So often, we forget, ignore or are just plain confused about the secrets of running a successful business. Some of us think practice success is only for those who hire advisors and consultants, and others believe it is due to the correct alignment of the stars and planets (aka luck). 

For a new practice owner, having a successful practice hinges on not only being smart, but being a SMARTE (No, not a smarty-pants or a smart aleck…), which can be achieved by following these six tips:

Share the vision

You cannot expect to have a successful practice if no one has any idea what the mission or vision really is. Your employees need to work as a cohesive unit; a collective intelligence, if you will, on everything from talking to clients on the phone to exam room consultations to discharge instructions. They cannot function as a high-performance team if they do not know the practice’s strategic tenets. In addition, they can’t help build the practice’s success if they have no clue what differentiates the practice from the competition.

When connected to a shared core principle, team behavior and performance enhance business performance. This link between behavior and core principles ranks higher than any other factor for business success.¹ 

So, how does one get to this high level of shared principles? 

With leadership; your leadership as the practice owner, as well as the leadership of your management team. And leadership must focus on a few critical areas to spur business success:

• Help team members understand the business strategy, mission and vision.
• Help team members understand how they contribute to achieving goals.
• Share information relative to goals and strategy. ²

Share the vision, share information and lead the way—after all, your employees cannot help drive business success if they don’t know your goals or the practice strategy.

Manage your systems

Running a business entails managing your business systems (e.g., financials, operations, human resources, etc.). And business success hinges on being profitable, which is enhanced when you watch the numbers. What numbers you watch and who watches them depend somewhat on your unique practice, but there are some standard industry benchmarks to monitor regularly.

Develop scorecards and track Key Performance Indicators (KPI) such as the number of transactions, net income, cost of goods sold, payroll as a percentage of income, income-to-expense ratios, new client numbers, client retention, client satisfaction and net promoter scores. Keeping information like this at your fingertips lets you see how your practice measures up to published benchmarks of well-managed practices and how your practice is performing compared to previous quarters or years. Then, kick it up a notch and present information to your team using Open Book Management (OBM) techniques.

Harvard Business School leaders have said OBM has been the most significant business management idea in the last 75 years. OBM gives practice leaders a step-by-step way to measure performance. Team members better understand financial strategies and goals and how they play a role in achieving those goals.

In addition to KPI Scorecards, having some form of documented processes will benefit the management of your operations and human resource management. For example, Standard Operating Procedures (SOPs) can be as detailed as having scripted phrases for communicating to clients or generalized listings of points to cover regarding a topic or procedures. In addition, employee handbooks, training manuals, and medical protocols are necessary for job performance clarity and even mitigating legal risks. 

Adapt and learn

Differentiation from competitors will give you a competitive advantage; however, rapid learning and adaptation will be necessary for continued success.¹ Change is inevitable. 

Do you learn and adapt when circumstances present themselves? Do you view obstacles as opportunities? How do you monitor obstacles and opportunities? Do you look beyond your immediate four walls for opportunities and threats?

An easy way to keep your fingers on the pulse of change is to request feedback from your clients. Surveys such as the Net Promoter Score are a great way to determine what your clients think, say and value. Remember to also survey your team, as they often hear praises and complaints from your clients that you may not. 

Once you learn of changes, determine if your services meet your client, patient, team and business needs. Differentiate yourself from your competitors (both local and on the internet). Manage change initiatives with careful, organized planning. Do not ignore the power of your culture and recognize when you need to have a cultural change before implementing strategic changes. Culture trumps strategy every time. 

Relationships need built

Client service means building relationships and trust. Building relationships requires a strategic plan which includes listening to what your clients are saying. Then, use what your clients love about your practice to develop a plan to convert “shoppers” into “regulars” and, ultimately, “advocates” for your practice. 

Positive relationships in your community are also essential for business success. They affect your brand recognition as a good community citizen and your employees’ loyalty and pride in being associated with such a great practice. If you think about it, certain aspects of veterinary medicine are the same at any practice; easily duplicated, but (as stated by Jerry Fritz, Director of Management Institute) a strong customer service culture can’t be copied and is uniquely yours. So, start paying attention to relationships and build a culture in your practice that focuses on the client experience. 

Teams for greatness

Hire right, train right and get the right people in the right seats on your practice “bus,” thereby building a great team. 

Still not convinced about the power of building a great team? Consider that Michael Jordan once said, “Talent wins games, but teamwork and intelligence win championships.” Your championship goal is having a successful practice. But, you cannot get there alone; you need a winning team with talent and intelligence working together.

Creating your winning team starts before you even hire someone. It starts with job descriptions, talent needs of the practice and the culture you want to have. Once hired, training is paramount not only to the individual’s success, but also to the business’s success. 

Finally, there is no end to learning and development within your team. Instead of viewing learning and growth as once and done, look to career development as ongoing, even making it a part of the annual business SWOT analysis of talent and what the practice plans to offer in patient care and client services.

So much is written about bonding with clients and building client relationships. Do not ignore the workplace team and the bonds that enable the team to deliver exceptional medical care and outstanding client service seamlessly.

Every Client, Every Patient, Every Record, Every Time

Lack of consistency kills client service and patient care. Worse yet, it may result in the death of a pet. Do you see “every” when you perform a chart audit? What prevents the team from achieving “every”? When you achieve “every,” you will demonstrate to clients that you are trustworthy, thus building trust and client loyalty.  

Some practices say they achieve “every” until they get busy or someone calls off. Some team members ignore “every” just because of their position in the practice (e.g., the owner, the longest employed person, the newest person). Should they be permitted to ignore “every”?  

Consider a few helpful tips for achieving “every” in your practice:

• Identify your culture and if a change is needed to accept “every” as a goal.
• Choose specific targets where you need to achieve “every” and create SOPs.
• Designate a team member/s to monitor the specific targets and report to the team.
• Develop a scorecard to monitor the targets and if the team is achieving “every.” 

Successfully changing the culture and behaviors to achieve “every” means working with your team to identify values, beliefs and actions. It is not an easy change, but the rewards are enormous for your successful practice. Perhaps it is time to adopt the mantra of “Every patient, Every Client, Every record, Every time by Every team member.”

It can be difficult to change old habits. Perhaps you never discussed your vision or mission with the team. Or maybe you are paralyzed by all the data you feel you need to monitor, so you fail to monitor any KPIs. Whatever the old habit, you can easily choose one of the tips and tackle it. Instilling new habits can dramatically affect practice success. After all, success begins with being a SMARTE. +

References:

1. Zook, C. and Allen, J.  November (2011).  The Great Repeatable Business Model.  Harvard Business Review, 107-114.
2. Sugars, B.  May (2008). 10 Principles of Leadership.  Action Coach – Business Coaching.  Retrieved from http://www.actioncoach.com/Ten-Principles-of-Leadership?pressid=665

The post Are You a Smarte? The Secret to Practice Success appeared first on PetVet Magazine.

When your productivity is interrupted numerous times throughout the day, you find yourself at the end of the day with “loose ends” needing your attention; loose ends like returning phone calls, completing paperwork, placing supply orders, scheduling the team, paying bills, cleaning…you get the picture. Interruptions during the day result in unfinished business and delays in leaving work.

Additionally, research by the Journal of Experimental Psychology¹ has shown that interruptions double and even triple the rate of errors, cause employees exhaustion and short-term memory loss, and increase physical ailments such as headaches or back pain. Interruptions are hazardous to your health and the health and wellbeing of the pets you are taking care of.

The first step to combat the adverse effects of interruptions is to know your productivity killers. The next step is to understand what to do about them. Consider the following top five workplace productivity killers and how to manage them:^2,3,4

1. Cell Phones 

Be it your own cell phone or that of a client or co-worker, at some point in your workday, you will encounter the interruption of one. It is buzzing in your pocket to signal a phone call; the client is chatting with someone on the phone while also discussing what services they want for their pet; the co-worker is busy texting instead of getting the next pet ready. With the increased use and dependency comes the need to evaluate the proper use of cell phones in the workplace.

Set the example by silencing and keeping cell phones out of sight. Clients should not see team members looking at their phones while walking dogs or holding a pet on a table—nor should a client or fellow team member be ignored while a team member looks at their phone. Politely ask pet owners to silence their phones so neither of you will be distracted during discussions about the pet…after all, the appointment is all about the pet. Finally, establish a cell phone etiquette policy sensitive to today’s workforce’s needs (i.e., family communication and researching information for pet care) which will require discussions about appropriate phone use and disciplinary actions when excessive use interferes with work and pet care.

2. Gossip

Left unchecked, gossip can lower morale and productivity. In addition, gossiping is a time-waster, causing people to gather in small groups to talk, plot and add to the story. Bottom line, gossip causes a toxic environment that directly impacts productivity.

How often does the team stop to chat about that awful client, the team member who just called off or the new rule from management? The phrase “water-cooler chat” may signal casual conversation, but it is a time-waster. And, it isn’t just a few people gathered in the back hall…there are virtual water-cooler chats happening too; the kind on social media and that person hunched over their phone in the breakroom that could be taking part in gossiping just like the group in the back hall. The problem is that the act of gossiping is not always readily apparent, but it is still damaging.

To prevent gossip from killing your productivity, you need to take a stand. In other words, walk away, refrain from participating, address the gossipers one-on-one, and encourage positive conversation about actions that promote excellent pet and client service. Be aware that gossip may result from poor business communication about policies or procedures; lack of information creates a void filled with speculation and harmful gossip. An educated, well-informed workforce will not need to waste time gossiping.   

3. Internet 

The internet is not the productivity killer; it is how we spend our time on the internet that is. How many times have you gone online to search for something and five clicks of the mouse and an hour later, you are off track and no closer to completing your search? 

Think about the times you searched for an item for a client or a solution to a problematic pet condition, only to get sidetracked by silly cat videos or news headlines. Worse yet, that gossip in the lunchroom has you looking at social media to find the story or gather more incriminating evidence. The issue is our inability to prioritize and maintain self-control.

Consider locking down specific sites on the business’s computers as it will take more effort to crack the access code, deterring those looking for a “quick” scroll through their favorite site. And yes, there is an app for that! The content-blocking apps market themselves as a way to avoid distracting websites while you are trying to work.⁵  Explore the options and talk to your IT provider. Additonally, add internet use to your cell phone protocols, spelling out the consequences for using personal cell phones while “on the floor.” 

4. Breaks 

Not all breaks are bad. For example, a bathroom break is necessary; a quick snack break is refreshing; a smoking break is fine…until the break takes too long (see cell phone use) or involves too many people (see gossiping). 

In addition to those who abuse the amount of breaks, there are those who decline to take a break because the pets need care, it is so very busy or they want to look good for the next promotion. Even management may vilify breaks and hold them against the team when considering raises or bonuses. 

Having a break policy specifying how long, how many,  and when it requires management approval creates a better workplace culture and reduces the abuse of overextended break time.

For example, “Employees are entitled to a 30-minute unpaid (or paid) meal break each day, and two paid 15-minute breaks per shift.” If there isn’t a policy, management has a difficult time holding people accountable. Establishing a break policy not only addresses when there is an abuse of breaks, but also lets the team know it is OK to take a break.

5. Co-workers 

Nothing destroys productivity more than your co-workers. Fifty perecent of respondents in a study said their co-workers directly affected their productivity and motivation.⁶  Working with an underperformer, bully, complainer or a passive-aggressive person will kill productivity.

If the business has anyone exhibiting poor or unprofessional behavior, they will negatively influence the entire team’s productivity. Management must step in and orchestrate the level of influence the poor performer is exerting on the team. Positive, engaged team members consistently outperform complacent, negative employees. Hold individuals accountable and either move them up (to better performance) or move them out (terminate them). 

Tackle the Real Culprit

Instead of complaining about an unproductive team or making an excuse about how busy the day was, grab the bull by the horns and manage productivity killers. Consider using visual aids¹ such as a brightly colored hat or a zone marked by colored tape on the floor to designate “Do not interrupt” because the person is working on inventory/ordering, making callbacks or other business-critical tasks that must be completed today. 

A study to reduce interruptions experienced by human healthcare workers found that visual aids such as signage in specific areas where medications were being dispensed significantly reduced the frequency of interruptions.⁷ Since interruptions have been proven to increase errors, it seems prudent to initiate a few actions to reduce interruptions and thus prevent causing harm to people or pets.

Establish routines and office protocols to help your team stop and identify the real culprit, and take action to correct and prevent a recurrence of the productivity killer. Then, at the end of the day, everyone can leave on time and not worry that they left unfinished business. 

As the saying goes, “Don’t put off until tomorrow what you can do today.” So, don’t let productivity killers ruin your tomorrow. +

References:

1. Anderson, R. (2015, July 9). Shocking Stats About Workplace Interruptions. Filevine.com. https://www.filevine.com/blog/shocking-stats-about-workplace-interruptions/

2. Ricker, S. (2014, June 12). Killers at Work. Careerbuilder.com. http://www.careerbuilder.com/advice/infographic-the-10-biggest-productivity-killers-at-work

3. Sheza, G. (2016, August 8). 6 Productivity Killers and How to Get Rid of Them. Talentculture.com.  http://www.talentculture.com/6-productivity-killers-and-how-to-get-rid-of-them/

4. Zipkin, N. (2015, June 11). The 10 Biggest Productivity Killers and How to Overcome Them. Entrepreneur.com. https://www.entrepreneur.com/slideshow/247203

5. Renner, A. (2015, September 17). 10 Apps That Block Distractions. Wall Street Insanity.com. http://wallstreetinsanity.com/10-apps-that-block-distractions/

6. Florentine, S. (2014, September 11). Are Your Co-Workers Killing Your Productivity? CIO.com https://www.cio.com/article/250475/are-your-co-workers-killing-your-productivity.html

7. Rivera, J. A. and Karsh, B. (2010, April 8). Interruptions and Distractions in Healthcare:  Review and Reappraisal. NCBI. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3007093/

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Now, humor me on this garden analogy…

Some herbs are grown for medicinal purposes, similar to your doctors who provide medicinal services. Vegetables are for nutrition and support of good health like your nurses/techs support and care for the patients. Flowers add color, fragrance and pest control; your CSRs attract your clients, provide a welcoming environment and keep the chaos of appointments under control. (I did not want to call some clients “pests,” but you are free to label a few.)

My point to this garden analogy is that the veterinary practice is comprised of many different “plants,” and you cannot manage all the plants the same. Each one has some special requirements for it to grow. Therefore, managing a garden means tending to each plant as an individual, and managing a veterinary practice means tending to each team member as an individual.

Team management is so crucial that it must be a part of the practice’s annual strategic planning (“SWOT” analysis). Managing this diverse and talented group is easiest if you follow these five steps: Recruit, Retain, Develop, Engage, Reward.

RECRUITING

Recruiting is more than placing an ad and interviewing the respondents. An excellent recruiting program means that there has been a lot of groundwork laid prior to starting a search, such as:

Having job descriptions that spell out what is expected for that position.

Conducting a “needs analysis” and determining what position you want to advertise and what skills you want the new hire to possess. 

Developing behavior interview questions based on the job description and needs analysis.  

Having an orientation and on-boarding program to get the new hire acclimated and performing as expected.

Going through the planning stages listed above will save you time and money. It will ensure that you have identified the key skillsets needed for your practice, and have aligned these with the practice’s strategic needs and the position you are advertising for.

RETENTION

Team member retention should not be viewed as all take and no give. Experts in the Human Resource industry recommend conducting regular “stay interviews” with your team to see what aspects of the practice and the job keep them committed to the business. Retention is critical to the long-term success of the practice and can be accomplished by:

1. Establishing open communication (e.g., open-door policy).
2. Involving team members in decision-making. (This will empower and give them opportunities to learn.)
3. Making the work environment enjoyable and positive (in addition to safe and productive).
4. Creating work/life balance (e.g., flexible work schedules, comp, benefits).
5. Conducting stay interviews.
6. Conducting exit interviews.

Turnover is costly, but there are additional benefits associated with retaining team members that go beyond the calculated expense of turnovers. For example, retaining good team members will affect client satisfaction, the culture of the practice, team relations, and delivery of excellent care to every patient and client.

DEVELOPMENT

The development of a team member does not mean blindly giving development resources (AKA your CE Budget) for anything and everything. Instead, it means linking an individual’s strengths and passions with the practice’s needs. An individualized development plan consists of:

1. Assessing competency levels (skills, knowledge, ability and attitude).
2. Arranging opportunities for growth (continuing education, training, cross-training, project teams and job rotation).
3. Setting up coaching or mentoring partnerships.
4. Utilizing adult learning techniques.
5. Keeping the development life-long and self-directed.
6. Connecting the individual’s development plan to the needs of the practice.

Having a career development program in your practice will help your team grow and boost their engagement—and all of this links directly to your practice’s financial performance.

ENGAGEMENT

Engagement goes beyond retention and development. It is about a personal, emotional and motivational connection to the practice, not merely a job satisfaction rating, It includes:

1. Performance feedback.
2. Accountability.
3. Positive reinforcement and recognition.
4. Coaching and counseling.

Engaged team members are on task and know their target. They are not just a warm body that has essentially “checked out” for the shift; they are energized and creating experiences for your clients while delivering exceptional medical care. 

REWARD

Whatever the choice of recognition or reward, it must be from you, the leader, and it must be face to face. Kouzes and Posner, authors of Encouraging the Heart: A Leader’s Guide to Rewarding and Recognizing Others, outline seven steps important for an effective recognition program:

1. Set clear standards that speak of what is valued;
2. Expect the best, being aware of the Pygmalion effect (self-fulfilling prophecy);
3. Take time to walk around and look for those demonstrating the values and standards;
4. Personalize rewards to that individual recipient;
5. Tell a story about the value or exceptional standard, don’t just say thanks;
6. Celebrate with the whole team, don’t just hand out an award in private;
7. Set an example yourself.¹

Let’s look at some examples and considerations for the recognition program:

Rewards should be personal. I enjoy reading, so a book on a subject I am interested in would be great. Gift cards to a store or restaurant are good, and you can make it even better if you send it to your team member’s family with a personal note of praise for their family member so everyone can bask in the praise.  

Tell a story to the whole team about the exceptional team member. Let’s say you have a team member who devotes a lot of time to a community service organization. Why not acknowledge that and recognize them for the effort during a team meeting? 

How many of our practices have a board where we hang “Thank You” cards from clients? Do we ever tell stories about that situation to let everyone know how we wowed the client? Do we post notes of praise from one member of the team to another? Recognition can be powerful. Maybe you can use your website, newsletter or Facebook page to praise a team member for their outstanding efforts.

You can even reward someone by giving them more work! I have a friend who enjoys working with children just as much as she enjoys working with animals. She loved being given the “job” of educational liaison to the local schools; doing career day presentations, science fairs and animal health fairs. The practice recognized her passion and paid her to take that passion to the community—a win-win for business and individual.

Rewards and recognition are like sunshine; they help your team grow. Giving recognition for special efforts is a simple way to provide an explicit example of what is valued. Recognition, appropriately done, is a powerful motivator. It can show others what it means to go above and beyond. 

Comparing gardening to managing a practice is not such an odd analogy after all!  You want your plants to grow and produce a good harvest just like you want the practice to grow and produce. And the only way the practice is going to grow is if the individual team members grow and produce.

What do you do if your vegetables are withering or your flowers are brown? You look for causes—soil conditions, moisture, fertilizer, pests, weeds, etc. In most cases, you have a plan and keep an eye on these things to prevent a considerable loss before taking action. 

Managing your talent “plants” in the veterinary practice can be considered the same way. If you notice withering passion or lackluster performances, you look for causes. Some common factors in businesses that hamper talent growth and productivity include feeling stressed, having limited opportunities, feeling they aren’t valued and experiencing long work hours. So why not have a plan to address these things before you suffer a huge loss? 

Pay attention to recruiting, retaining, developing, engaging and rewarding, and “harvest” the rewards of a high-performing team. +

References:

1. Kouzes, J. M., & Posner, B. Z.  (1999).  Encouraging The Heart: A Leader’s Guide to Rewarding and Recognizing Others,  San Francisco, CA:  Jossey-Bass.

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Diversity acknowledges race, sex, gender, age, sexual orientation, disability, socioeconomic status, religious beliefs, political affiliation, education and more. Inclusion is the act of welcoming, supporting, respecting and valuing all the diverse individuals and groups on your team. Equity focuses on individual needs and requirements, and provides fair access and opportunities. Finally, equality is treating everyone equally regardless of individuals’ or groups of people’s needs. While it may seem easy enough to understand these definitions, applying them in the workplace gets more complicated.

What complicates matters is something managers can’t control…what a person thinks. A person may think they are experiencing unfair treatment, but this “unfairness” may be real or perceived. Here is where it gets complicated: A person’s perception becomes their reality. And, when a person believes there is inequality in the workplace, it shapes their behavior. This is known as the Equity Theory of Motivation.

The Equity Theory of Motivation states that a person’s perception of fair or unfair treatment, as compared to other people, affects their motivation, attitudes and behaviors, and a person will change their behavior to compensate for the inequity. Behavior changes may present as doing only what is minimally required, becoming overly competitive, pushing for more pay or authority, becoming resistant or acting out in disruptive ways, or even quitting. 

Take, for example, the person who thinks there is pay inequality… 

They may make outright statements like, “I don’t get paid enough to do this,” or “Why should I drop everything to help them? Let the surgery techs handle it. It’s their responsibility. I’m just a lowly room tech.” Or maybe there is passive-aggressive behavior such as always pointing out how inefficient the surgery techs are and how it throws the exam room techs off schedule (i.e., it’s not my fault, it’s their fault). Whether verbally said aloud or displayed in their behavior, this person views the situation as inequitable and it affects patient care, client service and team performance.

This example is just one of many situations whereby a person judges if they receive the same rewards as others. Other areas may include continuing education allowances, paid leave and paid holidays, compensation and benefits, recognition and rewards, work schedules, etc.…just about anything can be perceived as unfair, leading to claims of inequality or inequity. 

While management can’t control someone’s perception, it can take steps to create a workplace environment that is transparent, respectful and tolerant of other people’s views. And it starts at the top, which includes the practice manager and lead positions (such as the lead tech or receptionist manager). This is the group tasked with setting targets, establishing policies, monitoring the results and communicating with the team. After all, without good information and communication with leadership, the team will make up what they believe to be true (perception is reality).  

Those on the leadership team must be responsive to concerns, consistent and fair, and transparent and open about what can and can’t be changed—and keep their finger on the pulse of the business to monitor and push for change when needed.¹ 

Provide leadership teams with appropriate training. 

Often, team members are promoted to leadership positions without receiving formal training on how to ensure equality in the workplace. How can a manager be expected to identify unconscious bias, inequality or discrimination situations without adequate training on the topic? The best defense against claims of inequality is a good offense—be strategic and put your leadership team through the appropriate training so they are equipped to monitor, mitigate and respond to situations.

Establish policies and practices that strive to achieve equality in the workplace. 

In addition to following all the laws regarding employment equality, ask team members for input on improving the workplace. For example, consider how to enhance the benefits plan. The manager begins to build a benefits plan based on the established budget. Does the manager do it alone? No. The next step is to survey the team to see what benefits are important to them and prioritize the benefits (e.g., healthcare, mental health support, flexible work policies, paid time off, leave, education, child/elder care, etc.). 

Keep in mind that diverse benefits play a role in team member recruitment and retention, and non-traditional benefits are becoming more common in today’s post-pandemic workplace. Pay particular attention to communications, starting with the rollout and continuing with onboarding and ongoing needs of individuals.  

Create an empowering work environment where team members are trusted and respected as individuals. 

One way to achieve this is to conduct real-time reviews with constructive feedback instead of waiting for the annual performance review. What is important to understand is that real-time feedback is fluid, much like what is going on in the industry. Changes in the economy and medical developments can occur quickly. You need to be able to respond to these changes, and you will be able to shift team member goals throughout the year as needed. 

Waiting until the annual evaluation does not allow you to do this and instead puts the business at risk of delivering poor service, in addition to conducting irrelevant performance discussions based on goals set almost a year ago. The real-time feedback process enables more frequent conversations with each team member, recognizing their achievements, addressing any concerns and removing roadblocks they are experiencing. 

Take the time for more frequent conversations which also allows for expanding upon other empowerment actions. 

For example, talk to team members about their access to learning and development opportunities and available stretch assignments for taking charge of projects or tasks. Involve them in the decision-making process for the areas they control and encourage problem-solving. Reiterate the open-door policy and provide updates on business needs and strategic plans to keep everyone on the same page. These will promote a culture of inclusion and provide many opportunities to discuss equality or equity concerns.

Equality is a huge driver of employee satisfaction, productivity and growth. When team members perceive inequality, there needs to be an avenue to discuss and resolve the issue. However, the better strategic plan is to evaluate policies and procedures for any weakness, bias or potential for causing problems with EED&I. Equity is a responsibility of leadership resulting in a culture of inclusion and tolerance. +

References:

1. How to Respond to Employee Claims of Inequity. (2020, Oct, 8). HigherEdJobs. https://www.higheredjobs.com/Articles/articleDisplay.cfm?ID=2456 

The post Identifying & Addressing Inequality in the Workplace appeared first on PetVet Magazine.

Members of the veterinary team are experts at dealing with every medical condition entering the front door. In addition to medical training, the team also has expertise in self-defense (trying to avoid being bit), wrestling (restraining an “active” pet) and dodge ball (ok, “ball” is a nice way of saying urine, feces and anal glands squirting from a frantic pet). Dealing with everything from medical emergencies and squirting fluids to reluctant dogs and stressed-out cats is all in a day’s work. However, the constant exposure to pets under stress takes its toll on the team, often causing compassion fatigue. 

Compassion fatigue is an emotional side effect of working with pets in distress and suffering. Those three pets coming in on this particular day are suffering from fear, anxiety and stress, and the team is vulnerable to the pressure. 

Compassion fatigue is characterized by physical and emotional exhaustion from wanting to care for or help pets in need. Some may call it the high cost of caring, or burnout. No matter what label you give it, team members get worn down dealing with pets who are suffering—including pets suffering from stress. The result can be employees quitting their jobs, or worse. 

The time is now for implementing a plan to improve pets’ veterinary experiences and reduce the compassion fatigue experienced by the team. For starters, it is essential to discuss compassion fatigue with your team. The AVMA has a tool to help team members measure the effects that helping others has on themselves.¹ And although developed for use by human health care providers, the Professional Quality of Life (ProQOL) assessment is a starting point for discussing the workplace environment and mental wellbeing. 

Some recommended action steps for dealing with compassion fatigue include:

• Make time for yourself: Exercise, hobbies, leisure activities, unplug from technology
• Focus on your health: Meal breaks, healthy diet, adequate sleep
• Create a support system
• Practice mindfulness and meditation
• Set boundaries: Know when to say “no”
• Make work an enjoyable place

Make work an enjoyable place? Is that even possible, given all that is happening in today’s workplace—long hours, short-staffed, angry clients and challenging patient interactions? Of all the ideas that come to mind for making the workplace enjoyable, think about one potential area for improvement: creating a relaxed, low-stress experience for the pets.

Why focus on the pets? Isn’t this about the team’s stressors? Imagine the team’s relief when Buffy is no longer on the attack, when Clyde is lounging on the table and purring, or when Maverick trots into the building on his own. Removing that sense of dread one has when faced with the daily struggle of dealing with stressed-out patients is a significant step in making the workplace enjoyable and in fighting compassion fatigue.

How does one create a low-stress veterinary experience for the pets? Tap into these programs to get started:

• Cat Friendly Practice® Program²
• Fear Free® for veterinary professionals³
• Low Stress Handling® University⁴

These resources provide the tools and team training programs for creating a better veterinary experience for pets. Initiating a change to the way things “have always been done” in the veterinary hospital will take some time because it is a cultural change. The team is fundamentally changing how they interact with pets, clients and even with each other.

Used properly, the techniques presented in the different programs mentioned above can help improve patient care, reduce client churn and improve the workplace environment for the team. For example, many Fear Free Certified Practices notice a distinct change in dynamics in the exam room when the pet is not exhibiting fear, anxiety or stress. Cat Friendly Practices notice a positive effect on both clients and their cats—including an increase in feline exams and feline dentistry. Work is more enjoyable when the veterinary team can do what they love: provide care to pets. 

Practices making the change experience many positive results (as stated on their websites and published white papers) including:

• Increased services per invoice
• Increased percentage of patients with exam visits (including progress exams)
• Increased feline exam visits
• Improved client bonding rates 
• Increased forward-booking appointments
• Improved client compliance
• Reduced injuries sustained by team members
• Improved team morale

Kathryn Primm, DVM, CVPM of Applebrook Animal Hospital, Ooltewah, TN, knows first-hand the long-term effect of the Fear Free program on her and her team. “I saw half a dozen cats today, and absolutely none of them hissed at me,” she said. “The biggest tip I have is to train your whole team. Every point of contact must be singing the same song. It has changed my practice and my life.” 

Implementing a change in the pet’s experience transforms the team’s daily interactions with pets, clients and colleagues. Instead of dreading that next exam room, team members can have the satisfaction of performing a comprehensive exam on a calm pet. They can have the satisfaction of engaging in a conversation with a client who can listen and discuss options (instead of hurrying so they can get the upset pet back home). They experience a calmer workplace environment. They experience compassion satisfaction.

Do not underestimate the importance of those daily interactions. According to a survey on compassion fatigue, veterinary technicians report that “helping animals, working as a team, and working with grateful clients helped protect them from compassion fatigue.”⁵ This is what compassion satisfaction sounds like—helping pets, working together. 

Clients notice and value the change. Practices experience a better team environment. Potential new hires can sense a difference in the practice culture. Job seekers search for these certified practices because they value the difference. This is the face of a workplace environment that enhances the quality of life of both pets and people.  

Many factors cause stress in the veterinary hospital. While we can’t prevent the emergency hit-by-car or the sudden passing of a pet, we can have a strategic plan to lower the fear, anxiety and stress experienced by pets. This, in turn, improves the veterinary experience for clients and veterinary teams. 

According to Temple Grandin, “Reducing fear will improve both the welfare and life of your pet.” 

Isn’t this why people enter the veterinary profession, to improve the lives of pets and people? Then why not improve the veterinary experience by reducing fear, anxiety and stress in pets, and give our veterinary teams the gift of compassion satisfaction? +

Resources:

1. Assess your wellbeing. AVMA. https://www.avma.org/resources-tools/wellbeing/assess-your-wellbeing
2. Cat Friendly Practice® Program. AAFP. https://catvets.com/cfp/veterinary-professionals
3. Fear Free® for veterinary professionals. Fear Free Pets. https://fearfreepets.com/veterinary-professionals/
4. Low Stress Handling® University. Low Stress Handling. https://lowstresshandling.com/
5. Compassion Fatigue and Compassion Satisfaction. NC State Veterinary Medicine. https://cvm.ncsu.edu/human-resources/employee-resources/compassion/

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Taking this cue, you head out front to see what is going on only to hear the CSRs saying, “If only those techs in the back would stop chatting and get to work, we wouldn’t be so backed up.” 

Both groups are finger-pointing and complaining about the same thing—being backed up. Why can’t they work as a team? Why are they divided into front versus back? 

Identifying the Problem

It seems so easy to place blame; however, it is important to remember the saying, “When you point your finger at someone, there are three fingers pointed back at you.” What could you be doing or not doing that causes the battle between front and back?  

Many will say the main culprit of this discord is the appointment book. The truth is that it goes much deeper.  It is about the culture, poor communication, a lack of understanding of each side’s role in client service and patient care, and even about leadership errors.

Culture

Culture is unique to your group.  Culture determines how the group works together; it fosters stability and drives its members’ thinking and behavior. It gives the strategy of what, when, where and how to do things. Think about that 4:54 p.m. client calling your practice about a sick pet. Is it automatically told to come in, or is it referred to the local emergency hospital? Is there a “dance” around asking for permission, tip-toeing around the people who will say “no” in favor of someone who will say “yes?”  Your culture may be causing the battle between front and back.

Communication

Communication is always a primary suspect any time there is discord. Over 80% of a person’s success at any job is due to communication skills. With only 20% of their success based on technical skills, why do so many training sessions concentrate on technical skills and ignore the people skills?  Communication is vital to patient care, client service and team performance. That’s why it is important to assess communication gaps when the finger-pointing starts.

Lack of Understanding

Lack of understanding of roles, responsibilities and pressures is common. Think about the team’s different roles—nurses give full attention to patient care, CSRs focus on client service—there will be times when the roles can seem incompatible. Without working in every area of the hospital, understanding the pressures of each area can be difficult and may lead to unrealistic expectations from co-workers in the other areas of the hospital. Unrealistic expectations lead to conflict.

Leadership Errors

Leadership errors are another possibility. Remember those three fingers pointing back at you, the manager? Error number one: refusing to accept personal accountability. The buck stops with management and how the team is held accountable. Other leadership errors can include failing to develop and train people on the team, aligning oneself with a side, managing everyone the same way, being a buddy and not a boss, failing to set standards, condoning incompetence and forgetting the power of communication. Management may be the cause of the tension between front and back.

Knowing that there are different root causes to explore does not mean that the solution is out of reach. However, it will take some effort to get everyone on the same page and work as a team.

Potential Remedies

Upon examining common root causes, it is possible to initiate remedies that may address a few root causes at one time. 

Daily Huddle

One such remedy is the daily huddle. The daily huddle is a five-to-ten-minute-long meeting to assess what will happen throughout the shift, troubleshoot potential problems and agree upon a game plan. Everyone understands their different roles and expectations, communication is clear and the team knows the goals for the shift.

Team Meetings

Team meetings are another tool to quell discord between the front and back. Have the different areas submit challenges, clinical inefficiencies and other problems. Divide out into groups (groups must include nurses, CSRs, doctors, ward attendants, etc.), brainstorm together, bring up their unique perspectives and work together to achieve the best solution. If the different areas hold separate meetings, bring in the lead person for the other area—he/she can listen to concerns, give input from his/her perspective and work on solutions. Team meetings are also an excellent opportunity to reward the team and conduct team-building activities.

Cross-Training/Job-Shadowing

Another solution is cross-training or job-shadowing. Cross-training is not always possible in some situations, such as training a receptionist to do the job of a certified veterinary nurse in surgery. Still, the receptionist can gain an understanding of the position by job-shadowing and assisting the veterinary nurse. Scheduling team members to work a shift rotation in other areas will not only help them to understand the roles, responsibilities and pressures associated with that area, but it will also give them an idea of how the roles can complement each other and when it may be necessary to step in and offer assistance (even without being asked). 

While on the topic of training, pay attention to shift leaders, supervisors and managers. These team members need additional tools for communication and tips on how to avoid fatal management errors that erode team unity. 

Building a cohesive team does require policies and procedures. Review and update any standard operating procedures (SOPs) and job descriptions. Create checklists and ensure collaborative workflows across all areas of the hospital. 

Maintaining a United Team

Looking back at the morning fight over the appointment schedule, consider a procedure to map out certain appointments for sick, well and urgent time slots. Conduct a huddle at the beginning of each shift to update the team on the appointments and the game plan to mitigate any problems that may arise. Involve the team in a debriefing session afterward to discuss what worked well and what didn’t. 

Discord, drama, disagreement…no matter the label you give it, it is a problem that needs to be nipped in the bud before the negativity spreads and impacts client service and patient care. Clients see and hear; they sense the tension, receive the exasperated sighs and the apologies, and wonder what level of care their pet is receiving. Give the team the tools to successfully work together as one and deliver exceptional patient care and client service. +

The post Peace in the Practice: Uniting the Front and Back Veterinary Teams appeared first on PetVet Magazine.

Even with all these people involved, incivility may go unnoticed…or rather, uncorrected. Some people don’t want to complain; they put up with it and go about their day. Others are never identified because they are good actors; they know how to kowtow, or “bootlick,” and put on a good show while reserving their bad behavior for less conspicuous times. There is always the chance that management is oblivious to their surroundings…or that management is the source of the incivility. The best course of action is for the business to put a plan in place so team members know the steps to take and can feel confident in taking those steps to remedy the challenging situation.

The “Face” of Incivility

Workplace incivility has many faces, ranging from rude, unprofessional behavior to bullying and illegal behavior. The problem is that a little bit of rudeness can grow into bullying when it is ignored. Along the way, individuals suffer, team performance deteriorates, and even the pets receiving care are at risk of harm. You heard that right: Ignoring uncivil behavior can hurt the very pets placed under your care. So, what does this damaging behavior look like?

The following are examples, ranging from subtle to unfair to outright illegal:^{1, 2, 3}

• Rolling eyes, giving somebody a “dirty look”
• “Forgetting” to share credit 
• Speaking with a condescending tone or using biting, sarcastic comments
• Interrupting the person 
• Withholding important client or patient information
• Sabotaging a project or damaging someone’s reputation
• Not answering calls or responding to text messages in a timely manner
• Sending nasty or demeaning notes
• Talking about someone behind his/her back
• Making accusations about professional competence
• Giving public reprimands
• Emotional tirades 
• Giving the silent treatment
• Playing favorites
• Enforcing consequences inconsistently
• Making jokes that rely on stereotypes
• Bullying

Do you remember hearing or seeing any of those behaviors? Any chance you are guilty of some of those behaviors? Incivility can creep into any team, and everyone on the team needs to understand that. 

Knowledge is Powerful

Incivility should not be ignored and should be part of any annual team training or new-hire training. Being aware of the threat and knowing that the company isn’t afraid to face it as soon as it rears its ugly head will create a culture of open communication. 

Several different factors cause incivility, including, but not limited to, overloaded work duties, fear of talking to the supervisor, stresses in home and family life, low morale among the team, pay cuts or freezing pay, changing managers and cultural differences. Knowing common precipitating factors will help supervisors and team members to be on the lookout for instances of incivility before it becomes part of the business culture. 

In addition to knowing the causes and the common signs, it is essential to discuss the impact on pets. A culture of incivility undermines patient safety because it impacts the team’s ability to perform their job. Both the receiver and the perpetrator can create a problem in the delivery of medical care—not that they would do so consciously, but something as “simple” as rolling eyes and refusing to answer someone’s question can hamper that person from doing the job correctly, and the pet may end up suffering. 

Consider the impact if a kennel attendant asks about medication and diet requirements for a pet and receives the uncivil behavior of rolling eyes and being asked if they are incapable of reading instructions. Communication is shut down, and the kennel attendant is left without answers and will attempt to make a decision that may be incorrect due to a lack of information. Coaching the kennel attendant to deal with that situation properly is as easy as giving them a few communication tools.

Tools to Combat Incivility

The first step in addressing incivility begins when someone is hired. Each team member must accept responsibility for interpersonal relationships with one another. Uncivil behaviors must be clearly defined in the employee handbook; a code of conduct, zero-tolerance policy for intimidating behaviors, nonretaliation clause for reporting uncivil behavior, a standard complaint procedure and consequences. From there, training and coaching become important steps.

Supervisors must receive leadership training. The training should include topics such as business policies and procedures, communication styles, conflict and resolution, and common manager errors to avoid. When dealing with an employee’s complaint of uncivil behavior, a supervisor should be educated on common pitfalls he/she must avoid, such as rushing to judgement, choosing sides, dismissing the complaint as silly, making excuses for the perpetrator, joking about it or discussing it with others. An unprepared supervisor is of no help when a conflict situation arises, and his/her reaction (or lack thereof) leads to continued frequency of uncivil behavior. A well-prepared supervisor can now educate the team. 

Team-building sessions to build trust, training on recognizing and responding to workplace incivility, and simulation exercises to model positive interactions will go a long way in creating a culture that quickly identifies and mitigates uncivil behavior among team members. Teach communication skills for different situations by presenting a situation and then discussing potential triggers and potential actions that can be taken. Include in the training the use of “I” statements instead of “You” statements (e.g., I find it very difficult to take care of the kennel when care instructions are confusing, and I worry that the pets will be harmed). Other tools are de-escalation strategies, how to set boundaries, knowing what to do when incivility crosses the line and knowing what help is available. 

Coaching the team through difficult conversations with each other is no different than coaching them about difficult clients and how to deal with the general public. When the team is regularly provided with the tools to handle those difficult moments of uncivil behavior, relationships can be saved and the team can maintain a positive work environment. Notice the term “regularly;” lack of consistency in training programs and supervisor response will only work against the team and the business, therefore, incivility training is not a one-and-done training session and should be part of a regular training rotation.

Avoiding the “drama” of incivility at work requires efforts by employees, supervisors and business owners. It requires training on the ability to cope with and respond to workplace incivility effectively. In the end, both the humans and the pets will come out winners. +

References:

1. Incivility in the Workplace. Solution Services. https://www.ssihr.com/incivility-in-the-workplace/

2. 5 Common Examples of Workplace Incivility: What To Do About Negative Behavior. Eli Inc. https://www.eliinc.com/five-common-examples-workplace-incivility/

3. Workplace Incivility on the Rise: Four Ways to Stop It. HR Exchange Network. https://www.hrexchangenetwork.com/hr-talent-management/articles/workplace-incivility-on-the-rise-four-ways-to-stop

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According to Einstein, “Insanity is doing the same thing over and over again and expecting different results.” Perhaps you are in this insanity because you are trapped by negativity. You are using the same tools (lecturing, correcting, threatening or adding more management layers) to fix a problem, be that problem a procedure or a person. Break free of the trap by using a new tool—the positivity tool!

There is a process whereby you use what is working well to fix what isn’t working. Appreciative Inquiry, also known as “AI” (no, not artificial insemination), is that process. AI focuses on positive assets, capabilities, procedures and resources to solve other problems. For example, a practice has low client acceptance of the newly implemented wellness program, and no number of threats or bonuses has improved the numbers. However, another program for senior wellness is going like gangbusters. What is the difference? What is being said or done that garners higher client acceptance? 

Taking time to explore what is working well in the program helps identify the team’s strengths, best practices and peak performances that can be applied to designing a strategy to improve what is not working well.

The AI process hinges on asking positive questions on constructive topics. It is NOT about accusations and inflammatory questions. Consider the difference between these two questions: 

a) “Why can’t we ever post charges without mistakes and missed charges?”  

b) “Can you describe what happens when the correct invoice is created, and what small changes could be made to improve accuracy in those wrong-invoice situations?” 

Which question would you prefer to answer? 

AI differs from the traditional problem-solving routine most of us are accustomed to where we approach every problem based on the assumption that people and processes are broken. Look at the two questions above; the first one screams that the team is always messing up and the invoicing process needs significant fixes. In contrast, the second question is inquiring, locating specific steps and focusing on positive dialogue to explore changes. Changing what questions are asked is the first step to getting out of the negativity trap and moving the team to look for a solution in what is working well (looking at the positive).

While the traditional problem-solving technique (identifying the key problem, analyzing root causes, discussing possible solutions and developing an action plan) may be necessary for some issues, AI may be a better choice for solving many of your other dilemmas.

AI is not the cure-all for every problem you and your team are facing; however, the AI process is best suited for specific issues such as:

• Complex, multi-cause issues
• Recurrent problems not responding to other solutions
• Worsening problems.

When faced with multiple causes to a problem, stop trying to tackle each complex issue and instead focus on what is already working well and applying it to the problem. For example, the client compliance dilemma mentioned earlier: This is a complex, multi-cause issue involving cultures, personalities, income variances, etc. Since you cannot “fix” such an extensive list, look at what is working (either at your practice or from best practices in the medical field) and build on what does work for compliance.

How will the AI process look in your team? Consider another issue such as attracting new clients:

Do not state the problem as, “How to fix our low new client numbers,” but rather, speak positively, such as, “Ways to accelerate new clients scheduling appointments at our practice.”

1. Discovery: Gather stories about what attracted recent new clients to the practice. What do team members see as most important to new clients? What are team members most proud of about the practice that they tell other people? Identify patterns: What is the reason past new clients came to the practice?

2. Dream: Dream about what might be accomplished by emphasizing the positive points brought out in the discovery phase. Will you enhance what past new clients said they valued? Will you stop doing things that are not attractive to new clients? Will you promote what the team has identified as what they are proudest of?

3. Design: Drill down. Time to get the specifics of the strategy for attracting new clients. Who needs to spearhead projects? What protocols need to be changed? What strategies will be put into motion? (e.g., marketing, appointment procedures, new client packets, surveys, new team roles such as Client Experience Team).

4. Destiny: Implement with a clear plan. Write out the project using a project implementation document such as:

Title/Goal: Using Social Media to Promote Our Practice and Attract New Clients

Objective: To attract potential clients to our practice website and follow Facebook stories with the ultimate goal of getting them to call us and schedule an appointment.

The Design: 

• Strategy–Active, engaging social media use.
• People–List of People responsible for the content, posting, replying, responding, and monitoring.
• Finances–Budgeted payroll “X” hrs./week for each person and budgeted continuing education to attend a conference highlighting eMarketing.

Time Frame: Establish the members of the New Client Team by next week. Register members for a conference or webinar within the next three months. Schedule weekly project development time and bi-weekly postings.

Metrics: Past new client numbers, new numbers, reasons for visits, survey results.

Notice that the process did not talk about what is wrong with the practice; that can be discovered by what is working and what is valued, thus leading to, “what we should stop doing because it isn’t working.” Using this framework, your practice can explore the AI technique and create their SOP for the AI process and project implementation. It is essential to include all the steps in the AI process; skipping a step will derail the group and give the impression that management does not support it.

Using AI can be a transformative process to bring up positive change and let go of negative questions and demoralizing tactics. Appreciative Inquiry can help your team discover what is working right and highly valued in your practice and then allows you to apply this positivity to solving problems and creating strategic plans for the future. +

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We often forget about our team, paying more attention to those “priceless” puppies or that “priceless” Mrs. Smith (yes, sometimes said with sarcasm). Even though we have been told how important the team is to the success of the practice, have we really spent much time assessing, acquiring or developing this critical asset? 

What is Gold Worth? 

We all love having that invaluable team member. You know the one—irreplaceable; worth their weight in gold—if you could clone them you would have done so years ago. Does that priceless team member just show up at your door? Alternatively, is it possible to develop that type of team member within your current ranks? What if you could initiate certain activities that would lead to engaged team members, innovative thinkers and strong leaders? Would you jump at the chance to develop an entire team of “priceless gems,” or do you simply hope they will walk through your door?

It is essential to look at this vital aspect of your business—that primary asset for delivering services and bonding with the clients—no, not technology, but instead, your team members. We often pay more attention to metrics detailing technology, services offered and client satisfaction while ignoring the fact that the employee plays an intricate role in the success of those metrics. Ignoring the team can cost you money.

Diamond in the Rough 

Your team members are gems just waiting to shine. For some, you knew their worth as soon as you hired them. For others, it was a process wherein they developed over the years. And yes, there are some that you almost consider a lump of clay that may never take shape. So, what tools and techniques are available to you to mold that clay or polish that gem? 

Tony Hsieh, CEO of Zappos, is quoted as saying, “In addition to trying to ‘WOW’ our customers, we also try to ‘WOW’ our employees….We believe that this creates a virtuous circle, and in our own way, we’re making the world a better place to live.”  

Wowing your clients requires effort on your part, such as monitoring the level of their engagement and learning what their needs are so you can make changes to your practice to satisfy them. But what about your team members? Can you wow them? And how much effort must you exert to polish them?

Polishing and wowing the team is more than merely making sure they are happy. Disengaged employees hurt client satisfaction and business productivity. Therefore, all those efforts to analyze your services and client satisfaction are a waste of time if you have the wrong people on your team. 

Using Your Toolboxes

To polish your “diamonds in the rough,” it will be helpful to use three toolboxes: Training/developing, networking, and contributing to purposeful work. Each of these toolboxes has specific tools in them to help with polishing your gems (team members).

The train/develop toolbox contains tools to help build a valuable team. A mapping tool to plan a career path for each individual, even advancing into areas of credentialing and licensing team members, is invaluable. However, do not forget the power of on-the-job training and creating internal “Subject Matter Experts” based on your unique business and the services you want to offer.

A tool for expanding an individual’s work duties means progressing through training and being more accountable to the business. Accessible training and being self-directed will allow your team members to progress at their own pace. Having a designated Learning Officer will ensure that strategic initiatives of the practice are made known for developing talent to carry out those initiatives.

Your networking toolbox is all about staying connected. Consider tools for connecting employees with each other and with the business via mobile access and specific social media tools. For example, time and attendance apps for your team where you make the schedule available online and the team can track changes in business scheduling needs, respond to any scheduling change requests and monitor their attendance are paramount. Other tools, commonly seen in Human Resource Information Systems (HRIS), may be utilized by your business, such as tracking training modules completed by the team or acknowledging those who have achieved a performance level based on completed skill and knowledge levels.

The third toolbox is the contribution toolbox. In this toolbox, you have tools to help with work/life balance, improve the workplace culture, connect with the strategic plan of the business, gauge client experiences, and be empowered to handle client requests and complaints. This final toolbox brings together business operations with the purpose of coming to work every day. 

Many business publications talk about employee “engagement” or “satisfaction” as if there are medications to give to your team members. In reality, it is about you (the practice owner and management team) working hard at polishing your talent into wonderful “gems” you do not want to lose.

Platinum Level 

If you are going to take the time to polish those old rocks into nice, shiny gemstones, then you need to monitor your progress. Management must be informed about employee engagement and even trained on how to monitor employee engagement since this influences all aspects of performance, dedication to the practice mission and client service.

Employee engagement is not just about their satisfaction with their employment. Consider the following items for an employee scorecard: 

• Communication 
• Physical environment
• Rewards and recognition
• Training and development
• Alignment with the practice’s mission
• Personal development and feedback

To consider moving beyond “gems” and to the “platinum level,” one must look at developing people (not just being satisfied with a warm body). It really is about staffing and future staffing needs for your practice. It is about developing high-potential employees and succession planning for the future. It is about aligning with the mission of the practice and developing a team with the right capabilities for delivering exceptional medical care and excellent client service. 

Retaining Your Team

It is a common statement that many employees quit a job not because the job is complicated or the work environment is problematic, but because of issues with the manager. An analysis by Compdata and Monster cited the need to earn more money as the main reason employees quit a job. At the same time, The Work Institute identified career development, work/life balance and bad managers as the top reasons.¹ Many of these are within management control and deserve time and attention.

Given these facts, owners and managers must take responsibility and be held accountable for developing and engaging employees. The only way to do this is to develop some workforce analytics (SWOT) to monitor your team.

Now for the role of Open Book Management; report your findings to the team and involve them in any corrective projects. Say, for instance, that an assessment points to an unusually high number of employees not taking advantage of continuing education seminars. Involve the team, either with additional surveys or with brainstorming sessions, to get to the root cause of the problem. Perhaps it is the lack of funding paid by the business, maybe it is the business culture not welcoming new ideas for change or perhaps it is confusion on what courses are the most beneficial to perform the job. In any of these scenarios, management must take action through either policy changes or leadership initiatives.

In the end, monitoring the level of satisfaction and engagement of your team will effectively assist you with improving your productivity levels, and enhancing your ability to recruit and retain top performers, as well as help you to mitigate unnecessary turnover, and enable you to increase client bonding and loyalty. +

References:

1. Maurer, Roy. Why Are Workers Quitting Their Jobs in Record Numbers? December 12, 2018, https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/workers-are-quitting-jobs-record-numbers.aspx

The post Worth Their Weight in Gold: Developing Priceless Team Members appeared first on PetVet Magazine.

People mess up, say the wrong thing and forget what the practice’s true mission is supposed to be. Because of this reality, there are bosses, managers and coordinators to oversee what is going on in the practice, keep things running smoothly, and identify both the star performer and the one who needs more training. 

Yet even the presence of a boss or manager is wrought with difficulties. Not everyone is cut out to be in charge; some are even toxic to the team and the business. But, with a team effort, some bad bosses can be turned around.

Recognizing the “Clinical” Signs 

The effects of a bad boss on the team are numerous. Confusion due to a lack of clarity of job tasks, stress, high turnover, low morale and poor job performance are not only your symptoms from this destructive boss disease, it is also showing up in your coworkers. Even if your coworkers are not directly coming under fire from the bad boss, they witness you or others being subjected to bad boss behavior and displaying the symptoms from that exposure. Worse yet, it is also affecting your clients and the very patients you all purport to love and treat. 

Think about it—low morale often shows up in poor client service. Poor job performance puts patients at risk. A bad boss is not just affecting you; it is like a nasty disease infecting an entire population of coworkers, clients and patients. The sad truth about this problem of a bad boss is that, often, the business appears to be allowing the bad behavior by not addressing concerns or correcting the behavior.

Do a quick review of your management team. Do you have any bad bosses? A bad boss creates fear; a leader creates confidence. A bad boss places blame; a leader corrects mistakes. A bad boss knows it all; a leader asks questions. A bad boss makes work drudgery; a leader makes it interesting.¹ Obviously, a good boss is often viewed as a leader. They inspire, guide, listen and speak in terms of “we” or “the team.” The bad boss depends on authority, orders people around and speaks in terms of “I.”

Formulate a “Treatment” Plan

People thrive when they have a purpose, are respected, are part of a great team and when their efforts are acknowledged. People decide to quit when the work environment becomes problematic—and when people leave the veterinary practice due to a bad boss, they take their valuable skills and knowledge with them, often to a competitor. 

The first step is the immediate treatment of the “disease” by identifying the clinical signs, diagnosing the disease and formulating a treatment plan (see chart for examples²).

Next, the business must formulate preventive “wellness” plans to put into place when a person is initially promoted to a coordinator/manager/boss position. Give the newly-promoted person the tools and training they need to value and empower the team, provide clear direction, communicate clearly and effectively train others.

Creating a handbook for managers and trainers will provide the practice with a means of “inoculating” the team against common “infections” which could cause bad boss situations. The handbook should contain, but not be limited to, the following topics:³

• Developing Subject Matter Experts (i.e., trainers) in the practice
• Identifying training needs (who, what, when, why and how) 
• Learning the different training/coaching styles
• Utilizing different methods of training 
• Understanding human resource, operational and strategic rules/regulations that apply 
• Learning the different leadership styles and when to apply
• Learning time management skills
• Learning communication skills

Just because a person is a fantastic technician or receptionist does not mean he/she will be an amazing trainer or manager. Do not set these people up for failure by neglecting to give them the tools and training for this different position. And, it’s important not ignore the rest of the team. Perhaps a spin on the old saying may apply here: It takes a village to raise a great trainer or manager.

The responsibility of each of us (i.e., the employees faced with a bad boss/manager/coordinator) includes a spin on managing—termed “managing up.” In order to “manage up,” you should: 

• Put yourself in their shoes and try to understand their motives.
• Help your boss focus on his or her strengths and success of the task at hand.
• Don’t fall into bad behavior yourself (e.g., gossiping, poor performance, bad attitude).
• Have the courage to have difficult conversations about your concerns (discuss in private).
• Identify and adapt communication styles to make the relationship work. 
• Stand up to bullying.

Like medical issues requiring the assistance of a specialist, it may take a professional coach or consultant to help an organization deal with a bad boss’s problem in order to salvage the culture, ensure excellent medical care for the patients and promote business success. 

Learn from “Clinical” Experience

Having a bad boss is not an end-all situation. Your first response should not be to leave the job; however, it may need to be an option as you exhaust efforts to improve the working relationship. Consider this time spent with a bad boss as an opportunity for you to develop your own good boss leadership skills for those times when you are in charge of a project or promoted to a management position. After all, you would not want to be the one causing an exodus of talented people because of your bad boss skills. +

References

1. Quote attributed to Russell Ewing, British Journalist
2. Kets de Vries, M. (2014, April). Harvard Business Review. Coaching the Toxic Leader. P. 101-109.
3. Train the Trainer and Leadership Handbooks by Louise Dunn, Snowgoose Veterinary Management Consulting

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