By Jamie Dawson
Naftali Zanziper’s leadership philosophy is anchored in a belief that often runs counter to conventional business thinking: the idea that people deserve multiple chances to succeed. While many organizations prioritize efficiency and swift decision-making, Zanziper emphasizes patience, mentorship, and long-term investment in human potential. This perspective defines how he hires, manages, and develops talent across his enterprises.
His conviction stems from a lifetime of observing how people can evolve when given the time and support to grow. Even when team members underperform or fall short of expectations, Zanziper resists pressure to replace them. Instead, he believes in guiding them through their difficulties, offering training, leading by example, and allowing for repeated attempts at improvement. This loyalty to the underdog is not about avoiding hard decisions—it’s about believing that transformation is possible with the right structure in place.
This philosophy is particularly evident in the way he manages operators in the nursing home sector. While colleagues may advocate for replacing staff after prolonged struggles, Zanziper prefers to assess the underlying issues. In many cases, he argues, the problem is not a lack of potential but a lack of direction or support. By reinforcing fundamentals, offering targeted coaching, and establishing clear expectations, he’s seen people turn around their performance and thrive in roles they once struggled with.
His approach is not without its critics. Even those closest to him in business sometimes question whether the effort to rehabilitate staff is worth the resources. Zanziper acknowledges these concerns and concedes that in some instances, letting go would have been the more efficient choice. Still, he maintains that the long-term rewards of loyalty and perseverance often outweigh the short-term gains of replacement. He views these decisions not merely as personnel management but as opportunities to cultivate a culture of resilience and trust.
This belief system is grounded in his own experience. Zanziper has frequently navigated situations where he had to acquire new skills and adapt to unfamiliar territory. As someone who only recently pursued paramedic certification in his forties, he understands that learning curves can be steep and that growth often occurs later than expected. He applies this understanding to his staff, advocating for their potential even when the results take time to materialize.
His trust in people extends beyond business performance. In launching Beacon of Life, a mental health support initiative, Zanziper has focused on guiding families through the complex terrain of mental illness. The organization is modeled after support systems for medical patients but is tailored for those dealing with severe psychiatric conditions. His goal is to build infrastructure that helps individuals with bipolar disorder or schizophrenia maintain productive, functional lives. At its core, the effort reflects his faith that every person, regardless of condition or circumstance, can make meaningful contributions with the right environment.
Even in daily decisions, this philosophy shows through. Zanziper’s management style avoids punitive measures and emphasizes problem-solving. He spends time helping young administrators understand not just their immediate responsibilities but also broader concepts like reimbursement structures and financial compliance. By expanding their knowledge, he empowers them to take ownership of their work and grow beyond their current limitations.
Ultimately, Naftali Zanziper’s belief in the underdog is more than a management strategy—it is a reflection of his character. He values effort, believes in second chances, and sees setbacks as temporary. In a world that often demands quick fixes and instant results, Zanziper’s method may appear slow or overly optimistic. Yet the long-term stability and loyalty it fosters are testaments to its effectiveness.
