for the right reason.
always and you'll always get the right outcome. And so like standing firm on that when the times get really tough and then, you know, that servant leadership umbrella says, so I am here to serve not just the customer, the resident or the older adult, but the people I serve with, you know, so the people next to me, the people above me, the people, you know, below me, whatever it is, the people all around me are part of that. And
And so yeah, you have to be a really steady rock when things are unsteady. again, that sort of just getting grounded and do the right thing for the right reason has always, always served me well. And I think that's just part of that being naturally a servant leader where you always have a place to turn to, And so it...
It's easy to get influenced by outside influences. It's easy to get off track. It's easy to get sucked into emotion and all of those things. But when you have those, just those places to ground, it changes all of that and makes making hard decisions a lot easier and feel more right.
Amanda (08:19)
That's fabulous. What does, okay, you mentioned calling, and I know earlier you mentioned one of your core values being wisdom, was that right? How, what is, for someone who has maybe not felt a calling like that, what does that feel like in your body?
Christie Hinrichs (08:26)
Yes.
Yeah, you know, it really
is just knowing you're doing the right work. And so it's it's loving what you do, even on the hardest days. It's it is a feeling of reward, even at the end of a day where you're like, did I actually accomplish anything? But keeping your eye on the prize. And it's also just sort of.
Yeah, what does it feel like? It's just, it's a great feeling. It's feeling like work is not work. Yeah, I think that's probably the easiest to say. It's just like, I show up every day, like I'm the luckiest person on the face of the earth, because I love what I do. You I love who I do it with. I love that we share this passion and this, you know, level of integrity and trust that...
Amanda (09:00)
Mm.
Christie Hinrichs (09:15)
that makes doing the right thing for the right reason really just come natural to me and to those around me. I would say it just doesn't feel like work when you know when you're working in a calling and there are so few of us who really are blessed to have that opportunity. There really are. And, you know, a lot of people want it, but we need we need all the positions filled and not everything is that terribly fulfilling, you know. So how lucky am I?
Amanda (09:38)
That's a fair point and truly I so appreciate that you acknowledge that some of it is luck. And I think there's so much beauty to learn from that. So before Frasier, there was Tabitha Healthcare. And not just for a chapter or two, you started there in 1993 as a social worker, is that right?
Christie Hinrichs (09:51)
Mm-hmm.
I did, I did,
yes.
Amanda (09:57)
And then
you spent nearly 30 years growing into almost every role that was there in the organization. did, you were a hospice administrator, home care administrator, VP of clinical services, COO, and then ultimately president and CEO of Tabitha. That kind of depth in one place is rare. And I feel like it tells us a lot about you. What did that journey build in you that you could not have gotten any other way?
Christie Hinrichs (10:15)
Mm-hmm.
Yeah, first of all, again, just with the same theme, right, how lucky was I? mean, this was an organization that really believed in me and invested in me. And I had no pretense entering into my first real job after college that I would have anything, any experience close to that. And what I have said so often, though, and I...
would meet with every new team member at Habatha and they would want to know how I got to where I got to. And I was like, was just, it was accidental. And what I want you to know is I've never been the smartest person in the room. I've never been the most educated person. And I certainly didn't seek, set out to be a CEO. I don't even remember knowing a CEO in a small town as a ⁓ child.
But I was always curious and Tabitha allowed me to be curious and has supported that curiosity. Now, know, well, that curiosity comes with, you know, be careful what you ask for because then you're given more work, which is in fact what happened to me every time. But, you know, the fact that they listened to me instead, I was young, you know, I was the youngest player on the team. was a new grad and...
Frankly, I just kept thinking when is this all going to come crashing down because I don't deserve any of this. You know, I was promoting quickly and and again never felt like the smartest person wasn't, you know, the most experienced person, but it was just it was such great fertile soil and they allowed me to be a part of that planting and I'll be forever grateful for that and
know, frankly, starting a career in hospice, I wish everyone could do it because that is so formative around your core values, around your beliefs, around, you know, being in the most personal part of someone's life at that end of life journey and having people trust you in a way that, you know, again, how can they even trust you? You're just a young, you know, kid. And, you know, here I am trying to walk along that journey with them. But, yeah.
Having that hospice experience in my early days, I'll forever be grateful that that shaped who I am and how I believe and think and care and see the world with great gratitude, just tremendous gratitude.
Amanda (12:33)
How long were you in hospice specifically?
Christie Hinrichs (12:33)
sure.
So I started as a hospice social worker and was there just briefly and then eventually became the hospice administrator. And so I want to say about 10 years or so in some direct capacity in our hospice program. And got to grow it and see it thrive. And our outcomes were tremendous and our satisfaction was tremendous. So it was very rewarding. It was such rewarding work.
Amanda (13:01)
Sounds like it.
Christie Hinrichs (13:01)
And so
humbling, just so humbling to be with, like I said, with folks at that point in their journey and have them trust you. And gosh, just being surrounded by the most remarkable people. I remember always hearing my nurses be called angels and how do you do this work? And truly, how do you do this work? But it's far more rewarding than it is ⁓ taxing, I would say. ⁓ You have to learn to take good care of yourself and each other for sure.
Amanda (13:25)
Absolutely. So when it came time to leave that nearly 30 year time, what did legacy mean to you as you were leaving?
Christie Hinrichs (13:34)
Yeah, I
wanted to make sure that I'd left Tabitha in a better place than I found it, right? So, you know, we had always served sort of the lower income, those who were really struggling. And, you know, that was such an entrenched part of our mission. And, you know, there would have been no thought of abandoning that. But, you know, as challenging as that was for my financial.
perspective and growing so right as you well are aware with reimbursement challenges and all of that. I knew that we in order to continue to be able to do that we also had to find some sort of financial footing that would be you know a base for us to be able to continue to do those things and so you know a couple of the last projects that I led before I left Habatha were creating a full continuum of care. It was
a rental model life plan community. So not a life plan community, but a rental model with full continuum. And then, ⁓ and then of course creating our intergenerational community, which was, you know, 65 plus living with health sciences students. And that was on our main campus in Lincoln. And so as it turned out, it didn't actually open until after I left, but I followed it closely to know that they're having great success. And so it's, ⁓
it's an honor to see that that vision came to fruition. so the continuum was really a financial play and also to serve in a smaller market. And then the intergenerational was not only to affect loneliness and isolation, which was some of the work that I studied when I was at Gonzaga.
But also it was a middle market play where everyone's still trying to figure out how to meet that middle market demand that there's no real solution for. And so I'm just thrilled that that's thriving there and excited that I got to be a little part of that. So I knew it was time to go, but I didn't really know what was next or what.
what I even wanted to do. I've had a couple of junctures like that in my life, right? What do I want to be when I grow up? And again, this is where I have to be reminded a lot, I'm not really in control of that. And when I try to control that, those are not always the best outcomes. so, trying to let go of control and just see where life took me. And so, my husband and I started talking about what would be next and...
you know, is it staying in this field? Because COVID was hard, you know, and I admittedly suffered burnout like so many of us and was like, I don't know if I want to do this for another however many years I have left. so when the Frasier call came, it was, I would never have imagined saying yes to that because I never imagined leaving and going someplace smaller because I love growing organizations and I, you know, I love big things and
But one of the things they kept saying is this is a very engaged resident group, resident population. And I was like, maybe that's what I need is to get back to the basics of why I ever started this work in the first place and why it has been so rewarding and fulfilling for the years. Because when you look in the eyes of those who you have the opportunity to serve and you hear from them or sense from them that you've made a difference in their lives, then suddenly all the problems of the world melt away.
Amanda (16:47)
It makes me think when you were talking about your, when you were still a teenager and when you made the move to activities and how, your demeanor just changed. Like when you were thinking back, you like popped up with joy
I'm just seeing that come together for you in such different parts of your life. ⁓ how lovely. Well, what do you hope the people at Tabitha, the staff, the residents carry forward from your time there?
Christie Hinrichs (17:04)
Right?
So true.
Yeah, think just the thing that I love most about Tabatha is it was an organization so true to its mission. And so I hope that I instilled in them two things. One, I'm passionate about workforce culture and ⁓ we did a lot of work at Tabatha around workforce culture. so I hope that they feel that and know that and that that can carry on ⁓ even in my absence and is carry on.
And then just this trueness to mission. mission creep happens, mission diversion happens, change happens, and there's so much industry pressure that is causing all of that. But for me, we literally used that mission as a filter to make all of our decisions. So what was put in front of us? Does this make sense in a line with our mission? Here's the challenge.
How does that align with our mission and how do get through it based on that? And so I hope that was instilled so strongly that that would carry on, you know without me and then again, I hope that you know financially, ⁓ know those last minute, you know decisions that the board took great leaps of faith on ⁓ serve them well over the long term and you know, I I it was a bigger than life job in that, you know,
Lincoln, even though we were in 28 counties, Lincoln was our home and where we'd been since 1886, I think. so part of my role was also just being very engaged with the community and doing fundraising and those sorts of things. so I also think, so that role of chief storyteller, right, and chief influencer so that the community continues to rally around Tabitha.
which they did so remarkably during my time there. I would hope that that would continue as well, just because they have such deep belief in the work of TAP.
Amanda (18:56)
I think so many of our, our members that that's at the heart of what they do is just being
part of that community truly and in whatever that means. And I wanna pause too for, you you're saying that them staying true to their mission, I think so many of our members, this is true for as well, but I love the way you worded it, making those decisions as using that as a filter.
Christie Hinrichs (19:05)
For sure. Yeah.
Mm-hmm.
Amanda (19:23)
And that made me think of this work in leadership and professional development that you and I both do. I can see that in you as a leader as you using your core values as the filter through which you move through life. ⁓ And I love that you put that same thing onto the organization that you led for so long. That's lovely. Solid leadership lesson, Christie.
Christie Hinrichs (19:36)
Mm-hmm.
sure. Yeah. Thank you.
Good. Good. Good.
Amanda (19:48)
Rebel with a Cause. That is the title of James Berklin's profile on you and McKnight's that published earlier this month. I'll link it in the show notes. It read to me as a piece really about someone who has never once been content standing still. Which brings me to this the move to Boulder and Frasier.
Christie Hinrichs (19:50)
Huh.
Yes.
Amanda (20:07)
After the burnout, you mentioned this earlier, the burnout, the pandemic years, you described it as the medicine you needed, that move. you touched on it a little bit earlier, a chance to get back to the root, why you started this work, close to the residence again, that kind of self-awareness, knowing, you said earlier, like I knew I needed to make a change, that self-awareness of knowing you need to make a change is something that I feel like is so.
We see people resist it so often in life like you have that feeling like I asked you earlier Like how you know, how does something feel in your body? I feel like those words are we kind of like gloss over that in our society but there is something about that knowing of a change that needs to be made and Then yet people still resist but I would argue that I feel like a lot of leaders
Christie Hinrichs (20:33)
Mm-hmm.
Mm-hmm.
Amanda (20:56)
have that knowledge, that self-awareness, knowing they need to make a change and then they don't resist it and then it ends up being, well, like your story. So what gave you permission to listen to that? Is that something you were just innately born with and like the rest of the world who doesn't feel that? how do you get there? How do you give yourself permission to do that?
Christie Hinrichs (21:15)
Yeah, well, I mean, I think you kind of hinted at it. Change is hard, right? So the human frailty is we do not like change. I I frankly like change ⁓ or, you know, especially now as I'm getting older, I'm like, do I like change?
Amanda (21:30)
Hehehehehe
Christie Hinrichs (21:30)
And I laugh about that, but I do want people to know that the journey is not always easy. these snippets and highlights make it sound so glorious, but gosh, the journey is full of trials and tribulations. And the trials, you just have to put your head down and get through. And so when you're going through trials, it's hard to see beyond.
getting out of that and how change would make that better because change just feels like it would just add to the overwhelm that you're already feeling. so again, fortunately for me, I have always really embraced change and led change and I like the unknown and I'm
I'm a student of Gallup's strengths and most of my strengths are forward thinking and strategic thinking and all of that. And so I'm futuristic in ideation. And so that means my head's always looking forward and not back very often, which doesn't always serve me well, but it does often as a leader. But that means I can really be comfortable in the unknown. The truth is, Amanda, not everyone can. And so sometimes the fear of change
I don't know if it really can be overcome. Some people just really can't quite get to that next step. So I don't want to lead people to believe that, everyone can do it. You can be anything you want to be when you grow up. Can you? I don't know. And I just hate setting up unrealistic expectations. But I think one of the things is if you have that sense you know you need change.
making that change on your own is hard for you, then surround yourself with people who can provide you the encouragement and the courage to make that change. And then also be realistic about the change is not going to be easy. So that's what I would say about Frasier is it sounded glorious. It sounded fun. I was like said to my husband, this is our grand adventure at this point in our life. And again, we're not young anymore. And so everything was scary. We're moving to a new city, a new state. Our whole lives are in Nebraska. We're leaving everything behind.
Amanda (23:25)
Yeah.
Christie Hinrichs (23:27)
And, you know, I've been with this organization, like you said, for 30 years. So everything is familiar to me. And I plopped myself in the most unfamiliar setting of all times with frankly, the smartest residents on the face of the earth, which can be very intimidating. And, you know, I've talked a lot about I've never been the smartest person. So then you have like these, you know, voices in your head going, wow, you were really not the smartest person now. you know, so change, this change was much harder than I anticipated it would be.
Amanda (23:41)
Absolutely.
Christie Hinrichs (23:54)
⁓ In fact, the first six months I was sort of like, what have I done? Here's what I would say to you is I knew still though that staying at habit there was would not have been right for me either. And so I again, just had to part of change is because I remember going through this when I assumed the role as CEO to write like you you think about okay, who am I following? What was my predecessor? Like do I have to look like?
him or her and act like him or her and all of those kinds of things. taking that pressure off helps a lot because part of change is giving yourself permission to say, I have to be me in this next chapter. I can't be who I think I'm supposed to be or who the previous person was or who I think that people think I should be or whatever. And so
Even though I knew that lesson well from having lived that multiple times when I came to Frasier, I had to remind myself that again. Like, I can't be my predecessor. I can't make every resident happy. And even though I want to, I, you know, I want to be, gosh, every, of course everyone should trust me. I'm a trustworthy person. What, guess what? Like trust has to be earned and you are the new girl. You're not the one that's been here 30 years anymore. so just like giving yourself permission to be.
And then you gotta kind of just be like, okay, also accepting of whatever that outcome is. So sometimes that's not okay. Sometimes organizations really do want you to be a certain person or a certain thing and they think that's what they've hired and then they actually get you. ⁓ But you have to be brave enough to be you or you'll just always be caught up in stress and duress and unrest. So I think that's part of this whole
Amanda (25:23)
Right, right.
Christie Hinrichs (25:36)
thing around change is give yourself permission to be you and embrace that. you know, right? Power pose. Stick your chest out and own it. And, ⁓ you know, not in an arrogant way, but just in a way that says, I know what I know, and I'm also willing to learn and I'm going to keep being a learner. But ⁓ I brought something to the table or I would have never been given this opportunity.
Amanda (26:00)
Authenticity, right? Authenticity.
Christie Hinrichs (26:01)
Exactly.
Yeah.
Amanda (26:04)
So burnout, burnout gets talked about a lot. I know we touched on it a little bit, especially in light of the pandemic. We talk about it as a workforce issue, retention crisis. It's a problem to be solved. What gets talked about far less is a leader being honest about their own experience of it from the inside. You have been honest with that, about that. What do you want someone carrying what you were carrying to know? And
Christie Hinrichs (26:05)
Yeah.
Amanda (26:28)
maybe like something that you wish someone had said to you.
Christie Hinrichs (26:31)
Mm-hmm.
Well, I think, like I said, the most important thing is to try to not go it alone. So if you can find a mentor, a coach, someone that you can trust that can help you navigate that, it's a very lonely and isolated feeling, right? To be feeling like you're failing and frozen as a leader. But you still gotta like...
put that face on every day, like you are confident and you know what you're doing and you're happy and you got to make sure everybody around you is happy. Like there's 100 % no doubt that culture starts at the top. And if you do not believe in that and your power of influence, then you know, nothing else will work in your life. And so it's really hard to go through the struggle knowing that you still have to paste on that face and do it alone.
So, you I was blessed because I had a very supportive husband who was a good listener and a good advisor. I had a very strong mentor and confidant and I used an executive coach. And so, you know, again, I'm not, I'm not embarrassed about any of those things. Like you need help navigating. Like otherwise you just ruminate in your head and make yourself really feel even messier. And that's not healthy for anyone. And so I think, you know, just again, making sure that people hear me say,
The journey is not easy or pretty or consistent. It is hard. And during the hardest of times, don't be afraid to just seek help. You can be your own worst enemy. so don't allow yourself to get frozen in that space with just you in your head. If you're like me, that's like the worst poison, right? And so get it out.
you know, get wise and get more than one piece of advice, right? Because also one, just one advisor in your ear is like, they might have their own agenda or whatever too. So get more than one trusted piece of advice or advisor to really help you navigate those tough times. And again, you know, one of my other core values is courage and, and having courage is like a muscle development, right? You have to practice having courage in order to have courage.
And so you have to make hard decisions. You have to take risks. You have to embrace the fact that, you know, it's going to get worse before it gets better. You're going to make mistakes. People aren't going to like you. You're going to cry. You're going to have meltdowns, like all those things, but close your door. You know, the world doesn't need to know. You can continue to be a brave leader on the outside and really be, you know, falling apart on the inside, but just don't stay in that place.
Amanda (28:56)
Yeah, it reminds me of that just concept of a life board of directors, you talking about surrounding yourself with these people. I love that image. I think that's great, which I feel like leads me to our next kind of like section, if you will. So I want to zoom out from for a minute from where we were, because you're not just leading in any one organization right now. You're not just at Frasier, if that was a just, you know, in quotes.
Christie Hinrichs (29:01)
Yes.
Yes.
Amanda (29:20)
But you are sitting at the head of the national table in a really significant way as the chair of leading age There is a quote that has seemingly followed your career Without staff there is no care. So I want to talk about like workforce at the national level So from your experiences in leadership And and now at the National Association level as you're hearing from so many other leading age members
Christie Hinrichs (29:36)
Mm-hmm.
Amanda (29:45)
What is the workforce conversation still missing? What is it underselling?
Christie Hinrichs (29:49)
I really, and here's the thing, there's data to support what I'm gonna say and there's data to say you're wrong, I'm wrong. And that is that I am really intrigued by this whole idea of reverse retirement, right? And so again, we keep talking about the baby boomers who have arrived and are going to need our services. We also talk about their ⁓ financial wherewithal and there will be some who will
will not have had sufficient savings for their retirement and will find retirement very difficult, but will also not be able to stay in the workforce in the way that they have for their career, either because of physical limitations or whatever it is. I wish I could crack that nut. I guess what I'm saying is I don't know if we're broadly looking at workforce enough. I mean, we think about, you know,
helping nursing colleges figure out how they can expand nursing classes and how we can bring on more certified nursing assistants or whatever it is. there's a couple of things happening. There is going to be a lot of jobs lost because they'll be replaced by technology, right? And you've also heard me say I'm firm believer that that cannot fully impact our world because caring is high touch and it will take people.
So how do we ever compel those who've been in worlds completely different than ours to somehow think about senior care as a career for them? I don't know the answer. I just know that that's one of the greatest challenges we should be challenging ourselves with figuring out. And then again, this whole I've gone into retirement, I figured out I'm either bored or I need additional income.
And so how do we start thinking flexibly about our shifts or our job descriptions or whatever that is? And so the first person to crack that nut is going to be, you know, is going to be the leader in this challenge that we have ahead of us. And we should all like sign up to, you know, listen to their next book or speech or whatever it is. So I'm going to keep exploring that and try to find, you know, the persons who are really leading the charge in having some impact in those particular spaces.
Amanda (31:47)
Sure.
Christie Hinrichs (31:57)
Again, I don't know that I'm right. There are just things that I'm curious about.
Amanda (32:01)
So at the leading a general meeting in Boston in November, you said something that really landed. You touched on it a little bit just a while ago. Technology gives us tools. Compassion gives us meaning. How do we as a field hold that tension in practice, especially when the pressure to adopt technology and not just talking about technology as it were, but AI?
it's often driven by the workforce crisis itself. How do we do that? How do we hold that tension? I love that statement that you made.
Christie Hinrichs (32:34)
Well,
I think because of the financial pressures, we have to be open to technology and AI and the positive things that it can bring to us. so there are maybe some positions that can be, maybe some, again, really costly positions that can be more automated over time. And I would want us to welcome and embrace those kinds of opportunities. And there are a lot of people who are convinced, especially in other nations that are leading us,
where robots are going to be caregivers too. I'm not, not, I kind of hope that doesn't happen in my lifetime, but I suspect that will absolutely happen. But at the end of the day, ⁓ robot cannot provide compassionate love, right? And I am not afraid to say love. If we don't embrace love in our field, then again, why are we doing what we're doing? And so I think that,
You know, what we have to be mindful as we are tending to our responsibilities in this field is making sure that we never allow it, technology that is, to replace that the love and compassion that is only and will ever only be provided by human beings. I mean, the human touch as an example. There are so many studies around human touch and the power of human touch. And it doesn't matter how soft a robot's hands get.
It will never still be human touch. And you know, there are so many people without families, right? And that is so often what our caregivers end up doing is being sort of the pseudo replacement for a family member because, ⁓ you know, either family is afar or you just don't have family. And so you've not known or experienced love. You haven't had a hug or you wouldn't get a hug from anybody if this caregiver wasn't there, the one, you know, giving that to you. So I just think we have a responsibility to make sure that that never.
Amanda (34:01)
Okay.
Christie Hinrichs (34:17)
ever goes away.
Amanda (34:18)
Also in Boston, you were pretty direct about something that I feel doesn't always get said so plainly and I so appreciated this. And you touched on it a little bit ago when you were talking about your time at Tabitha, but the concept that a person's zip code should not determine whether they have access to care or what kind of care they have access to and that you worry that that is often exactly what is happening. How did you arrive at that?
Christie Hinrichs (34:41)
Mm-hmm.
Amanda (34:43)
conviction because I feel like you're so convicted in this and where does it come from for you personally?
Christie Hinrichs (34:48)
Yeah, I am very worried about rural America and access to care and quality care and access to caregivers. so, you know, growing up in this setting, I saw the nursing home that I worked in, 15 years old, almost closed down. And that small town of Callaway literally rallied around, you know, was owned by a corporation.
They rallied around as a community and overnight raised enough money to keep that nursing home open independently. And it still is open today. And this was probably 20 years ago that they tried to close it. So, you know, that's a testament to, you know, strong community commitment and, and how important having access is to, you know, that particular community, but not every community has that ability. But the other thing that has happened more recently is my own parents who, again, you know, their life.
has been in Calaway, Nebraska, all of their friends were there, their careers were there, all of those kinds of things. They are one of the statistics where they moved to the community that I had just built in Grand Island. My little brother is there, they're closer to their providers and all of those kinds of things. So they left their small hometown and all their friends behind to have access to care. And I hate seeing that happen.
And this is really where I think technology is going to challenge us. Are we going to have to embrace technology more if it's even possible for just from a connectivity perspective in rural America just to have some kind of access, right? And how will we feel about that? Is it okay to say, yeah, a lack of compassion is fine for them because at least they have something. I hate that those are the choices that we're faced with.
So I, you know, yeah, it is personal. You know, I grew up caring about it and being in literally in the middle of nowhere where, you know, care is sparse. And then again, you know, my parents literally had to make that decision most recently and, you know, I'm glad they did and they're very, very happy, but that's not the story for everyone.
you leaving their lives behind is hard and particularly when you're old like that and you you've lived your whole life again, surrounded by familiarity. We talked about how hard changes imagine being 75, 80 and having to move your whole life to an unknown. I just, yeah, I wish I wish we had better choices.
Amanda (37:06)
I so appreciate that you're setting it up like that, like choices that, you know, if that is what someone chooses because they are offered multiple choices, then fabulous. And we're happy and we're going to support that. But as you're saying, the fact that
Christie Hinrichs (37:15)
Mm-hmm.
Amanda (37:19)
that is the only choice at this point and the only choice for people who have means or knowledge of the field or any all of all of those things that are the nuance of that decision that I'm sure went into the decision for your parents and for many other people in that in that situation similar situation. I so agree. I love that. That's the common that is what the conversation should be. How do we offer more choices? And
Christie Hinrichs (37:43)
Mm-hmm.
Amanda (37:46)
And yeah, choices should not just be limited based on your zip code.
Christie Hinrichs (37:50)
Right,
for sure.
Amanda (37:51)
So let's bring it back closer to home for a minute. As big as the national picture is and workforce and AI technology, the work is always happening somewhere specific. So for you right now, that place is Frayser. So in just a couple of years at Frayser, you have guided, correct me if I'm wrong on any of this, but a campus expansion of 95 new independent living units and the formation of a parent company to eye future acquisitions.
Christie Hinrichs (38:03)
Mm-hmm.
Mm-hmm. Mm-hmm.
Amanda (38:17)
You did all this while serving on the leading age board and then stepping into the leadership position as chair of that board. That is a lot of motion for someone who by your own admission cannot stay still. How do you make bold organizational moves without losing the cultural and mission that make the work worth doing? I feel like I know the answer to this, but I'm just setting that up for you.
Christie Hinrichs (38:41)
Yeah,
well, first of all, you have to have a great team and a great board, which I do. so, you without that, you just, again, like I can have all the big dreams in the world and none of them would happen. So you have to have, again, a really courageous, committed team who's willing to charge forward and see the vision and believe in the vision and go there. The other thing in a community like ours is you have to secure resident buy-in, right? Because, you know, these changes affect their lives. You know, their greatest fear when we announced that we were, you
creating a parent company is losing me and my leadership team to the parent. so again, it's just all change. There's this theme of change in how hard it is. But here's the thing, if you're not growing today, you are dying. And we're a single site life plan community with almost 800 household wait list. And so we have tremendous demand.
a lot of limitations to build and grow in Boulder. And so we have to jump on opportunities when they're presented to us and, you know, and have the courage to go. And, you know, we're fortunate because we're in a financial position to do that. And I thank my predecessors for that and team that's here that's done a great job in positioning us. But, you know, yeah, being bold and courageous is the only way you can survive in this in this field today. You and.
And we have to acknowledge again that the consumer is changing. And if we aren't stepping into what that consumer wants and needs, then we're even more at risk. And so it's kind of like not even a consideration or an option to stay still. Frazier's reputation is tremendous. Based on the demand, you can hear that and know that. But also there's just, as I've said,
once or twice or three times that the baby boomers have arrived. They're now consumers. demand over the next however many years is unbelievable. you know, just trying to get ahead of that to be able to provide those needs, I feel like it's our responsibility. So again, talk about calling like if you're in this field, you better feel a responsibility to try to figure out solutions for meeting the future needs of this growing population and
It's not all going to be bricks and mortar. And so it's not all necessarily that, but being creative about how we meet needs is critical.
Amanda (40:53)
So I wanna close by looking forward. I feel like you've teed us up very well for that. I think this is, you've said, I think this is kind of like where you live naturally anyway, very forward thinking. You know, we've touched on workforce shortages, pressure of affordable housing, the need for sustainable payment models, the list of challenges for the field, specifically not for profit, mission driven providers are.
Christie Hinrichs (40:55)
Mm-hmm.
Amanda (41:14)
that everyone is navigating right now. The list is long and you are, you've stepped into this role as board chair right in the middle of this wave, this thing that we knew was coming for a long time. But I would argue that like the advent and the very rapid nature of AI has pushed us along even further than anyone has kind of, anyone predicted maybe like 10 years ago. If you could put one thing at the center of the national conversation during your term as leading age chair, what,
What is it? What would it be and why?
Christie Hinrichs (41:44)
Yeah, I don't think I'd deviate from what I've said before, and that is workforce. Because without it, we have nothing to provide. so we have to crack that nut. And again, we know that statistics are against us. mean, we stopped having children. Colleges are impacted by that. Workforce is impacted by that. Because there just simply aren't as many people in the workforce as
as we've had the luxury of having during most of my career. And so I really think that that has to be center of all that we're doing and all that we're saying and all that we're thinking about because all the rest of the work will be in vain if we don't get that one figured out.
Amanda (42:20)
And then I wanna move it back real quick to the director of nursing, the activities coordinator, the administrator in a rural community right now doing the work that you have done previously in your career, who is potentially doing this work that they're doing without a lot of fanfare, What do you most want them to know right now
Christie Hinrichs (42:38)
Lead from whatever seat you're in, right? So if you are doing this work and you are passionate about it, use your voice. Lift up the needs of older adults. Lift up the needs of the workforce. It does not matter what your title is. I am such a firm believer, and my career trajectory demonstrates that. I absolutely believe you can lead from whatever seat you're in, regardless of what your title is. So be courageous. Speak up.
You know, be respectful, but don't be intimidated by, you know, titles around you. The best ideas come from those closest to the work, and ⁓ we will get better and be better because we are listening and lifting up those voices. So lead from whatever seat you're in. And also just know that the journey is going to have bumps in the road, and don't be discouraged. ⁓ Figure out ⁓ some way to find support to get through those difficult times.
and keep charging forward because what we also have to make sure that we have an impact on is this whole leaving this field and burnout. So how can we best support each other and keep encouraging each other to keep doing the work even on the days that it's hard because boy, how lucky are we? This is the most rewarding work that anyone could ever do.
I mean, we just, get thanked for what we do. We see it in the lives of people every single day. Like we are not making widgets. And so how lucky are we? We are truly making an impact. And, and I think we just cannot take that, you know, that responsibility seriously enough. And so let's keep doing more of it together and let's reach out to each other and figure out how we can support each other to make sure that we stick with it ⁓ arm in arm.
Amanda (44:20)
what is the most important thing that we have not talked about today?
Christie Hinrichs (44:24)
Oh, I don't know if this is the most important thing, but one of the things that, oh, you said early in our conversation, you used the word joy. And I started off this conversation by talking about how sometimes older adults themselves don't see the value that they hold in older age. And so one of the things that I think we also have a responsibility to do is lead
this sense of joy, like every day is a gift. And I've had residents say to me, so I'm mindful of this, residents say to me, no, Christie, life is hard. Being old is hard. Growing old is hard. Aging is hard. Like I heard all over and all those things. True. And you still have much to contribute in this world. And so let us be the ones to help you find how that contribution can make a difference, because that will bring joy to you and to me.
And if we can lift up joy, so one of the pieces of work that I did at Tabitha was, ⁓ you we worked on a new purpose statement and it ended up being, live joyfully, age gratefully. And we chose every word intentionally, right? Because you will age gratefully if in fact you can find joy in every day, even the worst days.
when your pain is hard, you know, or whatever, like you still, you have a legacy that you have brought to this world and will leave this world. And, you know, and so let us help you find that and lift that up and, you know, share it with the world. Older adults are the greatest gift.
Amanda (45:53)
That's so beautiful. Thank you. And finally, Christie, finish the sentence for me. I uplift aging by...
Christie Hinrichs (45:55)
Yeah.
⁓
Using my voice. I am passionate about older adults and I think that being an advocate for them even when they aren't for themselves is a great responsibility that I owe this world.
Amanda (46:12)
Well, I wholeheartedly agree that that is how you uplift aging. Christie, thank you so much for this conversation. It means so much to have you here and talking with us. And to our listeners, if this conversation left you wanting more, there is good news because Christie will be joining our very own George Lineal for the closing keynote at the Leading Age Texas Annual Conference this May. Their session is called Changemakers in Action, a Conversation on Leadership and Impact. And if
Christie Hinrichs (46:16)
Thank you.
Amanda (46:39)
today's conversation as any indication is going to be a powerful way to close out our conference. So for anyone listening who's in the field of aging services in Texas, if you haven't registered yet, we hope you will. We'll link it in the show notes and hope you can see Christie in May as she chats with George and we get to hear more from her fabulous leadership. So again, Christie, thank you so much for being here.
Christie Hinrichs (47:00)
Thank you, Amanda. It was my honor.
Amanda (47:02)
Thanks for tuning in to Uplift Aging, a production of Leading Age Texas. Check out this episode's show notes for more about Leading Age Texas, today's guest, and the Uplift Aging movement. Until next time, join us on socials at Uplift Aging as we continue to elevate the conversation on aging.