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Team Culture

The 4 Most Important Lessons I’ve Learned From Being a Manager

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As a technician, I was always the go-to person. I was the one to problem solve, answer questions, place the difficult IV catheter or listen and guide my coworkers. I felt the need to point my veterinary career towards leadership and 2 years ago I made the jump and became a practice manager. I was excited to become a leader of an amazing team and hoped to bring my energy and skills to help the growth of my teammates and clinic. I jumped in with starry eyes and a vision to foster a workplace that was one that cared about the people who worked in it. In the past couple of years, I’ve learned so many things, but I wanted to share a few of my biggest lessons.

1. Management Can Be Lonely

As a tech, I always had a good rapport with my coworkers. I could crack jokes, be a shoulder to cry on or be a listening ear. As a manager, I am still all these things but at the end of the day I will always be “the boss.” The toughest part for me was that people will now act differently when I walk in the room. I immensely care about everyone I work with, but with the title comes the responsibility to sometimes make decisions people don’t like, address the elephant in the room or look at ways we can improve. I’m friendly with my team and promised I would never be a stuffy, unapproachable manager. I’m friendly with my team, but I also must remember that they will always look at me differently than when I was a technician.

2. I Can’t Change People, but I Can Guide Them

None of us in vet med or life, in general, are perfect. We will all make mistakes. How we deal with these mistakes define us. My biggest hope is that my teammates feel comfortable enough with me to own up to their mistakes. Instead of shaming or making them feel bad, I really want to be there to work through hiccups and pitfalls with them. Sometimes that means showing them the big picture and how every action we have effects our patient care, client care and the success of our business. Conversations are the start of dealing with any issue whether it’s medical, communication or behavior related. While I will do my best to guide, at the end of the day we all have the responsibility to choose how we respond to feedback. Any mistake or issue is never solved in a moment. Sometimes it means letting time pass for things to sink in and for people to process things. Rome was not built in a day. 

3. The Client Isn’t Always Right

If your team doesn’t feel supported, they will not support the business. As a technician, one of my biggest frustrations was dealing with abusive clients who could treat people badly. Sometimes they got away with it because they had been a long-time client. Other times it was simply because no one told them what they were doing wasn’t acceptable. We want to help your pet. But to do that, I need clients to be respectful of the hardworking crew who makes that happen. If a client is verbally abusive, threatening or lacks trust in those on my team they are not my target clientele. I will always believe that my team deserves respect and will fire clients who think they can treat anyone in my clinic in a way that is disrespectful. It’s terrifying because it usually results in me getting yelled at or cursed at. But it is the right thing to do. 

4. Listen to Your Team

Often managers believe that what they say goes. This is true to some degree. But the most important thing that I have learned is to listen to your team. Whether they are telling you a story about what they did on the weekend, a concern they have about a protocol or they are pouring their heart out in your office, listen. When your team doesn’t feel heard, they stop talking. Communication ceases and the clinic can only go downhill from there.  When my team talks to me, I know they trust me to listen to them. Sometimes not everyone wants an answer and it’s not my role to provide one for them. Sometimes people just want someone to listen. 

The transition to management from a technician has been one full of lessons, bumps and bruises. It has also been one that I have had the privilege of watching people grow, seeing my teammates become better at what they do and watch my clinic grow. I truly believe that what we sow is what will bloom. We must remember that as managers we not only grow a business, we have the opportunity to watch others blossom. 

The views and opinions expressed in this article are those of the author and do not necessarily reflect the position of the DrAndyRoark.com editorial team.

Why Shared Work Never Feels Equal

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In the veterinary clinic, there are a ton of jobs that require a collaborative effort. It’s no news to you that in order to keep the day running smoothly, you can’t do it all alone and you need help from your teammates. So, why is it that even with technicians, assistants, receptionists and doctors it sometimes feels like you are the one doing ALL THE DANG WORK!?!

Here’s the thing: when you’re one of the people doing shared work, it always feels like you are doing more than your fair share. I was recently reading a blog by Gretchen Rubin, author of The Happiness Project, on shared labor within the household and I saw that these principles fit in perfectly within the veterinary office. 

When you’re doing a job that benefits other people, (like stocking the surgical suite or cleaning up in between procedures) it’s easy to assume that the other team members are conscious of the fact that you’re doing this work — that they should feel grateful, and they should and do feel guilty about not helping you.

But this is not the case. Often, the more reliably you perform a task, the less likely it is for someone to notice that you’re doing it, and to feel grateful, and to feel any impulse to help or to take a turn.

You think, “I’ve been doing the surgical follow-up calls for three months! When is someone going to do it?” In fact, the longer you make those callbacks, the less likely it is that someone will do it.

Being taken for granted is an unpleasant but sincere form of praise. Ironically, the more reliable you are, and the less you complain, the more likely you are to be taken for granted.

I know this is hard to hear, but this is one of those cases where you need to speak up without getting defensive or argumentative. Most often your co-workers are so focused on their tasks for the day and they see you doing those extra jobs, they don’t think anything of it. They just think you are playing on the same team. 

A great way to make sure everyone on the team is aware of the daily workload? One way my team does this is a daily checklist. Before we leave for the day we see if all the items have been accomplished. As a task is finished the person who accomplished it initials next to the item. Also checking this list will help a team lead see who is accomplishing the majority of the tasks and take appropriate action if a team member isn’t pulling their weight. 

So, remember sometimes sharing IS caring, but just make sure you’re mindful of other team members and the work they are putting in as well. 

The views and opinions expressed in this article are those of the author and do not necessarily reflect the position of the DrAndyRoark.com editorial team.


Associate Vets Have Voices and Should Use Them

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Not every vet wants to be a practice owner. But every vet is made up of more than medical knowledge and surgical skills.

I’ve said before, it’s OK to want to be happy at work. We spend a lot of time there.

A traditional associate veterinarian is a person who comes gangbusters out of school and works 60+ hours a week, becoming a production machine and never saying no. She lives on gratitude and the joy of following her calling into the career of her dreams.

To be a good vet, associates absolutely do need to pay their dues for a while – be scared and challenged, do things they’re not sure of, be honest about what they don’t know and then try to learn it. And associates absolutely need to make money for their employers so the practice can be a profitable and supportive place for the whole team. BUT, I would argue, associates, get so well-trained to put their heads down and do their work that they don’t acknowledge the signs of burnout early enough or are ashamed to admit them when they do notice. And they forget they are whole beings with other interests, other gifts, and the ability to speak up for themselves. So what happens when they reach the point where they know they need to see fewer appointments or make a change that lets them feel energized by work again?

I reached that point about 5 years after graduation. I was tired of people and exhausted all the time. I was escaping into my other activities but dreaded going to work. I was ready to leave practice and probably would have if things had gone on as they were. Everyone said, “Be an owner, then you can make your own decisions.” No part of me wanted to do this and I felt trapped. I was married at the time and was able to cut back a few appointment hours a week, which helped. Then I got divorced and needed health insurance. I asked my boss if I could try working for the practice in some other capacity – I love speaking and writing and social media, so I asked if I could work on some client education, content creation, marketing ideas. But it wasn’t what he wanted or needed from me. If I wanted benefits, I’d have to add another evening or weekend shift. I felt defeated and panicked at the thought, even though it was only a small difference. I knew I was at capacity. More appointments just weren’t something I could do. I wasn’t afraid of more work; I just could not do more of what I was doing.

Enter my current job. I don’t know if I would ever have left my other job if I hadn’t needed to find one with benefits; it was scary out there, and I was comfortable, and there was no model for what I was trying to do. Through necessity, I spoke honestly about what I wanted: fewer appointment hours and a bigger voice in the practice. Normally, the fewer hours we see, the smaller our voice unless we are owners; but Shiloh was open to someone who prioritized wellness and balance, who wasn’t afraid to have opinions and speak up about them, and who could help to put the culture and heart of their practice into words and pictures. Turns out I can see a full day of appointments and be worn out and tired of humans – ask me to add on another two hours with clients at the end of a long day and I feel desperate and depleted – but I can get home and tinker with social media and leadership topics for two hours with new energy and no resentment. I don’t usually want to come in early to see more appointments, but I’ll come in early to meet with my boss about marketing materials. That’s not the classic model of a “great veterinarian” but it helps me love the appointments I do see. A happier doctor is usually a better doctor, and clients and coworkers will be happier too.

Practice owners, you know this – you need associates who will stick around. The costs of doctor turnover are enormous. If you have an associate vet who fits and loves your culture, who gets along with your team, who practices good medicine and likes to collaborate and learn, who doesn’t make you worry when you are out of town or unavailable, you know how great a gift that is. Don’t wait for this bright light to hit her limits and burn out. Encourage her to use her voice and talk about whether she wants to impact the practice in other ways.

Associates, we are told if we want to have a bigger voice, we should strive to be practice owners. But not all associates want to be owners, and buying or starting a practice when it’s not what you’re into does not benefit anyone involved. We owe it to our employers to help them create successful practices. But we are far more likely to be able to do this in the long term if we are able to create roles for ourselves that allow us to use more of our unique interests and skills. This is an incredible profession and we work so, so hard to be good at it; our days can be long and sad, but we often underestimate the amount of beauty to be found in a senior cat wellness appointment or a routine dental procedure with an owner waiting nervously for the text that says everything went fine. We owe it to ourselves and to all of those beautiful interactions to think about what we need to be happy in the field, not just how long we can push through until something else comes along and we can quit. Supportive employers are key, and they are out there, but they can’t read your mind. We must be active participants in our own happiness.

The views and opinions expressed in this article are those of the author and do not necessarily reflect the position of the DrAndyRoark.com editorial team.

What to Do When the Grass IS Greener

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Guess what you guys?! After 15 years (yes you read that right 15 years!!!) at my animal hospital, I accepted a new job. I didn’t think it would ever happen, but something came along that made me want to get outside of my comfort zone for a whole lot of personal growth and even some profit. Now I’m here to tell you, sometimes the grass really IS greener in the dog kennel area of another hospital; but before you clear out your locker and shoot one last dirty look to that catty co-worker, make sure you are leaving the right way.

1. Make sure you are leaving for the right reasons.

If your main reason for leaving is that “your boss is a jerk,” changing clinics might not be the cure. You don’t know how long it will take for your clinic to move on and fill your position if you decide to change your mind. If you’re still on the fence about the next position you are considering taking, ask if you can spend a day in the new clinic shadowing the staff. It may reinforce your decision to take the position or help you decide you don’t want the new job after all.

For myself, it was a big growth opportunity that swayed me to change scrub colors. Look at the reasons you are considering changing jobs, make sure they fit the quality of life you are trying to achieve, and please DO NOT base your decision solely on money. Look at many facets such as: vacation time, benefits, flexibility in schedule, opportunities for advancement, etc.

2. If you have decided to go ahead and move on, do it respectfully.

Sit down with your boss and discuss your resignation with them before you discuss it with your co-workers over margaritas. This is important because this can give your employer feedback and help them plan for future employees. It also allows the opportunity for your current employer to negotiate with you in order to keep you if you’re a stellar employee.

Do not badmouth management or staff especially online! I cannot stress this enough. People have long memories about criticism, and even if you hated your job or your boss, there’s no point in saying so. Just be happy you are moving on to a new, fresh opportunity.

3. If you plan these conversations ahead, you’ll be able to leave on good terms and in the clinic’s good graces.

That’s the best way to move on from a job, especially since vet med is a small world and you may end up working with some of your former coworkers or previous boss at other jobs in the future.

The views and opinions expressed in this article are those of the author and do not necessarily reflect the position of the DrAndyRoark.com editorial team.

Why I Would Not Do an Internship Again

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Last year I did a rotating internship. When I tell people about my year I have a stock response that I can dole out on demand. I have told my grandma, my new co-workers, my high school friends, and everyone in-between the same synopsis. It goes like this: “Last year I did a veterinary rotating internship. It was the hardest year of my life. I worked really long hours and went into the hospital on most of my days off. I lived two hours away from my fiancé but saw him only once per month. BUT, the people I worked with were great, I had the opportunity to work one-on-one with amazing specialists, and I learned more in one year than I could have ever imagined.”

All of these words are true, but they skim over the facts to make a sound bite that barely represents what I experienced. One of the frequent follow up questions is, “would you do it again?” And this is when I lie. I say, “Of course. It made me a better doctor!”

Here is my secret truth: I would not do it again. If I could go back two years in my past, I would not let myself agonize over personal statements and recommendations and spreadsheets of internship locations. I would not have done interviews and site visits. I would have found a private practice with reasonable hours, doctors willing to provide mentorship, and nearby specialists to develop relationships with. Maybe my development as a doctor would have been slower, but it would have come. I would have prioritized continuing education, read relevant journal articles, and not been afraid to reach out for case help. But I would not have done an internship.  

I would not do an internship again because of what I now know my priorities are. I value my relationship with my significant other. I value my relationship with myself. And I value my relationship with my work. Last year, none of these relationships were good or even tolerable.  

My relationship with my fiancé was primarily me regaling him with the little injustices I had experienced each day. I would smile all day at work and then unload my stress onto him on the phone that night until he dreaded my phone calls.

My relationship with myself was equally abysmal. I would torment myself over how I didn’t have it all together when it was impossible due to my long hours. I felt guilty when I was taking an hour to watch TV because I felt I should be using those few spare moments to do laundry, buy groceries, or make sure my bills were in order.

And finally, my relationship with my work would best be characterized as dread. I spent a lot of time staring at “Help Wanted” signs in bookstores and burger joints and imagining leaving my dream profession forever. I cried at least once a week as I imagined dreading my work for the next 40 years. I kept wondering, “did I really go through this much school and this much effort to do something that makes me this miserable?” Work is where we spend the majority of our waking lives. It cannot be something you dread.  

I am now 6 months post internship and I do not dread my job. I have a private practice job with reasonable hours and supportive colleagues. I married my fiancé and we have a normal, healthy relationship. I can watch TV for an entire day without inducing anxiety. And, I am grateful and happy to be a veterinarian.

I know that for many an internship may be rewarding. I know that for many the sacrifices in quality of life may be worth it. In no way do I think that internships are bad or that no one should do them. But, I do know that for me it was the wrong choice. I made that choice thinking it was necessary to make me into a good doctor. But now I see that for me, being a happy doctor is key to being a good doctor.

The views and opinions expressed in this article are those of the author and do not necessarily reflect the position of the DrAndyRoark.com editorial team.

The Growing Pains of Setting Boundaries in Veterinary Medicine

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I’m sitting in the car and crying outside of my daughter’s school. I’ve just left work and made my way to her school for her annual talent show. We are doing an aerial yoga routine together that we have been practicing for 2 weeks. I know that she’s inside nervously waiting for me and I’m trying to get a grip on myself before I go in. I don’t want her to see that I’m a mess and that I’ve been crying because there’s no way I can explain to her why I’m upset that won’t make me seem like the worst parent ever.

Let me explain; Buster is making his way to the hospital. He’s in pain and his mom is ready to let him go. Buster who I have been taking care of for the last 10 years. Buster who I’ve seen through countless ear infections, 2 sarcoma removal surgeries, chemo, radiation, heart disease, periodontal disease, and now a hemangiosarcoma that showed up on his leg overnight. I love Buster and I love his momma who is a sweet, dedicated and understanding lady. It took everything in me to say no, I can’t stay to euthanize him, the ER doctor will have to do it. And now it hurts. I’m in, what can only be described as heartache and I feel terrible. Not only that, but I feel terrible that this feels so terrible. My daughter and my husband are my priority and I’ve made myself a deal to act that way and to show them that they ARE my priority. I just didn’t know that it would hurt so much.

I’m having serious growing pains. Growing pains for setting boundaries with myself, my staff and my clients.  

As we start to dive deep into mental wellbeing in the veterinary profession you hear this all the time: “You need to set boundaries,” “you need to leave work at work,” “you need to learn to say NO when you need to.” However, no one ever tells you how and no one ever tells you how painful it is going to be as you begin to do this.

It is hard. And painful. And necessary.

It is necessary because if we do not have boundaries, we will put work first. And we will hurt those we love the most, including ourselves. If we are to live our life by design that means we need to be purposeful about the boundaries we place on our personal time. We need to actually think about what we want to spend our time, energy, and brain power on when we are not at work. We need to think about our loved ones and what they mean to us, and how do we want to spend our time together. So, for me, this means setting the following boundaries:

  • Leave work on time or as close to as possible. Sometimes I need to finish my notes after my “done time” so I put headphones in to block out the noise but also to signal to my staff that I am officially out of office and all calls/questions need to be directed elsewhere.
  • Leave work at work. No phone calls/texts/emails or updates about my patients when I am out of office. No looking up lab work or emailing clients on my off time. Re-route my brain when it starts to think about work when I am at home (be present).
  • Prioritize school/kid events in my work schedule and get there on time!

Once these boundaries are made within you, it is then time to share them with your staff. After all, you have been acting and doing things that go against these boundaries all along and if you don’t share them they will have no idea that they exist. It is time to be open and honest about what your new boundaries are and why they are important to you. Share what they mean to you and to your family. In my case it means that my husband and daughter get to feel like they are important to me, that they matter more than my work and to them this translates to love. For me it means that I get to spend my time with my loved ones without worrying about what is happening at work or with my patients so that I can take care of my mental wellbeing which enables me to continue to give.

Once you have shared your boundaries and the reasons for having them, you can then ask for help and understanding that when you do (and will) say no, it is never because you don’t care. It’s just that you need to take care of yourself and the people at home waiting for you.

This is life changing work we do.

You got this.

The views and opinions expressed in this article are those of the author and do not necessarily reflect the position of the DrAndyRoark.com editorial team.