Below is a selection of tax-saving strategies and best practices that veterinarians should consider reviewing and potentially implementing now and in the future.

Deferring Revenue & Accelerating Expenses

One of the most fundamental concepts of year-end tax planning is deferring revenue into the following tax year and accelerating expenses into the current tax year. For example, if you are going to purchase equipment, purchase this equipment in December versus January, whereby accelerating your deduction and taking advantage of bonus deprecation.  

Additionally, review your payables and pay what you can in December instead of January. Most veterinary practices use the cash method of accounting, so when you receive money, it’s taxable revenue, and when you pay your expenses, the expenses are deductible. 

Best Practice: Consider setting up a line of credit with your bank. Draw down on the line and pay additional expenses before year-end in order to reduce current taxable income. Use your January revenue to pay off the line of credit in January.

Qualified Business Income Deduction (QBI)

QBI is an often-missed deduction, and is also known as a “Section 199A” deduction. QBI is a tax deduction that allows eligible veterinary practices and small business owners to deduct up to 20% of their qualified business income. This is a significant tax deduction that you should be taking advantage of.

Best Practice: Manage the limitations and eligibility by carefully planning with respect to your entity structure, compensation and basis in assets.

Pension Plan 

Maintaining and contributing to a pension plan is a win-win situation. You receive a current deduction for your pension contribution, and at the same time, your monies are in a tax-deferred account growing and appreciating.  

Best Practice: If you only implement one tax-savings strategy, make it a pension contribution.

Business Expenses

Are you deducting all of your ordinary and necessary business expenses paid by your practice? These business expenses include, but are not limited to, dues, continuing education, licenses, computer, internet, advertising, phone, etc. Your practice’s reimbursement policy should follow the accountable plan standards to ensure deductibility. In short, under an accountable plan, an employer must comply with three standards:

1. The expenses must have a business connection;
2. The expenses must be substantiated within a reasonable period; and
3. The employee must return any monies not spent to the employer, and within a reasonable period.

Best Practice: Make sure all income and deductions go through your business account and maintain a separate credit card for business purposes. Do not co-mingle personal and business expenses.

Employing Family

Consider employing a family member. Wages paid would be a current deduction to your practice and the family member could potentially offset the income with the standard deduction. And, in some cases, they could pay little to no tax. In certain circumstances, social security tax may not apply as well. The family member must perform ordinary and necessary work for the business in order to obtain a valid deduction.

Best Practice: Use the money paid to the family member to fund an IRC Section 529 plan for college or make an IRA contribution (subject to limitations and restrictions) on behalf of that family member.

Flow-Through Entity Tax Payment Options

In an effort to circumvent the current limitation of the state tax deduction at the individual level, some states have implemented programs in which state taxes can be paid at the entity level for flow-through entities, such as “S” corporations and partnerships. This tax is deductible on the federal tax return and avoids the deduction limitation of taxes on your personal income tax return. 

Best Practice: Speak with your tax professional about these programs and make sure to take full advantage of maximizing your state tax deduction.

Entity Selection

The type of entity you selected when you started your practice may be very different than the entity you have now. Tax laws have changed and your practice may have grown. Your entity selection also depends on the level of your income and whether you own or rent the real estate you practice in.  

Best Practice: Prepare an income tax projection as if you were practicing under each entity and quantify and compare the tax ramifications of each.

Practice Transitions

If you are considering buying or selling a veterinary practice, there are several tax-saving strategies involved. Some of these strategies and concepts to consider include the following:

• Organization of the business
• Stock vs asset sale
• Allocation of purchase price
• Self-financing
• Timing of sale or purchase
• How to handle the real estate
• Installment sale accounting and taxation
• Buy/sell agreements

Best Practice: When buying or selling a veterinary practice, it is imperative to seek advice from a qualified tax professional to help guide you toward making the best business and tax decisions.

Financial Check-Up

In addition to implementing tax-saving strategies and best practices, veterinarians should also perform a self-financial check-up. Ask yourself these following questions, and if the answer to any of the questions is “no,” take immediate action to remedy:

• Do I have a will, power of attorney and a health care directive?
• Review business insurance and all insurance policies.  Is there a need for an umbrella policy? 
• Do I have, or more importantly, do I need life insurance?
• Am I meeting all of my state and local filing responsibilities?
• Is a retirement plan in place and is it sufficient?
• Does my practice have sufficient cash flow to continue operating?
• Is my cash working for me?

Best Practice: It is recommend that you review these questions at least annually.

Veterinarians are often consumed with patient, staff and daily business responsibilities, and in some cases, pay little regard to income tax planning. However, if income tax planning does not receive the immediate attention and action it deserves, tax-saving opportunities are missed. Make an effort to start your tax planning now. +

The post Tax-Saving Strategies for Your Veterinary Business: ”Is My Cash Working for Me?” appeared first on PetVet Magazine.

For many practice owners, the pride of success is tempered by realizing that you have outgrown your current location. What you do next can be the deciding factor between many more profitable years and “should have, would have” regrets. Here are seven questions you should be asking before taking the next step to expansion:

1 Is it Time to Expand? 

Your business plan is the best guide for determining the viability of an expansion. But despite your best-laid plan, things can change fast…a local veterinarian may retire, referring all their patients to you; an upscale, pet-friendly townhouse complex may open across the street; or a building you drive by every day and consider the perfect location is suddenly available for lease. Many factors can influence the decision to renovate to expand your current space or move to a larger facility. Having confidence that you are making the right choice requires extensive due diligence and an open mind.

2 Should I Stay or Should I Go?

Similar to the couples on HGTV’s Love It or List It, you may find yourself deciding between expanding your current space to meet your changing needs and seeking an entirely new location. Like the conflicted homeowners on the popular show, you will want professional guidance to help you resolve this dilemma. 

Start by researching general contractors who have experience with similar projects. Specialization is crucial. Talk to your colleagues who have chosen to renovate or build new veterinary practices, animal hospitals or surgical centers. Who did they use? What was their experience? Would they wholeheartedly refer you to their general contractor? Ask them why or why not. Interview several potential contractors and be prepared to ask hard questions.

3 Is It a Match?

The best outcomes result from working with partners you trust. You will want a general contractor (GC) and their team to be excellent communicators and honest when confronting any problems that may arise. Engage the firms competing for your job on a range of qualifications, including their experience, history, industry knowledge, reputation, financial stability, management style, team building, corporate culture, subcontractor relations, safety record and diversity policy. Your priorities may differ, but the answers to each will impact the quality of your experience. 

Your GC may recommend an architect, interior designer or perhaps even a landscaper with whom they have collaborated on previous projects. If you already have relationships with these professionals, you will want your GC to work cooperatively with them while having overall management responsibility for the project. 

4 Should I Lease or Own?

Determining whether to lease an existing space or build to own is a decision that requires extensive discussion with your partners, financial advisors, commercial realtors and potential landlord(s). Both scenarios will involve distinctive pros and cons. 

One widely held misperception is that moving your practice into a leased space is always less expensive than investing in a stand-alone, new building. You may be surprised when comparing the limitations of leased space and the costs to make it work for your practice to the expense of building the perfect new space configured to your current needs and plans for the future. 

If you choose to build, you might want to include unfinished suites for tenants, creating a new revenue stream. 

5 What Other Factors Do I Need to Consider?

As a growing practice, you will have plenty of data on where your clients are coming from, your most popular services and your most profitable procedures. In addition to analyzing marketing information, an informed decision requires an assessment of variables like local space availability, cost, future growth, staffing and long-term practice goals. 

Is the space you are considering configured to accommodate your practice’s mechanical systems and advanced technological requirements? Will significant renovation be necessary to accommodate your need for a surgical suite, radiology, ultrasound, onsite lab or outdoor exercise area? Your GC is the best resource for determining how the costs of renovating your current space or a different location compare to creating a new building. 

6 How Involved Should I Be? 

Once you have selected your GC and determined whether you will renovate or build based on their feasibility assessment, you must decide how involved you want to be in the project’s day-to-day operations. Inarguably, your time is best spent caring for your patients and running your practice. The amount of time you plan to spend onsite should be based on your preferences and schedule. Ask your project manager how often they think you should visit and which milestones in the process require your physical presence. Let them know how you prefer to communicate (by text, phone or email) and how frequently you want them to send you updates. 

Be prepared for setbacks that may impact your schedule or budget. Extreme weather, supply chain problems and new regulations can create unforeseen interruptions. Even the most minor changes can have far-reaching consequences. Flexibility, patience, and trust that your GC is doing all they can to complete your project on time and on budget will make any hiccups easier to overcome. 

7 How Should I Market My Expansion?

Your expansion is good news for your brand and your GC’s. Work with them to announce the new project. Ask them to send you photos or videos of their progress and post these to your social media pages or website. Also consider sending email blasts to your contact list at significant milestones like groundbreaking, the foundation laid, roof installation and interior completed. In addition, highlight the technological advances you will be adding. 

You are growing because of the loyalty of your pet owners. Let them know about your new building or renovations and your investment to improve their experience at your practice. Onsite “Under Construction” signs are a great way of identifying the new location. Consider collaborating with your GC on a ribbon-cutting event sponsored by your Chamber of Commerce to create awareness and positive public relations for both of you. +

The post Planning an Expansion? Ask Yourself These 7 Questions appeared first on PetVet Magazine.

Create an authentic business model and plan

If starting a business is like a journey, the business model is the route on a map and the business plan is the step-by-step directions on how we get there. A veterinary practice’s business model focuses on the basic mechanics of who the practice will serve, what services will be offered, and what key resources and activities are needed to bring their unique value proposition to life. 

The business plan generally includes an executive summary, company description, market analysis, organizational structure (staff and management), details on the services being offered, planned marketing, funding requirements and financial projections. Within these sections, there are important nuances in how the business model actually comes together that allows you to explain the viability of your business to potential lenders and investors.

For instance, when doing a market analysis, you may find that certain services or specialties are lacking in the area. Providing these much-needed services can help a practice stand apart, create a niche clientele and eventually become recognized as a go-to resource in the region. This impacts the services offered in your business model and thus drives funding, talent, equipment and marketing needs. 

As we know, there is a shortage of veterinarians and clinics to meet the demand from the growing number of pet owners. This is a nationwide issue and encompasses general practitioners and specialists alike. The key here is to understand what’s missing in the community and build a business model that can fill the void with services that make the needed impact on pet and human lives.

Location, location, location

Determining an ideal location starts with having the intel and data that will enable you to make the best possible decisions. You want to find an area where your services are most desired. This means looking at areas where pets and their humans reside, where the nearest veterinary provider is located and how many competitors there are in close proximity. There are several location-based marketing strategies that are also important to review which will help sustain a practice’s fiscal wellbeing well into the future. 

First look at demographic shifts in the community (i.e., who is moving into the area and leaving, and whether those moving in will be likely to need our services five and 10 years down the line). It also requires looking at what complementary businesses are in the area to generate referrals, if and when needed. These might include realtors, pet daycare and boarding facilities (if you’re not offering this), dog trainers, groomers and other possible referral exchange sources.

Once the area has been narrowed down, the next step is finding the physical location that meets your needs. Leasing and buying both have their pros and cons. In a start-up situation—especially with higher construction costs—the amount of square footage you take on in the project can dramatically affect the finances, both from up-front build-out costs and ongoing cash flow for utilities or rent. You need a location that is going to be affordable enough to get you through the early ramp-up years as your business grows, but then will still meet your needs for the next 5-10 years as your business matures and can continue to grow comfortably. 

Other considerations such as zoning, signage, parking, access, privacy, etc. can quickly make or break a location’s viability as well. Generally, parking for clients and team members is crucial unless you are in a very high-density pedestrian community. Finding easy-access, highly visible locations that also have safe traffic patterns in front of the clinic for pets can be a challenge. Another consideration is access for deliveries of pet food and supplies. And don’t forget about finding neighbors who are amenable to having a veterinary clinic next door.

Fund it right

Securing the proper funding—both the terms and dollar amounts to meet your needs—is key. However, that is much easier said than done with today’s rising costs…from construction and talent to supplies. The numbers can be much scarier than start-up budgets from just a few years ago.

Capital requirements not only include the cost of the buildout, but also operational costs during the ramp-up period to sustain your operational needs before, during and after opening. The structure of the terms can delay or accelerate profitability, so securing the best partner, bank or investor is critical. The question I asked myself was, “Does this group really want me to succeed, and do we all have skin in the game?” 

In this and many other key areas, I knew I had to get it right from the start. I looked at various funding options and partners, which I learned can mitigate risk while providing resources to maintain, manage and grow the business. 

Build your practice and your team

Of course, when we think about “building a practice,” building the physical space out is top of mind. But in reality, the practice is more than the space; building the practice also means building the team of people who bring it to life. This means creating everything—a team, benchmarks and goals, a marketing program and a positive culture. Of these, our team members top the list. Without them, our patients will not be taken care of. Thus, creating a great culture is paramount. 

When it comes to developing our team, the most important lesson I’ve learned is to have humility and work at understanding and acknowledging everyone’s weaknesses, strengths, challenges and potential. This is vital in the new veterinary practice reality where people are wearing more and more hats and are spread thin. 

Our culture has helped us support one another, facilitate learning and help the practice grow. And this is not just for our staff and managers…it starts with me. If I cannot admit where I fall short, it is a domino effect, impacting patients, team members and the practice as a whole. If I’m not forthright, others, too, will find it difficult to admit when they’re wrong, where they made an error or what they may not yet know. 

On the contrary, when I can admit my shortcomings, it opens the door for people to do the same and support one another. We also need to establish clear and open lines of communication, dealing with each staff member transparently and authentically. We believe in equality and belonging, and that every team member is critical to our success. We encourage ingenuity and creativity. We don’t make each other wrong for our weaknesses. We help people develop or we fill the gaps with other team members who may be better suited for particular tasks. 

From veterinarian to small business owner

When I went to veterinary school, we had only one course available for learning the business of veterinary medicine. With this being the case in most veterinary schools, for those of us who want to be owners, how do we learn finance, marketing, payroll, accounts payable and receivable, reporting, human resources and all other operational essentials? If you do not have a partner or team to help you setup all your systems and processes and continue to provide support, I recommend getting mentors in each of the areas I mentioned, taking online classes, and building a team around you that can fill the gaps and make you stronger.

Owning my own practice was always my dream. One national survey found that a significant percentage of veterinarians will likely retire within the next 15 years,¹ meaning that there will be many more opportunities in the marketplace for the next generation of veterinary owners to start a practice to serve pet owners. 

In my experience, ownership is possible and worth the investment in time and sweat. The good news is that there are people and resources available to help you achieve your dream. +

References:

1. Census Of Veterinarians Finds Trends With Shortages, Practice Ownership. (2019, June, 26). AVMA. https://www.avma.org/javma-news/2019-07-15/census-veterinarians-finds-trends-shortages-practice-ownership

The post Taking the Plunge: Important Considerations for Opening Your Own Practice appeared first on PetVet Magazine.

We know that a multi-modal approach in management of osteoarthritis will give the best results, but really, we want to intervene before boney changes are seen on radiographs. If you identify patients at risk for development of osteoarthritis—due to size or conformational disorders—we need to help those clients intervene early, before pain limits their pet’s activity. 

Weight management

We’ve heard it many times before: a lean body weight is one of the best ways to minimize inflammation from arthritis. Excess fat is both a mechanical force on the joints and also induces more inflammation. In addition, this can be one of the most frustrating parts of treatment if your patient is already overweight or obese. It is best to discuss a healthy, lean body weight with your clients, even starting as a puppy, and incorporate your discussion of lean body weight into every interaction. Getting your staff on board is key as well. You can start by helping them learn what a lean dog should look like and identifying ideal body types within your patients. 

Here are some specific recommendations you can incorporate into practice every day:

1. Have charts or pictures showing a variety of dogs that are underweight, ideal, overweight and obese. Beyond manufacturers’ available charts, there are many new artwork options that are attractive for your hospitals, and can be displayed in your lobby and exam rooms.

2. Incorporate similar resources into your new puppy and annual exam report cards for clients. Always make sure to include the pet’s weight and body condition score in your report card, as well as the pet’s projected ideal body weight. 

3. Make specific recommendations to help your patients lose weight, including diet, exercise and nutritional supplements. 

Exercise

All dogs need exercise—even those lap dogs!  Weight-bearing exercise and movement are needed to maintain range of motion in joints. Again, early intervention is key; these recommendations should be made to clients starting in puppyhood. Exercise recommendations will vary based on age, breed and any disease processes for that patient. Exercise plans should ask the pet for full range of motion of their joints and work to maintain strength by doing a variety of activities. Through research in rehabilitation, we know that strengthening muscles around joints will improve the stability of those joints, resulting in reduced pain. This is another area where we want to get staff on board in client communication, and it can be a great focus for your social media accounts as well. 

Here are some recommendations specific to exercise that you can incorporate into your practice: 

1. Encourage clients to do some form of activity with their dog every day; consider walks or hiking, chasing toys inside or outside if appropriate, or training exercises. 

2. For pets with mobility-related issues, consider consulting with a rehabilitation therapist to develop a home exercise program for the pet. 

3. Make sure that muscle mass scoring and strength scoring is part of your annual exam process and document it in the medical record and on the client report card.

Nutrition

There are some additions to diet to consider for patients with osteoarthritis. Your diet recommendations will change based on life stage and weight, as referenced above, but consider the following when making diet recommendations:

1. High levels of Omega-3 fatty acids can be added, specifically EPA and DHA, which are very anti-inflammatory. These need to be fed far in excess of Omega-6 fatty acids to be effective (a 7:1 ratio is recommended.) Generally, cold-water-sourced fish is the most plentiful source. These can be fed through a joint-specific prescription diet or supplemented through a high-quality, dog-specific bioavailable supplement. 

2. Sufficient protein is needed to both build and maintain muscular mass. Especially if calories are being restricted for weight loss, make sure to maintain enough grams of protein. If the pet has muscular atrophy, consider supplementing with Fortetropin to stop sarcopenia and help build muscular mass more quickly. 

3. Owners like to treat their dogs, and if they are working on a home exercise program, treats are needed. Make sure to reserve 10% of the projected calorie intake for treats, and it’s important to give specific treat recommendations to clients. Many highly-marketed dog treats are very calorie dense and can sabotage your weight loss and fitness goals. 

Pain Management

Our options for pain management—especially for osteoarthritis—are more numerous than ever. It is important to localize the pain to help make more specific pain management plans. Some of our options are most effective at joint pain, some are anti-inflammatory and others are modalities that treat only a portion of the body. 

If these options are not available in your practice, consider referral to a rehabilitation specialist for more options:

1. Traditional, non-steroidal anti-inflammatory drugs like carprofen, meloxicam and firocoxib are great for the short term. For longer-term use, consider a novel anti-inflammatory like grapiprant, or incorporating an anti-inflammatory modality to reduce reliance on these medications that can cause gastrointestinal upset or ulcers, and may be contraindicated if your patient has renal or hepatic disease. 

2. Disease-modifying osteoarthritic agents like Adequan help to specifically decrease inflammatory mediators in joints and maintain cartilage depth to slow the progression of osteoarthritis. These work best when started earlier in arthritis development and may be of less use in end-stage osteoarthritis when little cartilage is left. 

3. Modalities like LASER (light amplification by the stimulated emission of radiation) and PEMF (pulsed electromagnetic field therapy) help to improve blood flow and reduce inflammation and pain, and are widely available. Some of these are available for prescription to clients to use at home (PEMF devices including beds and lower-powered LASER), while some require trips to the practice (Class IV LASER). 

4. Advanced modalities like ESWT (extracorporeal shockwave therapy) or targeted joint injections like Synovetin OA may require sedation, but often have long-lasting effects of one year or more before therapy needs to be repeated. 

5. Complementary therapies like acupuncture, canine massage and spinal manipulation therapy help to decrease muscular pain and spasm, decrease inappropriate neurologic pain signals and help restore mobility.

6. Additional pain-blocking medications like gabapentin, amitriptyline or amantadine can accompany your anti-inflammatory pain for osteoarthritis, especially in the later stages of this disease process. 

While osteoarthritis treatment is not curative, a multi-modal management plan can help your patients maintain an active lifestyle with a great quality of life. Specific owner questionnaires, like the Canine Brief Pain Inventory (CBPI), Canine Orthopedic Index (COI) and Liverpool Osteoarthritis in Dogs (LOAD) can help you detect pain or disability in your patients. They have been validated and are responsive, so they can also be used to measure response to treatment.

Also consider use of Client-Specific Outcome Measures to help your clients identify functional limitations specific to their pet, and monitor how these improve in response to treatment. Consider incorporating these into your annual exams for senior patients to identify signs of pain in your patients earlier and monitor their response to treatment. +

The post Maintaining Canine Mobility through Multi-Modal Management of Osteoarthritis 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/

The post Finding Compassion Satisfaction by Reducing Fear, Anxiety & Stress in Pets appeared first on PetVet Magazine.

From a young age I felt lonely. And I realized that if I was going to be with myself all the time, I would have to work to be as interesting as possible. It wasn’t until later that I would discover that I needed to work to not just intellectually or even comically enjoy my own character, but that I had to learn how to love myself.  This would open me up to being able to receive the love of others. 

Spoiler alert; it is a work in progress.

People talk a lot about building relationships as humans who are, in fact, pack animals. While this is true, and when you consciously accept this and actively work to adapt, you may feel less lonely—especially if you stop living by the “lone-wolf” mentality. However, something more powerful and less talked about is the love and the relationship we nurture within ourselves. 

Yes, our external relationships matter, but only if you view yourself as worthy to start with. 

You can only accept a compliment to the extent of which you believe it yourself. Otherwise you’re trying to fill a tank that has a hole in the bottom. People may shower you with compliments, praise you and even offer deep gratitude, but if you aren’t open to receiving, it will not register. 

Lack of self-love also blocks people from fully loving us—we ultimately want to love and be loved. Yet many people do feel as though they give more than they receive. The tricky thing is when partners are asked about it, each feels they are going above and beyond to show their affections towards their mates. Even when the mate doesn’t agree. 

I’ve had many deep conversations with people over the years, and have philosophically returned to the same point when analyzing our perceptions of love, both giving and receiving. It boils down to self-love and our sense of self. 

Allow me to share a story…I spent the better part of my life avoiding pregnancy for many reasons, but to keep a long story short, it wasn’t until I felt like I was “enough” did I welcome into the world a son that I birthed. I dodged the age-old question for any young female: “When are you going to have kids?” And often I replied with, “I’m not sure that I will.” I was on the fence, but it boiled down to my worthiness. 

Not only in these motherly roles does this show up in our lives, but also in our careers, being the “man of the house” or the caregiver to your aging parents, who we are as friends (especially as significant others) and any place we seek external validation, love and admiration—even from our pets. It all has to do with how we view ourselves throughout the different stages of our lives; the hats we wear. 

I will tell you that our body image is under this umbrella, but it’s a practice of its own. I spent 30+ years learning to love my body, and post-pregnancy, I sometimes feel like I’m back at square one. In reality, I’m not, but it certainly is a relearning and it’s a part of the whole. We have to view ourselves as whole beings and not fragments. 

We are actively merging these “selves” into a cohesive identity that we love; that others may love, and so that when we are so full of love, we can give but we cannot give what we do not have.

I was at a point in my personal journey of healing and conscious development where I finally reached a place that got to the root of my postponement in having a child. I finally felt worthy. I felt like I was enough and truly believed that all my fears were actually less likely to happen. I was “ready-ish.”  I say ready-ish because it was a “come-to-me” sort of situation, as in, I wasn’t forcing my way there. Sure enough, within a short period of time, baby Gavin made his presence known. 

Why do I share this intimate story with you? To show that even despite past experiences and worries weighing on you, we do have ownership over the choices we make and the beliefs we form. And that through (not around, or half way there but the whole way through) the process of loving ourselves comes the most unmeasurable amounts of sheer joy that one can ever experience—even if they had no idea they would enjoy it so much. 

My story about Gavin is just one of many reflections that the love we have for ourselves is manifested in our reality. The love and the relationship we have with ourselves is expressed through the ways our partners are taught to love us, the ways our colleagues treat us and how complete strangers interact with us. People learn what acceptable behavior is by not just what we choose to accept from them, but rather, what we choose to accept from ourselves.

Think about this: Studies show that our thoughts are 98% repetitive and 50% negative. So I ask you, what if your internal monolog (the way you speak to your yourself) is the same as how you speak to your friends? How close do you think you’d be with that friend? Using this premise and recognizing that many times we can be our own worst enemy, we may not have the greatest relationship with ourselves, if this is the case. 

It behooves us to begin becoming more mindful about our thoughts, feelings and the relationship we have with ourselves, monitoring our egos at first to simply become aware of what thoughts and beliefs are present. Then, gently shifting even just the slightest into a more positive, loving energy just as we would with any other friend we offer understanding and compassion to. We should be gifting ourselves as much grace and praise as we do others. 

For ages, wisdom has taught us that the way we treat others is often a reflection of how we view ourselves, and what is showing up in our reality time and time again is a reflection of our internal environment. Perhaps you’ve heard this before, so let this serve as a reminder. Or if this is the first time you are hearing it and you are as shocked as I was when I first learned of this principle, let this be your wake-up call.  

This is my challenge to you as we turn the page in the new year: Begin a practice, set your intentions, provide yourself reminders and revisit the practice with the simple goal being “more often than not.” 

Ponder, meditate and journal on these concepts that I have shared with you. Take inventory of where you are now, what your current beliefs are and recognize the relationship you have with yourself. Begin closing the small gap of who you are and who you want to be, acknowledging the depth of your love, worthiness and wellbeing. 

What are the conversations being had? Explore how your views of yourself affect you. Determine whether your beliefs and depths of love serve you or disempower you. When fear arises, challenge your thoughts to shift into “love over fear.” When you uncover a disempowering pattern of thoughts, rewrite the story. 

Simply become aware of the many areas of your life, thoughts, behaviors and emotions where this relationship with yourself impacts your reality that you create for yourself. Sink into the ownership and empowerment that comes with that belief. Live from that space.

Is your self-love allowing you to be open and receive? Or is it blocking more love? Is it potentially fueling conflicts? Or, even worse, perpetuating cycles of pain in yourself or others? 

Remember, loving ourselves opens up the channels to receive more love from others. Learning to love ourselves is a process and may require some healing from past experiences. Changes can occur and we may have to relearn the practice to love the person we are.  

I recall a moment during my training as a life coach, when one of my instructors asked me, “Do you have enough proof yet?” I was taken off guard. She could see something I wasn’t outwardly expressing but she intuitively picked up on it.  

What proof was she talking about?  That I could help people and that I possessed the exceptional abilities that life-coaching required. 

That question stuck with me ever since. I apply it in moments when my sense of “enough” is called into question. I even wrote it on the dry erase board in my office as a reminder when I am doubting myself. The question may have been posed by her, but it’s for me to answer. We all have our answers, sometimes they are just hidden. 

I choose not to stay in that darkened space for too long and to have tactics, like the ones I shared with you, to get back on track. I invite you to do the same. +

The post Learning to Love Most Important Person: You appeared first on PetVet Magazine.

Making the Switch

Practices look for new PIMS for many reasons. Jeremy Bennet, Project Manager at eVetPractice, states, “Practices face a lot of challenges, and their new medical record system should be something that removes these challenges and makes their lives easier.” 

This may include anything from improving clinical workflow to increasing the number of new or returning clients to generating revenue. It’s important to select a PIMS that works well for your clinic. 

Bennet reminds, “Ease of use has to translate into really easy for the staff to find their way around because turnover is real and any additional stressors lead to more turnover.”

Plan for the switch to take at least four weeks if starting from scratch; longer if you’ll be moving data over from an existing system. This timeline allows for data migration, configuration and training. 

Camille Fulton, with Implementation Special Forces at ezyVet, advises practices to select a project team that will help drive the change: “Regardless of timeframe, we recommend designating a project team within the hospital who are responsible for different deliverables. Dedicating the time to set the software up prior will make the transition easier as well.”

Keys to Success

Success during this transition is dependent on two key areas: deadlines and communication. Deadlines will be extremely important to your project team, but also to everyone at the clinic. These deadlines can be broken into three main categories: data migration, training and going live. 

1. Data migration will begin early and is often best broken into smaller tasks amongst a core group. Work closely with your PIMS support team to determine what information is needed when. 
2. Training of the entire staff should begin approximately one month prior to going live with your new PIMS. Plan for multiple training events throughout that month to cover all necessary material. 
3. Set the critical date of going live. This will be a big day at the practice for both staff and clients. It will be important to schedule appropriately around this event to make the transition as smooth as possible. 

Everyone at a practice can appreciate the power of clear communication. Once a new PIMS has been selected, this is a great time to announce the upcoming change to everyone during a staff meeting. During this time, show a promotional video that showcases the new features of the system. 

“When the staff are brought into the change, they will be excited to move forward and make the transition a success. But change is difficult, hence support from management is also key for them to feel encouraged,” says Fulton. 

Be sure to announce major deadlines that pertain to everyone. This helps staff to appreciate the work that is going into the switch as well as establish an understanding about how long the process will take. The most important deadline for the clinic as a whole is the “go live” date. If any changes to deadlines occur, be sure to let staff know to limit confusion. 

Training the Team

Following the announcement of the switch and the initial promotional video, there will be a pause before the majority of the staff resume preparing for the new PIMS. If possible during this time, make that video available to staff so they can reference back to it as the deadline approaches. It is recommended to begin training modules about a month prior to going live. Your PIMS support team will be able to help direct this process. 

Following the modules, create a demo account that staff can use to try out the new system. Create tasks that have to be completed on the demo account that staff will be expected to do right out of the gate. This may include using the calendar, creating an invoice or adding a new patient. Having this familiarity and hands-on experience will be extremely beneficial on launch day. 

Be sure to set aside time for each staff member to sit down and complete the required training. The day-to-day in a veterinary clinic can be so overwhelming that it is easy to push off training, but that will become a regret on the first day of the new system. 

Many PIMS will recommend a live training session with one of their trainers about a week before going live. This is a great time to refresh staff on the most important aspects of the new system. Be sure to allow ample time for staff to ask questions during the live training, as this is the best opportunity for them to interact directly with the people that know the new system best. 

Additional role-specific training may be completed after going live. This will help staff members to really excel in their roles with the new PIMS. There may be functions within the system that aren’t utilized on a day-to-day basis, but will become more important as time passes. 

Time to “Go Live”

“The first few weeks are going to be challenging to staff as they get familiar with the new system. Setting the expectation with the staff and having resources to help staff will make a big difference,” Bennet advises.

It’s important to set your practice up for success during this launch period. Having designated go-to people to help troubleshoot problems will be a huge help. 

“During the setup you can utilize some of your strongest team members as hospital ‘Super Users,’ as we call them. These are staff members who have had additional training early in the project and will be available as peers to help others with the transition,” says Fulton. 

It’s often recommended to lighten the schedule during the first few days when going live. This will give your team some much-needed additional time as they adjust to the new workflow. 

Don’t forget to let your clients know what is going on during this time, too. If your practice utilizes a newsletter, prepare your clients for the switch before it happens. Post signage around the clinic asking clients for patience as the team adjusts to a new system. If there are new features that will benefit your clients, include this information on the signage as well. 

Last but not least—celebrate with the team! Fulton encourages continuing the good vibes throughout the first week to keep morale high; she suggests giveaways and a positive shout-out board to acknowledge everyone’s hard work. Your clinic may elect to cater lunch that day or host a happy hour after work to reward everyone for a job well done. 

A change of this magnitude can be a challenge, but with proper planning your practice will be enjoying the benefits of the new PIMS in no time. +

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When I started my career, veterinary clients understood the humanity of our jobs. When we “buried our mistakes” (and if you have not heard this phrase, it proves my point) clients consoled us knowing we did the best we could. Fast forward to today, the veterinary consumer expects world-class care for their pets, appointments on demand, the best technology available and veterinarians that are specialists in every area…all provided for the best price.  

Adding to these pressures on today’s veterinarian is the immense financial load of student loans—often into six figures.  As a result, production-based pay is the norm. The onus is placed squarely on the veterinarian employee to work harder and smarter in order to make an income sufficient enough to pay down student loans. Consequently, veterinarians work long shifts, handle multiple cases at once and play a multitude of veterinary specialty roles simultaneously. Understandably, the client wants the veterinarian to show the compassion, care and focus required to prove that theirs is the only pet in the world needing attention. Add a backdrop of social media reviews and the pressure to post their best self on Facebook, one is left with a veterinarian who has hit their limit emotionally, intellectually and physically.

Veterinarians, given a problem, set about solving it within the parameters given. Veterinarians are great at finding solutions. Collectively, it seems as though the solution we have come up with to handle these pressures is the concept of work-life balance. But what exactly is work-life balance as defined by those using it? 

A quick analysis of several job postings on the AVMA Career Center website using this term revealed some interesting findings… 

One posting in Pittsburgh with the title “Life Changing Career” seemed to indicate that the mere act of living in Pittsburgh brought all the work-life balance opportunity needed, including hiking and bike trails in the nearby mountains. 

A recent posting in Tennessee simply mentioned the fact that work-life balance was “valued.” There was nothing in the job description indicating how they provide it.  In fact, the three open positions at this particular eight-doctor practice provided insight into just how busy things would be. 

A posting for a veterinary emergency position at a hospital near D.C. advertised work-life balance with “only 12 shifts per month!” Unfortunately, I could not find any mention as to the length of the shifts themselves. 

Another posting in Ohio simply offered “no after-hours emergency duty.” 

In North Carolina, a position was proud to offer “just a four-day work week” yet required a shift every other Saturday. 

And, near Nashville, Tennessee, work-life balance was again described in a posting as “no emergency duty, a four-day work week and holidays off.” 

Given the parameters of traditional veterinary practice, the work-life balance theme seems to be fewer shifts per week, longer shifts, no emergency duty and picturesque scenery to experience while recuperating from those long shifts. However, during my deep dive into these job postings, I discovered a few non-traditional offers to prospective veterinarians… 

A relief veterinary service advertising work-life balance in its title promoted the idea of “working as little or as much as you want” and “having control over your schedule.” 

In another post, a dental-specific vet practice seemed to imply that their clinic is the place where stressed-out veterinarians have ended up and are happy. The shifts were long (10-11 hours each), four-day weeks, plus a shift every other Saturday. 

However, these posts were starting to get to the real deal: The draw to these clinics was control over your schedule and narrowing one’s focus. 

In order for veterinarians to achieve true work-life balance, we need to make a valid attempt at defining it.  Work-life balance is not simply about hiking on weekends or cramming your work week into as few days as possible. It should be about achieving balance throughout each and every hour of every day.  

There is no firm border between work and life. For the health of our industry, we need to recreate the traditional work parameters given so that we can enjoy work; not just get through our day.

The health and wellbeing of the veterinarian is a key pillar to the success of any clinic. Without a happy vet, you’re not providing the best treatment for the animals and their families. In order to create that healthy and happy work environment, a clinic should strive to allow for reasonable work hours, sustainable workloads and the ability to leave your work at work. 

Having a narrowed-down focus can go a long away; for instance, focusing on primary care without the stress of surgery or the burden of navigating specialty cases at the same time. Some veterinarians prefer to work through one case at a time, giving quality care to each of their patients.  

Today’s veterinarians are seeking more than just a steady income, with limited shift lengths or set hours per day being at the top of their lists. There are far too many practices where shifts longer than eight hours a day are keeping veterinarians away from any personal time. But by offering a finite, manageable work schedule, we can offer the balance that so many vets are seeking. 

Finally, by limiting the scope of the cases, there is an opportunity for our industry to cut down on the amount of “work worry” that vets often carry home. A limited area of focus allows for the vet to come into work the next day clear-minded, well-rested and ready to take on whatever is presented to them.

As an industry we can demand more for our vet and pet care. As the rate of pet ownership continues to grow, this futuristic model will prove necessary. Why not create an environment that veterinarians and man’s best friend can both enjoy? +

The post A Place for Vets, a Place for Pets: The Importance of Work-Life Balance appeared first on PetVet Magazine.

When I started vet school, I planned to pursue an internship, surgical residency and ultimately become a practice owner. My career path didn’t end up going that direction, but the people I met and skills I learned through the VBMA have aided me at every twist and turn along the way.

Here are five reasons why business education is an important part of your veterinary journey:

1. Build your professional network.

You’ve probably heard that the vet profession is “a small world,” and “it’s not about what you know, it’s who you know.” I never realized just how true those sayings were until I began exploring opportunities for writing and speaking. Introductions from colleagues I knew well and reconnecting with old acquaintances smoothed my path into that world. 

Ultimately, you may think you know where your career is headed, but interests, goals and lifestyles change over time. Having a diverse network of professionals in the veterinary industry can be advantageous as you explore different options over time. This network may include veterinarians, fellow veterinary students (who will become your future colleagues), veterinary technicians, practice managers, industry representatives and other professionals such as lawyers, financial planners and accountants who can help you succeed. Business education provides an introduction to these individuals and teaches you how to network effectively.

2. Prepare for the job hunt and learn to negotiate.

I was fortunate to find a clinic with exceptional mentorship to start my career. The job search skills, resume writing workshops, interview preparation and negotiation tips I learned through VBMA events were instrumental in helping me find and land this job. Though I was nervous, I felt well prepared for my job hunt and knew how to set myself apart from other candidates during my interview. Certainly, my medical training was a part of this, but I knew how to best present myself and my skillset effectively.

The job offer is just the beginning. Negotiating for what you want and what you are worth—including pay, benefits, schedule and mentorship—lays the foundation for job satisfaction. Negotiation can be intimidating. Having the opportunity to practice these skills and gain an understanding of what industry standards are can help you succeed when it comes time to have these important conversations with your future employer.

3. Enhance your communication skills.

I love talking to clients, colleagues, staff, students…and pretty much anyone else who will listen. But even if you love talking like I do, you have to develop communication skills. There is a difference between talking and communicating. Effective communication means having a conversation, knowing when to ask questions of the other person, when to stop and listen, and when to pause to allow everyone time to think.

No matter what area of veterinary medicine you end up in, you will be communicating with other people—even if it isn’t a client in an exam room or on a farm. While communication training has increased in the core curriculum of many veterinary schools, you can never have too much. Being exposed to different communication styles and strategies for managing different situations (e.g., delivering a poor prognosis or discussing finances and making medical recommendations) is invaluable to your success as a new veterinarian.

4. Get comfortable with leadership. 

You know what comes along with your veterinary degree? A presumption of leadership. No matter where you work, you will be looked to as an expert and a leader by your staff and clients. You don’t have to work in a clinic for years or be a practice owner to be seen as a leader. I didn’t realize as a new grad how true this was until a trusted technician pointed out to me that the attitudes and decisions of all the doctors in the clinic impacted the staff’s morale and confidence on a daily basis.

Some people seem to be natural-born leaders, but everyone has leadership potential. Business education includes leadership training and helps you to understand the importance of skills like goal-setting, delegation and how to give effective feedback. 

5. Become a stronger associate by understanding business operations.

It can be difficult to accept the financial limitations of clients—especially when it restricts the amount of care you can offer a patient—but veterinary clinics are a business, and it is essential to understand this. By no means does this make our profession “all about the money,” as we are sometimes accused. Having an associate who understands these facts and who has a basic understanding of business operations (e.g., how prices are set, the impact of discounts and missed charges, and basic inventory management) is an asset to the practice owner and management team.

Additionally, by understanding business operations, you can be more effective when suggesting changes to protocols, the addition of new services, or requesting new medications or equipment. A new grad colleague of mine recently shared how they convinced their clinic to invest in an ultrasound unit because they presented a plan for how to charge clients for the service and a timeline for turning this piece of equipment into a profitable part of the practice.

The current market for veterinary associates is wide open. But, it hasn’t always been this way and presumably won’t stay this way forever. Taking steps as a student to make yourself an exceptional candidate can only benefit you. Pursue education in business, communication and other non-clinical skills during your veterinary education. And since many schools do not include much of this training in their core curriculum, externships and extracurriculars, such as the VBMA, are a must. +

For more information on the VBMA, visit www.vbma.biz

The post 5 Reasons Vet Students Should Pursue Business Education appeared first on PetVet Magazine.

A veterinary clinic is a busy place, and team members are frequently asked to be responsible for multiple things at once. This can lead to a work environment where jobs are left half completed, records get jumbled and employees get stressed. We want to make sure all animals get the help they need, so we try to work harder and faster, but often find ourselves buried in work and making mistakes. 

Why do so many veterinary professionals feel unable to juggle the challenges of daily practice? 

The truth lies in the human brain. We are asking ourselves to do the impossible: multitask.

For decades, science has illustrated the inability of humans to multitask. A study conducted at Institut National de la Santé et de la Recherche Médicale (INSERM) in Paris placed participants in an fMRI and asked them to complete first a single task, then two tasks at once. When working on a single task, both halves of the prefrontal cortex—the “attention center” of the brain—were engaged simultaneously, and participants were generally able to complete the task successfully. When given two coinciding tasks, the left and right halves of the brain were found to work independently of one another and participants made approximately three times the number of mistakes. This study and others like it have so strongly suggested the pitfalls of multitasking that they have been cited when creating laws across the United States, such as forbidding texting while driving.

The human brain has limits on the amount of information it can process at any given time. Neuroscience has identified processing limits specifically in the areas of visual short-term memory and the psychological refractory period. Our brain can take more than half a second to recognize a single stimulus, and once that stimulus is stored in visual short-term memory, it takes up space. Visual short-term memory can only store a limited number of stimuli at one time, so attempting to engage in multiple activities creates a “bottleneck,” literally overstimulating the brain and severely delaying the brain’s response to stimuli. This lag in the brain’s response, defined as the psychological refractory period, is what prevents people from effectively multitasking.

 Individuals attempting more than one task at a time do not, in fact, succeed in doing two things at once, but instead engage in what is known as “task-switching.” Task-switching gives the illusion of multitasking but, in reality, involves changing focus between two or more activities. In order to task-switch, the human brain must identify which task is now being performed and access the information that applies to that task. These processes are known as “goal-shifting” and “rule-activation.”  

When goal-shifting, one’s brain recognizes a shift from a previous task to a new task. The brain then categorizes the new task, which leads to rule-activation, gathering the cognitive skills necessary (language processing, mathematical calculation, social rules, etc.) to accomplish the new task. At the same time, information and “rules” from the previous task must be put aside. 

As you can imagine, this takes time and is not always completely successful. Task-switching has repeatedly been shown to result in decreased productivity and increased error. The time lost to task-switching may seem insignificant (only tenths of a second per switch), but over the course of an average work day, up to 40% of productive time can be wasted. 

Of equal or even greater concern is the increased incidence of uncompleted tasks and errors associated with frequent task-switching. Mistakes increase with the complexity and number of tasks, and some tasks may even be left undone.  In one study, 41% of interruptions resulted in the participant abandoning the primary task entirely. 

Even in instances where speed and accuracy of work can be maintained in the face of multiple demands, attempting multitasking has a steep price. A study published in 2008 placed participants in an environment of “interrupted performance” (typing an email while being asked questions, answering a ringing phone and responding to instant messages) and found that, while able to complete the assigned task in the time allotted, “interrupted” participants reported significantly higher levels of stress, effort and frustration, and perceived a higher workload than those working without interruptions. In an industry plagued with burnout and employee turnover, it is very important to consider the emotional cost of a work environment. 

How, then, do we minimize multitasking in the veterinary environment? 

A few small adjustments could make a big difference in the workflow of a practice and daily lives of its employees.

1. Divide and Conquer

Veterinary medicine is in many ways a team sport, but you can minimize task-switching by specifying roles within that team. “Veterinary Technician/Assistant” is a broad title that encompasses many responsibilities, so create roles within that title and encourage people not to stray from their role throughout the day. For example; a technician assigned to anesthesia should not be asked to answer phones, step out to do an appointment, run a laboratory test or speak to a client. Many clinics and hospitals already practice a form of this by having certain employees assigned to one area (laboratory, appointment, surgery, reception, etc.) for the duration of their shift. The hard part is making sure employees are not pulled into other duties as the day unfolds. It is important to encourage team members to focus on their assigned role and ensure staffing and clinic climate enable them to do so in order to maximize productivity and minimize error.

2. Block it Off

Studies suggest that individuals should ideally work on a specific task or task type (e.g., checking email) for a minimum of 20 minutes before switching to another task. This type of work, often called “batch processing,” allows for optimized neural efficiency and accuracy by letting the brain focus on one task, and by practicing and repeating that task, increases speed and decreases the effort required to complete it. 

In the case of email, opening emails throughout the day as they come in is the least productive and most disruptive way to perform that particular task. Instead, designate blocks throughout the day and “batch process” emails, texts, voicemails, prescription refill requests, etc. This also decreases interruptions to staff engaged in other unrelated tasks. 

3. Rein in the Ring

I have often joked that my stress increases more when I hear the clinic phone than when I hear a fire alarm. Jokes aside, a ringing phone immediately forces a break in focus and answering a phone necessitates a massive cognitive shift. Additionally, phone calls frequently lead to a string of tasks such as scheduling an appointment, filling a prescription, and/or contacting another clinic for records. 

All of this means taking a phone call while in the middle of another task almost guarantees the original task will suffer. Whenever possible, disable the ringer on phones located in treatment areas and redirect calls to a designated staff member(s). It is better practice to batch process voicemails than ask employees to work effectively with regular phone interruptions. 

4. Take Breaks

A day in a veterinary professional’s life never seems to slow down, and animals in need don’t take a break. But, the fact is, humans need breaks to perform at a high level. In fact, a demanding environment such as a veterinary clinic makes taking breaks even more necessary. Our brain cannot completely synthesize information if we are constantly bombarding it with new stimuli. This includes stimuli not related to work. So, that means breaks should ideally not involve talking with a coworker, calling to check in on a loved one, visiting social media or engaging in other stimulating activities. 

The most effective break is taking a walk alone or resting in a quiet room. Just 5-10 minutes is sufficient time to allow your brain to catch up with your day. Try to take a short break every 90 minutes. One long break in the middle of the day (such as a 30-minute lunch period) is less effective than brief, frequent breaks—but that doesn’t mean you shouldn’t take lunch! It means a lunch break does not diminish the need for additional time to decompress throughout the day. 

Balancing the constant and varied demands of veterinary work is one of the most challenging aspects of our careers. By attempting to “do it all” we are selling ourselves, our patients, our clients and our coworkers short. Learning to work in a way that acknowledges human limits will ultimately take us further than pushing ourselves to the edge. When we ditch the multitasking habit, we make space for satisfaction in our work and reveal how much more we are capable of when we give ourselves permission to do less.. +

Resources:

1. Mark G, Gudith D, Klocke U. The Cost of Interrupted Work: More Speed and Stress. CHI ’08: Proceedings of the SIGCHI Conference on Human Factors in Computing Systems. 2008;107-110.
2. Marois R, Ivanoff J. Capacity limits of information processing in the brain. TRENDS in Cognitive Sciences. 2005;9. 296-305
3. Multitasking: Switching costs. American Psychological Association. https://www.apa.org/research/action/multitask. Published March 20, 2006. Accessed February 4, 2021.
4. O’Conaill B, Frohlich D. Timespace in the Workplace: Dealing With Interruptions. CHI ‘95 Mosaic of Creativity. 1995;262-263.
5. To Multitask or Not to Multitask. University of Southern California. https://appliedpsychologydegree.usc.edu/blog/to-multitask-or-not-to-multitask/. Accessed February 2, 2021.
6. Weinschenk S. The True Cost of Multitasking. Psychology Today. https://www.psychologytoday.com/us/blog/brain-wise/201209/the-true-cost-multi-tasking. Published September 18, 2012. Accessed February 2, 2021.

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