Welcome to today’s episode of the VHMA Manager to Manager Podcast, where we are diving into leadership tips. Today’s guest, Erika Pease, LVT, CVPM, is the Practice Manager of a small private practice and is passionate about leading her team to success.

In this episode, Erika shares the best leadership lessons she’s learned through trial and error. She’ll discuss the challenges of balancing management with true leadership, and the importance of clear communication and team understanding. Erika highlights the value of recognizing team members’ strengths, placing them in roles where they can excel, and fostering a collaborative culture.

You’ll hear about Erika’s evolving leadership style, including her insights on delegation and the ongoing importance of mentorship and support. Plus, we’ll touch on the significance of self-care and setting boundaries as a leader.

Whether you’re new to leadership or looking to refine your skills, this episode offers practical tips to help make your journey smoother.

 

Show Notes:

[2:06] - Much of the time, the best way to learn has been through trial and error.

[3:31] - There are differences between being a manager and being a leader.

[5:58] - Help team members see their strengths and place them in roles that leverage those strengths.

[8:12] - Erika shares some of the strengths she has noticed in her team and how she uses these strengths to build a successful business.

[9:56] - Great leaders are always available and willing to help and guide their team.

[11:40] - As leaders, we can see the potential of manager and leadership skills in team members. We can give them tools, resources, and support for growth.

[14:37] - Even with her level of experience, Erika still leans on her mentors and resources for support in leadership.

[16:51] - It may look like we have it all together all the time, but it is okay to not know what to do and to reach out for support and collaboration.

[18:37] - Through our career in leadership, our leadership styles may change. Erika admits that her style changed when she realized the importance of delegation.

[21:41] - Making decisions as a team not only helps you as a leader, but also develops a culture of collaboration in the practice.

[23:53] - The team values you and respects you more if you are in the trenches with them.

[26:34] - Change is necessary and we have to be open to that, even if change makes you and your team uncomfortable.

[27:38] - Be an advocate for yourself. Set boundaries and be kind to yourself.

 

 

Thank you for listening. Remember you are not in this alone. Visit our website for more resources.

 

Links and Resources:

• VHMA Web Page

• VHMA Coronavirus Resources

• VHMA Facebook

• VHMA Twitter

• VHMA on Linkedin

 

Navigating the complexities of the veterinary profession often involves finding a balance between compassion and practicality. Veterinarians and practice managers are known for their kindness, but what happens when saying yes to everyone leads to overcommitment? And, how do you handle the backlash when a necessary "no" is perceived as unhelpful? These challenges are frequently discussed in the VHMA forums, and setting boundaries with clients and employees has become essential.

In today’s episode, we explore the delicate art of saying no—focusing on how to do so effectively and empathetically with clients, and how to guide employees in doing the same. Our guest, Joan McCue, CVPM, brings her experience as a veterinary practice manager in South Carolina to the conversation. Joan shares insights on the difference between a sharp "no" and a more considered decline, and offers strategies for explaining the reasoning behind a no to ease client concerns.

Joan highlights the importance of confidence in delivering a no, and the role of education in helping both clients and staff understand necessary boundaries. Saying no seems final but looking for what we can do is key. Whether it’s having staff serve as boundary-keepers for doctors or knowing when it’s appropriate to "fire" a client, Joan provides valuable advice for maintaining a balanced and respectful practice environment.

Show Notes:

[2:43] - There is a difference between a sharp no and a decline to saying yes.

[5:26] - Clients don’t always understand that there are processes and laws in place that require us to say no to some of their requests. Education is key.

[7:09] - Confidence plays a big role in the ability to say no to clients. Joan admits that it has taken a long time for her to build this skill.

[8:56] - In some cases, the staff acts as gate-keeper for the doctors, who are generally not as good at saying no to clients.

[11:59] - Education around this topic is not only important for clients, but for staff and doctors as well.

[13:58] - Joan shares an example of how saying no can cause a hard conversation with a client, but it's important to stay firm to the agreed upon boundaries.

[16:50] - We don’t know what is going on in someone else’s life to cause high emotion.

[18:49] - It is a generally accepted business guideline to under-promise and over-deliver.

[20:06] - There is a fine line between saying no that manages boundaries and apathy.

[24:33] - How can we train staff on when and how to say no to clients?

[27:21] - We need to treat all clients equally, with the same amount of empathy and respect. But there are times when it is appropriate to “fire” a client.

[28:38] - No doesn’t always mean that there’s not a solution or answer to a client’s question. We must train our team to be willing to search for those solutions. 

 

Thank you for listening. Remember you are not in this alone. Visit our website for more resources.

 

Links and Resources:

• VHMA Web Page

• VHMA Coronavirus Resources

• VHMA Facebook

• VHMA Twitter

• VHMA on Linkedin

 

Welcome back to another episode of VHMA Manager 2 Manager podcast. Today we're discussing a crucial topic: onboarding new hires in a way that feels good. We all know how important it is to make new team members feel welcome and part of the team early on. But sometimes, despite all the time and energy spent hiring people, we end up leaving them to sink or swim. It is important to remember that people want to work with people they like and can grow with. That’s why those first few days and weeks in a new hire’s role are so critical to ensuring they want to stay.

Joining us today is Addie Blair, a Certified Veterinary Practice Manager (CVPM) and Chief Operating Officer for Veterinary Management, Inc., overseeing eight different practices. Addie’s journey in this industry began back in high school, driven by her passion for helping animals and their owners. Over the years, this passion has evolved into helping others in the industry realize their dreams. Addie is dedicated to fostering growth in others, and she’s here to share her insights on effective onboarding.

So, what makes a great onboarding experience? Let's break it down.

 

Show Notes:

[2:32] - When someone new is hired, there are always different dynamics to navigate with existing team members.

[3:35] - Being welcoming has to be a part of your culture.

[5:50] - The team should be involved in training. It is not a one person job. New hires should be given the opportunity to acclimate into the environment before working with patients.

[7:47] - Not everyone is innately friendly. Addie some things we can do to help new hires feel welcome.

[10:04] - No matter the level of experience, new hires should have an observation period so they can see how the practice flows.

[14:02] - Addie also likes to learn about a new hire’s previous experiences in the industry. Managers must be open to different ways people learn and complete tasks.

[17:18] - We need training in different modalities for the different learning styles and personality types.

[19:54] - Addie shares some of the signs that indicate a problem with a new hire.

[24:15] - There is always going to be someone with a really strong personality in the practice. We need to know how to manage the dynamic.

[25:33] - Trainers need forms to fill out daily in the early days to make sure things are going smoothly. Sometimes 30 days before a check-in is too long to wait. Habits have set in. 

[26:49] - An “About Me” form is beneficial in pairing team members up with compatible trainers and can help them feel comfortable in their new environment.

[28:03] - Being open to hearing what other people have to say is only going to improve the industry. Those new hires may have some good ideas for the team.

[29:55] - When it comes to onboarding, it all boils down to how the new team member feels after the first few days.

[31:24] - It is okay to over communicate, especially in the beginning. So many things are going on, that just saying something once is not likely to take hold. 

 

Thank you for listening. Remember you are not in this alone. Visit our website for more resources.

 

Links and Resources:

• VHMA Web Page

• VHMA Coronavirus Resources

• VHMA Facebook

• VHMA Twitter

• VHMA on Linkedin

 

Welcome to today's episode, where we delve into an inspiring topic: humanitarian work in the veterinary industry. As professionals dedicated to the well-being of animals, the opportunity to give back by using our time and talents for a greater cause is incredibly rewarding. We looked at local community involvement a few months back and will talk to a colleague who took those talents beyond our borders. Knowing that today’s workers want to work for companies that care about global issues, we will discuss taking our talents outside the local community.

Our guest today is Linda Flughaupt, is a CVPM dedicated veterinary professional who had the opportunity to take her skills to Ecuador. Linda’s journey is a testament to the powerful difference that veterinary professionals can make, not only within their local communities but across the globe. With experience in every position in a clinic, Linda brings a unique perspective on how we can harness our expertise to support world issues that matter.

In this episode, Linda shares the profound impact of her work in Ecuador. From working closely with a tight-knit team to navigating the nuances of medical care in a country with fewer resources, she provides valuable insights into the realities and rewards of international veterinary humanitarian efforts. Linda also reflects on how this experience has deepened her appreciation for the quality of pet care in the United States and inspired her to continue her humanitarian work.

We will also discuss the broader benefits of such initiatives. When veterinary teams engage in humanitarian efforts, it not only supports communities in need but also fosters a sense of fulfillment and positivity among employees. Encouraging team members to participate in giving back can cultivate a contagious energy of positivity and purpose, enhancing overall job satisfaction and team cohesion. Travel abroad may not be feasible for every team but supply collection efforts for those projects can be done by any practice. The feeling of helping globally remains. 

So, whether you’re considering your first volunteer trip or looking for new ways to engage your team in meaningful causes, this episode is sure to provide valuable insights and motivation.

 

Show Notes:

[2:14] - Linda describes her work in Ecuador and why she was passionate about going.

[3:29] - Through her work in Ecuador, Linda worked in recovery to help with hundreds o of spays and neuters.

[6:04] - Medical care in other countries looks different, especially in countries with fewer resources.

[7:30] - Something else to consider are diseases that exist in other countries that pets in the United States don’t experience. There is a lot of thinking on your feet.

[10:03] - Linda describes what it was like to work in a different way than she was used to and the importance of working as a tightly knit team.

[13:28] - Not only was it a great experience helping others and giving back, Linda also realized how good the medical care for pets is in the United States.

[15:11] - This trip was a sponsored trip, but Linda is willing to pay for another trip out of her own pocket to experience it and help again.

[17:43] - Time is a huge resource, but even if you do something to give back every other year, it is worth it.

[19:11] - Positivity is a contagious energy.

[22:10] - Linda shares some of the differences in the care they provided in Ecuador to ensure all the pets were spayed and neutered safely.

[24:55] - Sometimes we underestimate how impactful a little help can be.

[26:55] - If you are ever presented with the opportunity to give back and you’re able, take advantage of it and do it. You will not regret it.

 

Thank you for listening. Remember you are not in this alone. Visit our website for more resources.

 

Links and Resources:

• VHMA Web Page

• VHMA Coronavirus Resources

• VHMA Facebook

• VHMA Twitter

• VHMA on Linkedin

 

Have you ever wondered how technology and artificial intelligence could improve efficiency in your practice? In recent years, our post-pandemic workplaces have focused heavily on efficiency. Embracing new technology can maximize this efficiency, but can it raise many questions. What tools should we choose? What’s right for our practice? Who will champion the new tool?

We'll discuss all of this and more with my guest, Carol Hurst, LVT, CVPM, CVJ, CCFP. Carol is the Education and Training Leader for Encore Vet Group. She’s proud of her LVT roots and understands the dynamics of practice leadership. Before she began teaching, Carol managed a practice for 12 years, and she’s passionate about giving back to the veterinary community. We are fortunate today to have her here to talk about how to use technology to make our lives easier. 

We discuss some of the biggest pain points that can be improved through technology, particularly in client services. We also explore which services need to be provided in person and which can be automated, such as appointment scheduling. Additionally, we dive into Chat GPT and how it can enhance our daily routines by acting as a personal assistant. It's time to ditch the overwhelm, use technology for efficiency, and give clients what they want.

Show Notes:

[02:41] -  Some of the problems we can address include being staffing shortages, overwhelming case load, and just being too busy. Improving client service can alleviate a huge pain point. 

[05:42] -  Bridging the gap between technology and client services. 

[07:01] -  So many practices are inundated with calls that phone trees could be a helpful solution.

[08:30] -  Scheduling online is also easier for the clients.

[12:11] -  It's a manager's role and obligation to take the time to answer questions and formulate a plan for introducing new tools.

[13:45] -  We need one person to be the champion for each new tool. We also need to talk about the anticipated bumps and create plans and SOPs so everyone is on the same page. 

[15:32] -  Chat GPT is such a powerhouse. It can help with marketing and help spotlight your brand. Having a tool that will help with ideas is so useful for managers. 

[18:32] -  HR, training, scripts, and client education are also great Chat GPT uses. Carol shares a prompt that she directed and the output she received. 

[20:23] -  Revisiting scripts using modern technology and Chat GPT.

[22:18] -  We talk about apps that help with writing and virtual scribes. 

[23:29] -  The well-chosen tool is the answer. 

[24:01] -  Overcoming pushback when new tools are introduced. Make sure you set everyone up for success. Be honest if something doesn't work.

[26:06] -  Evaluating and choosing the right ideas. 

[27:03] -  Focus on what your practice really needs, what you're trying to solve, and if it will generate revenue.

[29:17] -  How to analyze a piece of equipment. Give yourself time and do your research. 

[30:11] -  Be an active participant in the conversations around all of these new technologies. Pay attention. 

 

Thank you for listening. Remember you are not in this alone. Visit our website for more resources.

 

Links and Resources:

• VHMA Web Page

• VHMA Coronavirus Resources

• VHMA Facebook

• VHMA Twitter

• VHMA on Linkedin

• Encore Vet Group

 

Welcome to today’s episode where we delve into a crucial aspect of veterinary practice management: using core values as a management tool. Establishing basic expectations based on core values might seem daunting, but is essential for aligning the entire team in the desired direction of the practice. Once these values are clearly defined and communicated, they serve as a foundation for behavior and daily performance,helping to ensure that expectations are consistently met. Our guest today is Debbie Newhouse, LVT, MBA, CVPM, a hospital administrator in Nebraska who finds joy in helping people grow both professionally and personally.

In our discussion, Debbie shares the transformative catalyst that shifted her management approach to focus on their core values. By developing specific behaviors and actions associated with each core value, Debbie's team has a clear understanding of what is expected. She emphasizes the importance of incorporating core values into every facet of the practice, from interviews and new hire conversations to daily operations and leadership training.

Ongoing communication is key to this approach. Debbie’s insights highlight the importance of consistency and frequent communication about the behaviors aligned with each core value. By making core values a regular part of the conversation, practices can create a cohesive and motivated team dedicated to the same standards and goals.

 

Show Notes:

[2:14] - Debbie shares the catalyst that changed her management approach to being focused on core values. They developed a set of behaviors and actions associated with each core value.

[4:36] - Core values are included in interviews and conversations with potential new hires.

[6:41] - Leadership training is important when it comes to core values and expectations being clearly defined in the daily operations.

[9:40] - Attendance began as an issue. Now it is a behavior associated with the core value of Respect.

[12:57] - One person on the team could negatively impact the rest of the team if they are not invested in the core value focus or being held accountable.

[16:51] - Debbie describes some of the push back that has occurred and how it was addressed to maintain core value expectations.

[18:07] - Ongoing communication of the core values and actionable behaviors is key.

[19:24] - Performance reviews need to include each core value and the behaviors associated.

[21:18] - Before a team member is terminated, they should have had several conversations with clear opportunities to improve.

[23:23] - It’s important for the evaluation process to be simple and precise.

[27:41] - Debbie describes how difficult conversations could go when it comes to performance evaluations.

[30:25] - Be very consistent and communicate the behaviors that you want to align with each core value. They should be talked about frequently.

[32:30] - Core values shouldn’t just be something posted on the wall. They help the cohesiveness of the entire team and success of the business.

 

 

Thank you for listening. Remember you are not in this alone. Visit our website for more resources.

 

Links and Resources:

• VHMA Web Page

• VHMA Coronavirus Resources

• VHMA Facebook

• VHMA Twitter

• VHMA on Linkedin

 

Welcome back to the VHMA Manager to Manager Podcast! Today, we're diving into an interesting aspect of veterinary practice management: open-books management. Join us as we explore how sharing the financial side of the practice with all team members, even the "non-numbers" people, can lead to greater engagement, accountability, and success.

Our guest for today's episode is Kristen Norris, a seasoned CVPM Practice Manager based in Texas. With 14 years of experience in her current practice, including a decade as a practice manager, Kristen is passionate about creating a work environment where team members feel empowered and valued. She firmly believes that fostering transparency and open communication about the practice's financial health is key to achieving this goal.

In this conversation, Kristen shares her insights into how KPIs can help everyone understand their role in contributing to the practice's success. From posting scoreboards in prominent areas of the practice to integrating financial discussions into daily operations, she offers practical strategies for effectively sharing financial information in a way that resonates with team members. We'll also explore the importance of tailoring the information shared to each individual's role and how this approach can lead to increased buy-in and engagement across the team.

 

Show Notes:

[2:19] - Open-books management does not mean opening the checkbook for everyone. It means being transparent about the health of the business and letting staff feel involved.

[3:24] - Kristen describes the scoreboard she has posted in the main area of the practice that provides a snapshot of the health of the business.

[5:51] - It’s important to take the opportunities to show and talk about how much things cost.

[7:54] - Sharing financials can make a big difference, but we have to be able to explain them in ways that the staff can individually understand.

[10:46] - Some patient care goals can be connected to numbers.

[11:49] - Share different measurements and how they apply to what we provide to clients. Earning money for the practice is not something to be ashamed of.

[14:58] - When it comes to new hires, sharing some data and numbers can improve their onboarding and understanding of their new role in the practice.

[17:05] - Leadership can communicate successes in a similar way to team sports.

[18:55] - It is important for associates to know how they are doing in the practice and sharing numbers can communicate that clearly.

[22:29] - In years past, scripts were commonly used. Now we go with a more relaxed approach, but sometimes we miss some information. Talking points can help.

[24:14] - Celebrating goals does not have to be huge expense. Simple celebrations when goals are met are effective and appreciated.

[26:19] - If you want your team to be involved, you need to provide ways for them to be involved.

 

Thank you for listening. Remember you are not in this alone. Visit our website for more resources.

 

Links and Resources:

• VHMA Web Page

• VHMA Coronavirus Resources

• VHMA Facebook

• VHMA Twitter

• VHMA on Linkedin

 

Today we’re chatting about the manager role and the diverse pathways that lead individuals to this position. While practices are increasingly hiring managers from outside the organization, internal promotions are still frequent and possible and play a significant role in shaping leadership teams. Without debating the pros and cons of how we find managers, today we are discussing that transition from co-worker to manager. By gaining insight into the challenges and establishing a solid starting point, we can prepare new managers to succeed in their role.

Joining today is Andrea Cruz. Andrea is an RVT Practice Manager in Long Beach, CA. Andrea's journey into veterinary management began with aspirations of becoming a veterinarian, which evolved into a passion for the RVT role as she gained hands-on experience and honed her interpersonal skills. Now, as a practice manager, Andrea finds immense fulfillment in mentoring and empowering her team to reach their full potential. Throughout our conversation, Andrea will candidly share her experiences navigating the transition from colleague to manager, offering insights on maintaining professional boundaries, fostering trust, and overcoming challenges such as imposter syndrome.

 

Show Notes:

[2:18] - Andrea shares how she became an RVT and her early experiences.

[4:22] - Shifting from a co-worker to a manager was hard on a personal and professional level.

[5:59] - Balancing a friendly relationship as a manager can be a challenge.

[9:28] - There are many resources that can help managers improve their work and expectations need to be clear.

[11:30] - Setting clear boundaries is crucial.

[13:26] - We underestimate the power of trust.

[15:24] - During the transition into a leadership role, the most resistance Andrea received from teammates was when she implemented new protocols.

[18:10] - There are ways to communicate expectations without feeling like you’re coming down on people.

[20:22] - You need to have a solid network of people who support you.

[21:25] - Imposter syndrome is something a lot of new managers may struggle with.

[24:35] - Sometimes you won’t know how to deal with an issue until you do it. You will probably not be prepared for everything.It is a journey.

[26:11] - When bringing in new leaders, step into a mentorship role and encourage open communication.

[29:17] - There’s a common misconception that managers and those in leadership need to know and excel at everything.

[31:15] - Don’t forget about your team and their needs. You’ve been in their position and are now able to help them grow.

 

Thank you for listening. Remember you are not in this alone. Visit our website for more resources.

 

Links and Resources:

• VHMA Web Page

• VHMA Coronavirus Resources

• VHMA Facebook

• VHMA Twitter

• VHMA on Linkedin

 

Welcome back to another insightful episode as we continue our journey into detoxifying teams and fostering a more compassionate workplace culture.  Guest Rebecca Fox, a seasoned CVPM and Hospital Administrator from Orlando, FL, sheds light on what she calls "Compassion Management." With her wealth of experience, starting from the ground up as a receptionist to her current leadership role, Beckie brings a fresh perspective on nurturing compassion within our teams.   Throughout this episode, we explore practical strategies and insights on how to infuse compassion into our management approach. From understanding the "why" behind processes to fostering empathy and trust among team members, we uncover actionable tips to cultivate a more supportive and empathetic workplace environment.

 

Show Notes:

[2:14] - You can manage well while keeping your humanity intact.

[3:24] - Team members need to understand the “why” behind processes.

[4:22] - Compassion Management is seeking to understand someone else’s perspective.

[6:36] - Empathize with someone’s situation and assume good intent.

[7:57] - If we can’t trust each other and communicate, then patient care suffers.

[9:04] - Self-awareness is a skill that not everyone possesses.

[11:46] - We can give team members techniques to put problems aside to focus on patient and client care.

[13:05] - Managers need to know the scope of their role. Knowing your boundaries is important for successfully leading others.

[16:26] - The team will take their cues from the top down. Hold yourself to the same compassion standards.

[18:31] - Not all natural leaders are in a leadership role. Identify and communicate with the influencers on your team.

[20:15] - You have to set the standards yourself, hold yourself to the same standards, and communicate why the standards are important.

[24:51] - Compassion extends to clients as well.

[26:06] - Beckie recommends some books and resources for Compassion Management.

[28:02] - As leaders, we need to remember that we serve the clients and the team as a whole entity. It’s not about us.

 

Thank you for listening. Remember you are not in this alone. Visit our website for more resources.

 

Links and Resources:

• VHMA Web Page

• VHMA Coronavirus Resources

• VHMA Facebook

• VHMA Twitter

• VHMA on Linkedin

 

In today's episode, we're talking all about emotional intelligence, a term that often gets thrown around but is frequently misunderstood. It's not just about raw intellect; instead, it's intertwined with how we navigate relationships and environments. In the veterinary world, where patient care and client service are paramount, understanding the role of emotional intelligence is crucial.

Joining us is Rob Best, a seasoned CVPM with a background in Business and Organizational Communication. Having worn every hat in the hospital except DVM, Rob now leverages his expertise to help leaders enhance their effectiveness.

As we explore the landscape of emotional intelligence, we'll unpack its five components, which serve as invaluable tools for navigating interpersonal dynamics. From understanding the need for certainty in our brains to regulating our behaviors in stressful situations, Rob sheds light on how emotional intelligence impacts every aspect of veterinary practice management.

But it's not just about recognizing the importance of emotional intelligence; it's about cultivating it. Rob emphasizes the pivotal role of leadership in fostering emotional intelligence within teams, highlighting the power of intentional decisions and ongoing training.

Throughout our conversation, Rob gives practical strategies for enhancing emotional intelligence, including self-awareness exercises, visual reminders, and the importance of grace—both for ourselves and others. So, whether you're a seasoned practice manager or just starting your leadership journey, tune in as we uncover the transformative power of emotional intelligence in veterinary practice management.

 

Show Notes:

[2:47] - Emotional Intelligence (or EQ) has five components that help increase our ability to be more skillful in navigating interpersonal relationships.

[4:54] - Certainty is something our brain needs. Emotions are never certain, so we need to learn how to regulate our behaviors.

[7:08] - It’s about manifesting and about intentional decisions from leadership.

[8:19] - Do we allow a stressful situation to become even more challenging because we can’t regulate our emotions?

[11:05] - We can’t “fix” people. But we can train people to better manage their behavior. It all begins with leadership.

[14:10] - Under stress, emotional intelligence can take a hit.

[16:22] - The day-to-day often gets in the way of new things we’d like to implement.

[18:06] - Self-awareness and examining ourselves can be uncomfortable and challenging.

[21:25] - Visual reminders can be helpful.

[23:06] - You can highlight certain aspects of emotional intelligence that draw connections to the practice.

[25:32] - We are all human. We have “stuff.”

[27:01] - Give yourself and others grace. Our fear-based brains are driven to defensive behaviors.

 

Thank you for listening. Remember you are not in this alone. Visit our website for more resources.

 

Links and Resources:

• VHMA Web Page

• VHMA Coronavirus Resources

• VHMA Facebook

• VHMA Twitter

• VHMA on Linkedin