• Skip to primary navigation
  • Skip to main content
  • Skip to primary sidebar
  • Skip to footer
DrAndyRoark.com

DrAndyRoark.com

Articles, Videos, & Training on Pets & Veterinary Medicine

  • Training
    • On-Demand Training
    • Training Tools
  • Podcast
  • Blog
  • Videos
  • Booking
  • Store
  • My account
  • Cart

Andy Roark DVM MS

5 Tips for New Year’s Resolutions That Work

January 1, 2012 by Andy Roark DVM MS

5 Tips for New Year’s Resolutions That Work

Originally Published: DVM NewsMagazine, January 1, 2012

 

Anyone who goes to the gym regularly has seen the power of the average New Year’s resolution. Starting Jan. 1, the number of people using the equipment triples and the number of people posing in front of the mirrors quintuples. Suddenly, the American indolent are determined to become American Gladiators. But by the first week of March, the treadmills are still once again. Thus is the power of most resolutions. They drive large numbers to commit, flail wildly in their chosen areas of interest, then slink away in disgrace as their resolve fades before the winter does. Sound familiar?

As veterinarians, technicians, practice managers and receptionists, we are not a population of slackers. If anything, we’re known for going above and beyond, often giving more of ourselves to others than we have time for. If our resolutions aren’t taking hold, it’s not due to laziness. It’s probably because we’re so busy doing the hard work of, well, work, that it’s going to take more than a set of vague resolutions to break through the demands of everyday practice and help us forge new habits.

Let’s not let our good intentions slip away this year. Here, I’ve taken five common goals and turned them into resolutions that are less likely to be abandoned and more likely to bring you real success. Happy New Year!

1 Resolution: I will improve my ultrasound skills.

Better resolution: I will take a two-day ultrasound course this year and begin regularly charging clients for diagnostics I do using the machine.

Lesson: Don’t fall into the trap of setting lowball goals. That first resolution might as well read, “I will embrace my ability to use the ultrasound to consistently find the bladder. I will learn to take and print pictures of bladders and then discuss bladder health at length with clients.” Goals like this are similar to skiing exclusively on the kiddie slopes. Sure, you won’t fall down, but you also won’t get any better. Get specific. Set goals that push you to grow and give you a distinct sense of accomplishment when complete.

2 Resolution: I will get more clients.

Better resolution: I will contact every middle school, Boy Scout and Girl Scout troop and church in town to ask if I can visit and talk about pet health. I will also put one of the technicians in a giant dog costume beside the road every Saturday until they rebel.

Lesson: Remember to include the “how” when setting a lofty goal like “get more clients.” Otherwise, you’re destined to expend a lot of unfocused energy.

3 Resolution: I will do a better job talking to clients about dental health.

Better resolution: I will give out at least 10 client handouts on dental health per week, and keep track of how many I have given. I will also increase the number of dental cleanings I do per month by 10 percent.

Lesson: As the old saying goes, “If you can’t measure it, you can’t manage it.” The same is true for resolutions. If a resolution is a good one, it should come with metrics that let you quantify your progress at any given moment and assess exactly where you are in relation to the resolution. Setting a measurable goal can also demystify the goal itself—it may not seem so lofty and unattainable when boiled down to a simple number of steps.

4 Resolution: I will spend more time talking to the technicians about medical issues of their choice.

Better resolution: I will e-mail the practice manager, the head technician, and the practice owner today to tell them that I plan to spend 30 minutes per week talking to the technicians about medical issues of their choice.

Lesson: Resolutions you keep to yourself are easier to abandon. A friend of mine took pictures of herself in a bathing suit and posted them on Facebook the day that she started the P90X workout routine. I remember seeing them and thinking, “Wow, she’s serious about this.” I expect that once she posted those photos, she was going to go the full 90 days or die trying. Sure enough, 90 days later she posted new photos, and she looked amazing. That’s the power of public commitment.

5 Resolution: I will shadow local veterinary specialists to improve my skills.

Better resolution: To improve my skills, I will shadow a local veterinary specialist before Feb. 15, a second one before May 1, a third one before Sept. 1, and a fourth one before the end of 2012.

Lesson: I have been telling my wife that I will clean my side of the bedroom since we got married in 2003. And I will … eventually. Deadlines—even if they’re self imposed—force action and keep us on track. Put them on your calendar.

Finally, write down your list of resolutions and post them somewhere visible. (Do you know what resolutions are if they’re not written down? Daydreams.) Celebrate your goals and look forward to achieving them incrementally each week and month. If looking at your list leaves you feeling overwhelmed or defeated on Day one, consider trimming to a set of goals you can make happen. I find five resolutions to be very manageable. Your five may be different from my five. You may have four or six. The point is, if you’ve made resolutions that are specific, attainable, measurable, and to which you can be held accountable, you’ll be well on your way as soon as you post that list.

This is your opportunity to make 2012 your best year ever. Good luck!

Filed Under: Blog Tagged With: Team Culture, Wellness

6 Ways to Fight the Veterinary Competition — Without Fighting

November 1, 2011 by Andy Roark DVM MS

6 Ways to Fight the Veterinary Competition — Without Fighting

Originally Published: Veterinary Economics, November 1, 2011

They did what?” I sputtered. The practice owner I was talking with on the phone was a longtime friend. He lowered his voice and explained, “They bought reviews on Google.”

We were discussing the megapractice down the road. This practice had been amassing negative online client reviews for months—at the same time that my friend’s clients were posting glowing reviews of his small startup clinic.

But suddenly, the megapractice had garnered 30 five-star reviews in a matter of weeks, all from “clients” who had all—coincidentally?—given five-star reviews to a slew of other unrelated businesses across the United States. Either these reviewers were traveling cross-country together, reviewing the same random businesses, or the competition was buying their praise. Unbelievable.

Now, a little friendly competition can be healthy. It can motivate you to improve both your medicine and your business practices. Plus, the presence of others in your business space pushes you to create better value for clients and patients and keeps you from resting on your laurels.

However, the fear of competition stealing clients can also make for a stressful situation—especially when your rivals play dirty. In my years as a veterinarian—working at a fledgling startup practice, a megapractice, and now at a three-doctor clinic in an area where new practices are constantly opening—I’ve dealt with many different competitors. I’ve led strategic planning sessions for veterinary organizations, clinics, and corporations, and dealing with veterinary competition is one of the most frequently discussed topics.

In facilitating these discussions, as well as leading veterinary teams on the ground, I’ve discovered some excellent tactics for addressing rivals. It’s time for the gloves to come off so you can focus your energy on tackling what’s most important: your practice. Here are six tips for handling interclinic aggression without stooping to your competitor’s level.

1. Don’t take the offensive. Most of us learned this lesson on the playground: Punching back can get you into worse trouble—and sometimes leave you with a broken hand. Even if you’re bigger, stronger, and absolutely in the right, the odds of being damaged by your own aggression are high. Don’t risk your reputation or your business by lobbing aggressive initiatives at competitors. They’ll usually backfire. Strategies to avoid include: direct price and service comparisons; disparaging comments about your competitor’s medicine, morals, location, or business practices; and observations about your competitor’s bad personal hygiene or holiday decorations. (Yes, I’ve heard these before.)

None of these things will make your practice look good. In fact, they’ll do the opposite—and make your clients start to question your integrity.

2. Focus on personal performance.

Stop aiming at your competitors and point your focus inward. Win the battle on your home turf by shoring up your strengths and ensuring that your veterinary team is performing at its best. Pull together your personal advisors, discuss what the competition is doing, and build a strategic plan for what you’ll do to rise above the pressure. Polish your fundamental service model to make sure you’re providing a solid client experience and avoiding common practice mistakes such as missing charges, neglecting your reminder system, and failing to schedule recheck appointments or follow up with clients.

Are you taking your clients for granted? Discounting your services into oblivion? Dropping the ball on preventive care? If the answer is yes (or even maybe), then conquer those issues first. Those are all things you can change at your practice.

3. Start innovating. There’s nothing wrong with adapting ideas and techniques that are succeeding in other clinics and businesses. Once you’ve worked internally to raise your own standards, look externally and consider what other businesses do to better serve clients and distinguish their brand. Read widely, talk to everyone you can, and expand your thinking to find and modify ideas that will help you grow and evolve. Innovation, when applied to a fundamentally sound business, can radically change the competitive landscape.

I have seen clinics pursue successful innovations such as wellness plans, social media initiatives, community outreach events, and niche marketing plans. I was recently involved with a small business that gained a foothold in its community through regular talks at the local gay pride center. The business is currently growing by replicating these talks for local church groups. This is an innovative marketing approach that is working well because competitors aren’t doing it, thus the opportunities are plentiful. The take-home message here is that great ideas and opportunities are everywhere. Don’t be afraid to harvest them.

Once you have a plan for innovation, don’t go all in just yet. Present the idea to some of your best clients and people you respect both inside and outside the veterinary industry. Incorporate their feedback into your master plan and begin the program one step at a time. That way you can gauge success—and prevent unmanageable losses if the idea doesn’t work out. Set up and monitor performance metrics carefully. Remember: Not every initiative will work out, so don’t get too emotionally attached to any one idea, and don’t be afraid to abandon plans that aren’t delivering results.

4. Honor your values. As my father and mentor used to say, “In the end, all you’ve got is your reputation.” It’s easy to let fear, frustration, and uncertainty push you to make decisions you otherwise wouldn’t make. But what does your long-term picture look like if you become known for tactics such as buying positive reviews, slandering other clinics while hiding behind online anonymity, upselling beyond what patients need, or never referring cases to specialists regardless of the situation? Think about your actions and image from the perspective of your clients, most of whom know nothing about your competitors or perceived business battles.

If you take a hard look and find you don’t like your practice’s image, then regroup and start fresh. You want to succeed, but you also want to be able to look at yourself in the mirror every morning with a clean conscience.

5. Improve your closing techniques. While client education is of great importance, your ability to get your veterinary clients to commit to and pay for services is what will ultimately dictate success. When clients check out, ask them if they would like to book their next appointment. (Yes, even if it’s a year in advance. Remember, your dentist does it.) Ask price shoppers if they would like to schedule the service they’re calling about. And encourage doctors to make firm recommendations.

Note: These are not recommendations that start with the words, “You might” or “You could.” Firm recommendations start with phrases like, “I recommend” and “I suggest.” Finally, empower technicians to follow up with clients after the exam to determine which products they want to take home. Brushing up on your closing techniques will help increase your practice’s bottom line.

6. Don’t take client behavior personally. Clients will leave your practice. This is a business reality. Don’t let it damage your confidence or, worse, push you into a panic. It may feel like two clients leaving in a week is a mass exodus—especially if they’re going to the same competitor. It’s not. It’s a sign that your competition is doing something that works, and you need to know what that something is. It’s a time for strategy, not emotion. Your veterinary clients will usually act in their own perceived best interest. Understand that inclination and strive to make your clinic the obvious choice for self-interested clients in the future.

Six weeks have passed since I talked to my friend about the megapractice’s dirty tricks, and 18 more five-star reviews have been posted. I asked whether his business had shown signs of suffering as a result. “No,” he said. “The last two months have been the best we’ve had so far.”

What was going on? Well, for one, my friend had hired a technician away from the competing practice. But even more important, he stopped looking at the online reviews. “They’re just a distraction,” he said. “We’re doing great things, so getting upset about the competition just doesn’t make sense.”

You can’t control your competitors. What you can control is your own practice: its strategy, its relationships, its culture. Letting go of the urge to engage in direct conflict frees up your energy so you can direct your best efforts toward your own veterinary practice. It’s like Sun Tzu says in The Art of War: “The supreme art of war is to subdue the enemy without fighting.”

 

Filed Under: Blog Tagged With: Life With Clients, Perspective

Technicians, Take Action!

October 31, 2011 by Andy Roark DVM MS

Technicians, Take Action!

Originally Published: Exceptional Veterinary Team, October 31, 2011

One of the most common pitfalls for good technicians on their way to greatness is waiting to be told what steps to take. Want to boost your team to the next level? Use what you know to be proactive.

I’ll never forget a case from a few years ago: a client burst through the front door, carrying his dog in his arms, his shirt covered in blood. The dog had been hit by a car about 15 minutes earlier and was well on his way into shock. I called for catheters, fluid bags, pain medicines, and diagnostics, and the technicians on my team scrambled to every order. Thankfully, they had seen plenty of blood before. They worked hard and moved fast. When I said jump, they did it. In the end, the patient received very good care.

At the end of that long day, I kicked back with a fellow doctor who’d been in the clinic and witnessed the whole thing. I asked him how he thought my team and I had performed. (I have to confess, I asked because I thought for sure I’d get a high-five. I thought we’d done great. I was also going through a phase where, if I had a beer in my hand, I had an uncontrollable desire to high-five people). Alas, there would be no celebrating. My friend gently pointed out that although my team and I had worked well together, we could have done a lot better… and gone a lot faster. In fact, he said, “you guys might have a leadership problem.”

From Good to Exceptional
I was floored. A leadership problem?! I thought we were rock stars. I tried to look unaffected, but probably failed. “What makes you say that?” I asked. He said, “Your techs knew what to do. Why did they wait for you to tell them?”

I thought long and hard about what had happened and what he said. The next day, I gathered my technicians for a conversation. These technicians (like many I have worked with since) were bright, hard working, and excellent communicators. They had all of the tools to be game-changers for critical and routine cases alike. In many ways, they were ideal teammates. But the other doctor was right. We weren’t working together as well as we could.

I asked the group: “How do you think that hit-by-car emergency went?” We discussed all the things that we did well. They admired my composure under pressure. I applauded their medical knowledge, tireless energy, and compassion. Then we talked about what we could have done better. Were our emergency training sessions comparable to the real thing? Did they need me to list the equipment that was required, or could they have gathered it without my instruction? Did I ever make them feel like my input was needed before they should take action? Together, we stood on the edge of exceptional teamwork, but we weren’t quite there.

Frankly, we’d fallen into a rhythm that wasn’t the most productive. These technicians had the knowledge and experience to understand what was happening and to recognize what our immediate goals were. They didn’t need to wait for me to tell them that I’d need catheters, fluids, ECG leads, blood pressure cuffs, etc. They knew what was required, and I knew they knew. Their belief that they had to wait for me, and my reinforcement of this belief, were holding us back. I apologized for my role in developing those habits. I knew what these techs were capable of, and I’d let them fall into a routine of supporting me as no more than well-educated gophers.

To go from a good team to an exceptional team, we needed to function as partners. While I was the leader of the team, everyone had the opportunity to demonstrate leadership within his or her role.

The Value of Independence
The ability to work independently and to anticipate what steps are required to provide optimal care brings not only critical value in emergency situations, but an enormous benefit every day. By the time I approach a patient in a wellness visit, the technicians who have mastered this skill are well ahead of me in our protocols. They have the necessary vaccines out and ready to go. If they are unsure about certain vaccines, then they still have everything together, so they can move quickly once we have conferred and reached a decision. Blood is drawn for heartworm tests, and fecal cups are filled and labeled. If a patient is to be hospitalized, the truly exceptional technicians have started filling out the treatment order sheets, and they have gathered the clippers, tape, catheters, and whatever else we may need to start ongoing care.

I once discussed this issue with a technician who questioned my logic. It didn’t take long to gather up whatever we needed, she argued, and she could never be 100% certain of what I’d need or want her to do. First, I asked whether there was anything wrong with grabbing supplies we might not ultimately use. (We decided there was not). Then I asked how much time she thought it would save us if she had everything together and ready to go for our first appointment. I also asked how many cases she thought we saw in a month. We did some quick math and multiplied a minute or two per appointment by roughly 250 appointments per month. The value of working proactively quickly added up.

Outstanding Teams
Again and again I see hard-working technicians with the hunger to gain a stronger medical education. That work ethic and desire are both important. But it’s the ability to combine them and to take the lead on the technical side of the medical process that makes technicians and assistants truly stand out. Want to be a stellar technician or an irreplaceable veterinary assistant? Whether you have 10 days or 10 years of experience, try taking a step forward with proactive leadership. Anticipate what your patient will require and do your best to have it ready to go. As you gain knowledge and practice, your ability to anticipate will grow—as will your value to your team, your practice, and your patient.

Filed Under: Blog Tagged With: Vet Tech Life

Zombie Preparedness 101: Halloween 2011

October 31, 2011 by Andy Roark DVM MS

Zombie Preparedness 101: Halloween 2011

Originally Published: Exceptional Veterinary Team, October 31, 2011

 

 

Don’t let the undead get you down. Zombie-proof your practice with these 6 tips!

As the saying goes: “If you fail to plan, you plan to fail… and possibly be eaten.” If your veterinary practice doesn’t have a contingency plan for a zombie uprising, your staff could suffer grisly consequences, not to mention miss out on a chance to prosper from this rare business opportunity. Don’t let bloodthirsty wandering souls take a bite out of your bottom line or devour the positive culture you work so hard to foster. Put your contingency plan in place now.

1) Institute a strict sick policy.

If there is one thing worse than having an employee who shows up at work looking like death and making all of the other employees worried about contagion, it’s an employee who shows up in that condition, dies, comes back to life and then eats other employees’ brains. Don’t take chances – send your sick staff home. You can assure any employee worried about making ends meet that there will be plenty of extra shifts to fill after the zombie apocalypse is over.

2) Kill the walk-in appointment.

Normally, walk-ins are a great way to fill the waiting room, but now is not the time for an open policy regarding spur-of-the-moment visitors (no matter how quickly they stagger after you). A spray-painted sign on your practice’s front door sends the message about the policy change with just the right combination of efficient clarity and urgent desperation.

3) Expand your boarding service.

It’s hard enough to flee a metropolitan area alone, much less with a beloved pet. Be there with extended boarding options so that surviving clients can pick their pets back up during humanity’s rebuilding phase. Make sure to get full payment up front (for obvious reasons) and realize that the majority of your clients won’t be coming back so you will be feeding and taking care of their pets forever. Charge appropriately.

4) Fortify your practice…with style

Remember: appearances count. Just as you’d keep a neat, attractively decorated waiting room during good times, you should make your practice a perky-looking fortress in times of zombie attack. When it’s time to board up windows and doors, bare naked plywood screams, “Economic distress and poor attention to detail!” and this is no time to show weakness. Have your more creative team members decorate your wooden barriers in bright, cheerful colors. Think big: remember, murals do wonders for morale!

5) Discontinue payment plans

It takes a special kind of manager to accept an IOU during a zombie uprising. Don’t be this person.

6) Leverage social media

When disaster strikes, people go to the Internet. When people go to the Internet, they end up on Facebook. Be there when they arrive with posts on:

Pet Health Initiatives – “Heat stroke is a real problem for pets fleeing zombies. Remember to offer fresh water whenever you reach a safe area, or whenever you have a moment to enjoy the scenery.”

Marketing Initiatives – “Our summer spay special is so good, you’ll come back from the grave for it!”

Witty & Uplifting Observations – “You can’t kill the living dead, but you can kill your pet’s fleas!”

With these killer tips, you will be able to reanimate sales, raise rampaging morale, and bludgeon the competition. Don’t worry if staff turnover increases (or even soars) during these episodes. Those team members will be back, and some of them may even be alive.

 

Dr. Andy Roark is a practicing veterinarian in Ijamsville, MD, but he is ready to flee the area at a moment’s notice in the event of zombie attacks.

Filed Under: Blog Tagged With: Just For Fun

How To Become A Veterinary Villian

September 1, 2011 by Andy Roark DVM MS

How To Become A Veterinary Villian

Originally Published: DVM NewsMagazine, September, 2011

 

 

Maybe being a great doctor isn’t for you. And even though the profession is filling up with “good girls and guys,” you can still be dastardly and rule with an iron fist. With veterinary school admissions offices focusing on turning out good, caring, knowledgeable, helpful—even heroic—veterinarians, many of you may feel that your chances of becoming a villainous doctor have been decimated. However, dastardly veterinarians everywhere are bucking the trend and showing us that being toxic is still easy. Click “next” below to learn their top tips.

1. Know your role

Remind the support staff of your status as the veterinarian at every opportunity. Don’t clean up. Don’t help dispense medications. And don’t do anything that could be classified as “a technician’s job.” Absolutely never restrain an animal. And when things are especially slow, employ tricks like the following to make sure your status is obvious:

Veterinarian: “I’m going to the store. Would anyone like anything?”

Technician: “I’d love a soda.”

Veterinarian: “I don’t think so.”

2. Forget buy-in

Give directives and avoid feedback. Feedback hurts, and who cares what non-doctors think about your ideas, anyway? Order the staff around, preferably in front of clients, and always insist on uni-directional conversations.

The classic evil veterinarian tactic for avoiding dialogue is to issue a command and then pick up the telephone and start digging through a chart before the staff member can respond. If you’re the practice owner, you can use your cell phone with this technique for greater mobility throughout the clinic.

3. Support the brown-nosers Make sure to pick a special staff member who understands and supports your ego requirements. (Note: These people are referred to as “henchmen” in more openly dysfunctional fields.) Now, show this person obvious favoritism. Once you’ve found your brown-noser, refuse to see or address any faults or weaknesses in him or her. If there’s a technician who brings you good coffee on a regular basis without prompting, then you’ve found your Igor.

4. Base your expectations on your mood

Setting clear expectations for team members takes planning and forethought. It also ties your hands if what you decide you want is not what you’ve previously discussed with the staff. Avoid this headache by basing your expectations of staff performance on how you feel. The team will come to know that when you show up with an irritable expression on your face, your previous expectations are meaningless and you’ve raised the bar—again. If you’re concerned the team has not gotten this message, then answer the first question you receive with: “Do I look busy to you?” That should set the tone.

5. Steal the credit

You know you’re amazing, but does everyone else? As the veterinarian and unofficial leader of the team, aren’t you ultimately responsible for the vast majority of the team’s successes? You have a lot of people to impress—clients, staff, other veterinarians, your boss, Facebook friends—so when things go well, make sure that you’re recognized. Remember, everyone loves technicians, and they’re well compensated for what they do. You have a tough job, so you should take the credit for your team’s successes whenever you can.

6. Pass the blame and the angry clients

There are two things despicable veterinarians avoid at all costs: accountability and ticked-off clients. There are probably four or five support staff members for every doctor in your hospital, so if something has gone wrong, statistically speaking, it’s probably not your fault. Still, leave nothing to chance and make sure blame is firmly placed elsewhere when setbacks arise.

On the off chance that a mistake might actually be your fault, it's important to remember that your reputation is much more important than that of your technicians (it’s not like they have a clientele). Occasionally throwing your support staff members under the bus to maintain your own standing makes sense for both you and the practice.

Angry clients, like blame, should always be passed off on others. These irate people affect your emotional state and take up time that could be used to do things you enjoy (like stealing cases, flirting with attractive clients and taking food from the break-room fridge that’s not yours). Furthermore, these angry clients can provide valuable training for technicians and practice managers who need help with their communication skills. Your dastardly job is to diagnose, prescribe, treat and suck the spirit out of your hospital. It’s not to smooth over people’s feelings, so dodge that task every time.

7. Throw something

This is the coup de gras for practice morale. If you don’t have much time and need to nuke your practice culture and wreck the day for your entire team, then yell and throw something. You’ll make a lasting impression.

With these seven pointers, you’ll sink your practice to new lows. You’ll embrace the dark side of veterinary medicine and make a mark on your clinic, your patients and the community at large. And remember, while there is no “I” in “team,” there is one in “evil.”

 

Filed Under: Blog Tagged With: Just For Fun, Team Culture

The Quest for Veterinary Mentorship

July 1, 2010 by Andy Roark DVM MS

The Quest for Veterinary Mentorship

Originally Published: DVM Newsmagazine, July 1, 2012

 

 

Maybe it’s just part of my upbringing, but until about five years ago, the word mentor brought to my mind the original Obi-Wan Kenobi from Star Wars or Mr. Miyagi from The Karate Kid. Mentorship seemed like an involved, antiquated process, and I never thought it would play a big role in my career as a veterinarian.

Today, however, I am blessed with amazing mentors. These people have changed my career and opened countless doors for me. They advise me on tough career decisions, direct me to resources and introduce me to other people who can help me accomplish my goals. They look over my shoulder during surgery and say things like, “I wouldn’t cut that,” or “Maybe we should talk about this,” or “That looks fantastic!” They consult with me in person or over the phone on tough medical cases and validate me when I need someone to tell me that I’m interpreting complex situations correctly. I have dozens of mentors now, and I can’t imagine pursuing my dreams without them.

Keys to a great mentorship

If you want a mentor, try these four steps to find and keep one:

1. Take the initiative. Waiting for a mentor to offer to invest time in your development is the fastest — and most common — way to fail in this endeavor. Establishing a mentor-mentee relationship is mostly driven by the mentee. If you’re not willing to expend the effort to find a mentor, then you won’t be willing to expend the effort to maintain a mentor-mentee relationship. Put simply, if you want mentorship, it’s up to you to find the right mentor and make the relationship happen.

2. Aim high. Don’t be afraid to approach great people. I find time and again that successful people are often people who received help along the way. Most are eager to pay it forward if the right opportunity presents itself. Identify people who can help you, be respectful of their time, and don’t be intimidated by their success or stature. The fact that you see great value in their advice and experience will mean a lot to them, and we all enjoy meeting others who share our interests.

3. Bring value to the relationship. The more you can offer a mentor, the better off you’ll be. Travel to them or to a conference they’re attending (see “Mentors galore” at right). Share information or contacts who might be beneficial to them. Publicly acknowledge the contributions they’ve made to your success. And, if all else fails, at least pick up the tab at lunch. The value of mentorship is enormous, and while you’ll probably never be able to repay your mentors, you should at least make an effort.

4. Have a goal or a project.I once met a mentor for breakfast. I asked him how I could take advantage of his knowledge and experience in the limited time we had together. He said, “Tell me what your goals are, and ask me specific questions.”

Most of us don’t have the luxury of spending lots of unstructured time with the best and brightest people we know. We need to have a clear understanding of where we want to go, so we can solicit useful advice in a limited amount of time. It’s also important to have an active project or plan. You’ll be able to discuss specific and real challenges you’re facing. For example, if your goal is to buy a veterinary hospital in the next three years, your project might be conducting demographic research in the areas that are of greatest interest. Approaching a potential mentor with this project underway would provide you with a topic of conversation, specific questions to ask, and the means to start a mentoring relationship.

It’s okay to be in the information-gathering phase of your plan when you approach a potential mentor, as long as you’re trying to make progress. Talking through a project helps you recognize where you need guidance. It also shows mentors how you think, what your priorities are, and what sorts of advice or resources they can share to help. Soliciting advice when you don’t have a plan or project can be difficult and frustrating for the mentor.

Final thought

Whether your interest is in surgery, exotic animals, practice management, public speaking or gourmet cooking, you can always benefit from a great mentor. If you know of someone who can help you, don’t be shy. Introduce yourself, explain what your goal is, and ask for advice. Who knows where the conversation (or the relationship) might go? You could end up with your own Mr. Miyagi.

Filed Under: Blog Tagged With: Perspective

  • « Go to Previous Page
  • Go to page 1
  • Interim pages omitted …
  • Go to page 74
  • Go to page 75
  • Go to page 76
  • Go to page 77
  • Go to Next Page »

Primary Sidebar

Search

Footer

  • Staff Training
  • Training Tools
  • Podcast
  • Blog
  • Videos
  • Booking
  • About Us
  • CONTACT
  • CONTRIBUTE
  • Privacy Policy
  • My account

Connect With Us

NEWSLETTER
Copyright 2021 Dr. Andy Roark
Our Privacy Policy | Website by OfficeThug
  •  

  •  

  •  

  •