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What Your Colleagues Are Saying (All responses)

Start the new year right
When Posted: Jan 15 2010 12:59PM

Client service is the heart and soul of a successful veterinary practice because very few pets take themselves to the doctor. To help bond clients to your practice and to make non clients aware of what you offer, have a client outreach plan. Start the new year by putting together a month to month outreach plan, community events you will participate in, annual events you wish to start, and even ongoing projects. Our practice always participates in the local Independence Day Celebration, the annual Christmas parade (most residents of our small town love seeing the dogs march along), Relay for Life and Susan Koman Race for the Cure, career fairs at the local high schools and our county fair pet show, among other things. We also have an annual costume/halloween party, which has grown each year and we plan on Christmas caroling at our practice this year, a children's story time and starting a 4-H pet club. Taylor the events to your practice but having a plan of things to do month to month to keep the name of your practice in the community and to have some fun with and offer some education to your clients.

Attract, Retain Clients with Behavior Services
When Posted: Oct 16 2009 10:36AM

Being able to help a pet become a good family member is one way to make your practice different from others in the area.

The greatest financial impact of bringing professional behavior counseling into the practice comes from the retention of the client and patient.

Remember: 72% of pet owners turn to the veterinarian for help with behavior issues.

Linda M. White/Lisa Radosta, DVM, DACVB
First Steps with Puppies and Kittens AAHA Press) See more tips in the January/February 2010 issue of Trends magazine

Support Your Associations
When Posted: Oct 14 2009 11:00AM

Both your state (local) and national associations are working hard on your behalf. You are the association just by being in this field. So make sure you are a part of these groups as this is all about your profession.

Associations compile programs and information that is directed to you and for you. Take advantage of all they have to offer. And if you don’t see something, ask. You never know what wonderful results may occur.

Finally, if the association isn’t doing what you think it should, then get involved and change it. The association is only as good as its input. Consider sitting on a task force, joining a committee, or (gasp) run for the executive board. You can make a positive difference in your career that will benefit all.

So if you’re already a member, good for you! You can start the year on the right foot by renewing that membership; or better yet, memberships. If you are not a member, this is the time to do it. Don’t delay and get 2010 off to a great start!

Denise Mikita, MS, CVT
CACVT Executive Director
www.cacvt.com
NAVTA President-Elect
www.navta.net
See more tips in the January/February 2010 issue of Trends magazine.

Create a Learning Organization
When Posted: Oct 13 2009 9:07AM

A learning organization continually enhances their capacity to realize their highest aspirations. (Senge, 2006, p. 6)

Sounds fascinating doesn’t it? But how do we create such a thing?

Many of our present management protocols: • Are reactive by nature, focusing our attention on problem solving.
• Are fragmented, concentrating on the needs of one of section of the practice or another, the front desk, the kennel, the surgery, etc.
• Overemphasize competition among these areas creating tension and undermining collaboration.

All three frameworks create single-loop learning, relying on past routines and present policies to correct emerging problems. Failing to look beyond the present system creates the loop.

Five basic characteristics describe a learning organization.
• The members of the organization hold a shared vision that fosters commitment instead of compliance.
• There is open communication that crosses traditional organizational boundaries.
• Organizational processes are viewed as interrelated actions.
• Members of the organization endeavor to reveal and understand how their ingrained assumptions and generalizations underlie their actions.
• The organization fosters and the members strive for; the development of personal growth and alignment of personal and organizational aspirations.

These sound quite lofty and may seem unattainable in your practice at present. The challenge is to examine each characteristic, determine its value and take steps to create it within your practice.

Learning organizations tap the potential of their employees to build a brighter future.

Jill Renfrew Foreman, MBA, CVPM
See more tips in the January/February 2010 issue of TRENDS magazine.
References: Senge, P. The Fifth Discipline. New York: Doubleday Books, 2006.

Be Proactive About Change
When Posted: Oct 13 2009 6:06AM
“Who the hell wants to hear actors talk?”
Harry Warner, Warner Brothers, 1927

When life is good, we ignore change. Change makes us uncomfortable, seems unpredictable and scary. It manipulates our familiar boundaries. Why go there when things are good?

Because change is not a linear process; it does not have a beginning and an end. It is continuously taking place around us. Certain events that we label as changes have distinct boundaries but even when these specific events seem “over”, others are building.

How can we be better prepared for the events we know as change within our practice?

Our task, as leaders, is to acknowledge the inevitability of change, anticipate it, and take early and appropriate action. Our position is predicated upon our vision and requires motivation, creativity, and innovation. We must avoid complacency, envision a better future and strive to create it.

Contrary to some tenets of our management training, we need to nurture our open-mindedness and flexibility and value our own and our employees curiosity and spontaneity. To start with, try looking outside veterinary medicine to what is happening in the larger business environment, entertaining new ideas about your practice and its processes, listening to the heartbeat of your practice culture and observing the interactions of your team.

Change is occurring already. Will you be the last to know? Will change “rear its ugly head” or be a catalyst to your future?

Jill Renfrew Foreman, MBA, CVPM
See more tips in the January/February 2010 issue of TRENDS magazine.

A Picture Is Not Worth 1,000 Words
When Posted: Oct 12 2009 9:30AM
What’s the most effective way to educate clients about dental issues?

If a picture is worth a thousand words, a graphic snapshot of a dog’s swollen, bleeding gums can speak volumes to a conscientious pet owner.

However, when not handled correctly, this approach can backfire.

When visuals aren’t explained before they are revealed, you can lose 90% of your audience. Rather than elicit cooperation and compliance from clients, a ham-fisted “shock and awe” approach can trigger remorse, guilt and confusion.

Jane Shaw, DVM, PhD
Argus Institute, Colorado State University

For more tips, see “Show and Tell Boosts Dental Compliance,” in the January/February 2010 issue of Trends magagzine.

Motivate Your Millennials
When Posted: Oct 11 2009 12:45PM
Most veterinary practices employ younger workers who are referred to as Millenials or Generation Y. While younger employees often have a different work ethic, they can be a tremendous asset for your business.

To get the job performance you want from Millennials, it helps if you understand this generation. Then you can adapt your leadership, training and motivation techniques to develop them into top performers.

Follow these 4 steps to motivate your Millennials:

1) Get to know them. Generation Y wants to feel a part of the organization and to be valued. Take the time to know and understand their interests. If you do this, you are more likely to be able to motivate the job performance you desire.

2) Provide feedback and more feedback. Generation Y received lots of feedback from their parents and they’re used to instant feedback using cell phones and the internet. To enhance motivation, give them feedback all the time on their job performance.

3) Make training fun and interactive. Millennials have short attention spans and want to have fun at work.

4) Give them opportunities to learn. Millennials thrive on challenges and the chance to improve their skills.

Amanda L. Donnelly, DVM, MBA
www.aldvet.com

See more tips in the January/February 2010 issue of Trends magazine.

Become a Better Leader
When Posted: Oct 11 2009 12:03PM
You want a great team, right? Everyone does.

To get the “dream team” you want, start by doing an honest personal inventory. Consider if you are the most effective leader you can be or if there are areas where you need to improve.

What does the staff think? Have you asked?

After you assess your leadership skills, you have to decide if you really want to change. Leadership skills can be learned but you will need to make a commitment and have a sincere desire to adopt new behaviors.

Once you are dedicated to your efforts to become a better leader, the final step is to create your own developmental plan and find resources to help.

Include in your plan specific action steps to incorporate into your daily interactions with team members. For example, setting up a reminder system to ensure that you give feedback and praise to your staff on a weekly basis is one way you may be able to become a better leader.

Helpful resources to improve leadership skills include seminars, books or articles, subscriptions to online newsletters, and working with a mentor, coach or consultant.

Amanda L. Donnelly, DVM, MBA
www.aldvet.com
More tips coming in the January/February 2010 issue of Trends magazine!

Develop Your Marketing Plan
When Posted: Oct 11 2009 11:54AM
Marketing can be a somewhat daunting challenge.

Practices often struggle with knowing which marketing expenditures are most effective and how to find the resources –i.e. time, personnel and money - to execute marketing initiatives. As a result, marketing plans sometimes never get off the ground or lose momentum.

Don’t let this happen to you. Set aside time now to write a marketing plan for 2010.

To be successful, start by developing initiatives that make sense for your practice. Look at your practice data to find the best opportunities.

For instance, do you need to increase new client numbers, increase dentistry revenues or improve senior testing compliance? Then, set a measurable target goal so you can measure your success.

Once you have defined your marketing goals, complete your plan by making staff assignments so everyone knows their role in carrying out your marketing plan tactics. And don’t forget to identify staff training needs so your team is educated and prepared to follow-through. Finally, focus on a few marketing initiatives at a time.

Your marketing plan doesn’t have to be long and complicated to be successful. In fact, simple is often better.

One of the biggest keys to success is planning -- start now!

Amanda L. Donnelly, DVM, MBA
www.aldvet.com
See these tips and more in the January/February 2010 issue of Trends magazine.

Enhance Employee Engagement
When Posted: Oct 11 2009 11:51AM
As a result of the recession, some practices have had had to make staff cuts or reduce staff hours. Team members have been faced with more clients who cannot afford care.

Have you stopped to consider the toll this may have on morale and the level of employee engagement for your staff who themselves may be dealing with financial problems? During tough economic times, employees may have difficulty staying upbeat and job performances may suffer.

Don’t let fear and negativity take over your practice culture. Take steps now to implement strategies to improve employee engagement which will result in greater job satisfaction, increased productivity, and enhanced client service.

Start by anchoring your team to a vision so they understand how their role contributes to the success of the business. Use staff meetings to create dialogue about the practice vision and specific actions everyone can take to achieve your business goals.

Then set up feedback systems to improve communication and let staff know how they are doing. Soliciting feedback from team members on a regular basis and giving employees feedback on their job performance both help improve morale and employee engagement. Finally, establish employee developmental plans for each employee. Set quarterly or monthly goals for team members to receive training necessary to achieve new skills or proficiency levels.

Employees are more engaged when they have opportunities to learn and grow. And the practice benefits when team members are more knowledgeable, skilled and happy in their jobs.

Amanda L. Donnelly, DVM, MBA
www.aldvet.com
See these tips and more in the January/February 2010 issue of Trends magazine.

Be Meek and Mild
When Posted: Sep 15 2009 11:36AM
Never be overbearingly assuming, insolently proud, presumptuously haughty or imperiously brazen. Don’t make unwarrantable claims or pretensions to superior importance or rights. Abandon any tendencies to carry an attitude of self-importance or inflated self-esteem.

When you know more than others, withhold your information or opinion until you are assured that others have had a chance to contribute to your thinking. Take time to listen. Take time to let others know that you are listening. In fact, take time and care to let others know that you have heard them. This may mean repeating to them or paraphrasing what you have heard.

Then dialog can begin. But even then, give others twice as much time to speak as you take to speak. Being sure that you have heard others will enable you to consider many facts and opinions before drawing your conclusions. Hearing others’ views will also help you fashion your statement so that you address others’ concerns.

See these tips and more in the January/February 2010 issue of Trends magazine.

The 10 HR Commandments
When Posted: Sep 10 2009 4:15PM
Wouldn’t it be easy to manage employees if they were all alike and all had the same needs and expectations?

Unfortunately, in the real world, that is just not the case. Given the fact that everybody is different, how are you supposed to treat all employees the same while addressing their individualities?

Whether you are the owner, the boss, lead technician, office manager, or the new associate veterinarian, there are fundamental “people management” principles to which each business should adhere.

While each practice is unique, there are things you can do to create a positive work environment and ensure your practice gets the most out of its staff while preventing little problems from turning into big headaches. I call these principles “The 10 HR Commandments of Veterinary Practice”. The real trick is adapting them to your particular operation.

1. Treat all employees fairly and equitably, but take care of your stars
2. Establish your HR protocols and stick to them
3. Think before you speak-you can't take it back after it leaves your mouth
4. Employees are not mind readers-tell them what you want
5. All employees want to do a good job until you teach them otherwise
6. More money is not the answer to all problems
7. Respect: Accept nothing more; expect nothing less
8. Make sure everyone is using the same “road map”
9. Know when and whom to ask for help
10. Good management = good business

Marty Miller, MBA, SPHR
www.veterinarybusinessadvisors.com
See these tips and more in the January/February 2010 issue of Trends magazine.

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What Your Colleagues Are Saying (All responses)