Veterinary Leadership E-Book

Michele Drake

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 372

Veröffentlichungsjahr: 2024

Beschreibung

Practical resource delivering business tips on veterinary practice management, marketing, and more from a highly successful practice owner

Veterinary Leadership invites readers on a captivating journey through the life and business principles of Dr. Michele Drake, a standout in the veterinary profession who is both an exceptional clinician and effective business leader, providing 10 core principles that any practice owner can learn and apply which have served as the pillars of her successful practice ownership career.

Each chapter contains a specific lesson with personal anecdotes and ends with a set of action items to put that lesson into practice. By completing all the action steps in the book, practice leaders can create their own Veterinary Practice Operating System (“VPOS”) that will empower them to lead a thriving hospital.

For many DVMs, the truth is that rather than them owning their business, their business owns them. Most lack real freedom and abundance in their lives, sacrificing their own well-being for the love of animals and their communities. But it doesn’t have to be that way, and this book shows how to plot a better path forward.

Veterinary Leadership includes information on topics including:

• Trusting yourself and your instincts, and understanding what marketing really means and how to do it in a way that gets results
• Planning where you are, where you’re going, and how you’re going to get there
• Building a leadership team that will help the practice and individuals reach their potential
• Running your practice as if you might have to sell it in the next six months
• Getting your team involved by speaking clearly and helping everyone be part of something great

Veterinary Leadership: A practical guide for practice owners and managers is an essential read for veterinary practice owners, associate DVMs, practice managers, medical directors, and anyone else in the veterinary profession who wants to be part of creating a healthier and more productive workplace, and contributing to the long-term well-being of the veterinary profession.

Leseprobe

Table of Contents

Cover

Table of Contents

Title Page

Copyright Page

Foreword

About the Author

Acknowledgments

About the Companion Website

1 Yes, There Is a Problem

The Talent Shortage Meets the Pandemic Puppies

Corporate Influences

M&A Has Changed the Industry

Care and Service Are Suffering

Burnout and Wellness Challenges Have Escalated

You Can Do Something About It – If You Decide To

Take Back Your Power

The Common Denominator

You Can Do This

Building Your Veterinary Practice Operating System (VPOS)

References

2 Speaking from Experience

Your Inputs Affect Your Results – What Are You Mentally “Feeding” Yourself?

Be Thoughtful About Who You Listen To – The Importance of Relevant and Proven Experience

Why I Think My Ideas Are Important Enough to Put Into a Book

Let’s Get Started

References

3 Accountability

Everything Begins with Accountability

What Is Accountability Really?

Embracing Accountability – Overcoming the Fear of Tough Decisions

Don’t Plan to Fail

Take Baby Steps

Incorporating Accountability into Hiring and Training Processes

Accountability and Staff Retention

The Ripple Effect of Accountability

How Accountability Benefits Cohesiveness

Accountability, Leadership, and Change

Cultivating Accountability Across the Team

The Impact of Accountability on Client Experience

Technology Does Not Replace Accountability

Nurturing a Culture of Accountability Through Continuous Investment

The Benefits of Embracing Accountability

Accountability Is the Best Lifestyle

References

4 Planning

Take Yourself out for Coffee (and Perspective)

Plan for Growth and Adaptation

Crafting a Comprehensive Plan: Balancing External and Internal Factors

Follow Trends – Don’t React to One‐Off Issues

Unlocking the Potential Within: Strategies for Team Empowerment

Nurturing Financial Health: A Prescription for Prosperity

Have Budget Milestones and Follow Them

Don’t Neglect Your Fee Schedules

You Really do Need to Confront Your Financials

Strategic Planning and Proactive Financial Management

Working on the Business vs. Working in the Business

Shape Your Practice, Shape Your Life

Bring Discipline to Your Planning

Unite Your Team Through Planning

Strategic Tools for Effective Business Management

The Power of Planning

References

5 Culture

Exactly What Is “Practice Culture?”

How Culture Relates to Your Mission

Why Culture Matters

Culture Is a Daily Activity

Walking the Talk: Upholding Core Values in the Face of Challenges

Laying the Foundations for a Positive Practice Culture

The Transformative Effect of Positive Culture on Recruitment and Growth

The Power of Culture in Creating Workplace Satisfaction (or Dissatisfaction)

Culture and Getting Things Done

Unity Creates Strength

What Does It All Mean for You? Empowering Practice Owners Through Culture

The Path to a Positive Practice Culture

References

6 Focus

Mentorship Is Vital

The Results of Not Focusing on Your Business

Isn’t This Too Capitalist? “I’m Not in it for the Money”

Focus and Clutter – Managing Your Space

Focus Makes You More Successful in a Competitive Environment

References

7 Teamwork

Teamwork Is Always Essential, But Especially During Tough Times

Building a Strong Foundation: Team Structures

Mandatories Are Vital in Creating a Cohesive Team

The Ripple Effect of Disarray

Navigating Educational Conversations

Maintaining Alignment

The Seven‐Times Rule

Trust Is the Currency of Alignment

Nurturing a Collaborative Team Structure

Building Strength Through Conflict Resolution

Team Structure, Communication, and the Art of Adaptation

The Flow of Information Is a Two‐Way Street

Communication Must Be Constant

Sustaining Alignment Through Documentation

Onboarding Excellence: Nurturing New Team Members

Navigating Accountability: Balancing Teamwork and Individual Responsibilities

Direct Confrontation with a Purpose

The Client Experience: Efficient Team Coordination

Teamwork and Leadership

Teamwork Is a Boon for Practice Owners and Pet Owners

References

8 Agility

Agile Leadership Is Vital in Unprecedented Times

Embracing Evolution: Overcoming Resistance to Change

Rising to the Occasion in Alignment with Our Mission

Resisting Change Can Hurt Your Practice

Navigating Change: Remember the Seven‐Times Rule

Agility Includes Listening to Your Team

Response, Not Reaction: Avoid Reactivity in Your Practice

Informed Decision‐Making Through Continuous Learning

Trends and Technology in Veterinary Medicine

Embracing Technology with Caution

Discerning Practical Innovation from “Band‐Aid” Solutions

Aligning Technology with Actual Needs

Remote Reception – Pros and Cons

Mission‐Driven Transformation: Aligning Change with Purpose

References

9 Communications and Community

What Is Marketing, Really?

The Evolution of Marketing Strategies

A Great Brand Attracts the Right Clients – And Helps You Avoid the Wrong Clients

The Symbiosis of Marketing and Mission

Internal Consistency: A Crucial Element of Trust

Weaving Community Threads

The Outsourcing Dilemma

Building Trust Through Communication and Branding

Dealing with Dr. Google

The Drake Center Experience

Crafting an Inviting Practice Environment

Marketing, Recruitment, and Retention

The Human Element in Marketing

Balancing Engagement and Business

Amplifying Your Practice Voice

The Impact of Marketing and Communication

References

10 Discipline

The Discipline Behind Success

Running a Disciplined Practice

Creating a “Go‐Getter” Mindset

Pushing Your Own Boundaries

Navigating the Challenges

It’s Simple, But Not Easy

Be Honest with Yourself

Building Disciplined Systems

The Ideal Decision‐Making Model

Take Notes and Follow Up

Cultivate Discipline Within Practice Culture

Communication and Flow Management

Aligning Systems with Mission

Selective Adoption of Technology

Measuring Discipline in Your Practice

Avoiding Information Overload

Clarity as a Cornerstone

Change Management and Accountability

Addressing Resistance

Navigating Finances and Upholding Values

Be Proud – And Disciplined – About Your Pricing

The Power of Education and Self‐Improvement

Elevating Care and Service for Pets and Pet Owners

References

11 Boundaries

Remember, You Run the Practice – Your Employees Don’t

Navigating Client Challenges

Handling Negative Reviews

Boundaries in Medical Care and Service

Fostering Support Through Firm Policies

Boundaries and a Positive Culture

Managing Boundary Challenges

Communicating the “Why”

Navigating Baggage in the Workplace

Establishing Trust in a New Environment

Setting Boundaries Around Aggressive Patients and Noncompliant Pet Owners

Let Your Team Help You Set Boundaries

Navigating Work Ethic and Work‐Life Balance

Clear Communication of Expectations for Team Members

The Benefits of Establishing Boundaries in Veterinary Practice

References

12 Wellness

The Wall and Beyond

Nurturing Wellness in Veterinary Practice

Flexibility and Growth

Navigating Flexibility and Boundaries

Building a Team, More Than Just a Practice

Balancing Personal Wellness and Professional Responsibility

Embracing Challenges

Wellness as a Cornerstone of Professional Success

The Vital Role of Wellness in the Veterinary Industry

References

13 Conclusion

Envisioning a Thriving Future for Veterinary Medicine

The Power of Vision and Planning in Veterinary Practice

Index

End User License Agreement

Guide

Cover Page

Table of Contents

Title Page

Copyright Page

Foreword

About the Author

Acknowledgments

About the Companion Website

Begin Reading

Index

WILEY END USER LICENSE AGREEMENT

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VETERINARY LEADERSHIP

A PRACTICAL GUIDE FOR PRACTICE OWNERS AND MANAGERS

MICHELE DRAKE, DVM

Founder, The Drake Center for Veterinary Care (1992–Present)

Chief Veterinary Officer, GeniusVets (2016–Present)

US

Copyright © 2025 by John Wiley & Sons, Inc. All rights reserved, including rights for text and data mining and training of artificial technologies or similar technologies.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey.Published simultaneously in Canada.

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Library of Congress Cataloging‐in‐Publication Data applied forPaperback ISBN: 9781394292424

Cover Design: WileyCover Image: © Michele Drake

Foreword

IN THE EXPANSIVE COLLECTION of literature on leadership, there are countless perspectives, ideas, and approaches. Yet, amidst the diverse wealth of resources available, there remains a timeless truth. Regardless of the profession, leadership is not a mere title, position of authority, or a set of skills. It is a profound personal journey of growth, service, and influence, a path that can inspire and motivate us to reach new heights in our professional lives.

In the time that I’ve spent immersed in the pages of this book on leadership in veterinary practices, I have been continuously reminded of the profound impact that effective leadership has on our teams and organizations as a whole. At its best, leadership is a force that not only shapes our teams and inspires change but also empowers us to enhance animal care and strengthen our relationships with clients. At a time when recruitment and retention of staff are at their most challenging, applying the principles Dr. Drake discusses can truly transform your practice – from growth potential to employee satisfaction and every business aspect in between.

The result of investing time and energy into effective leadership skills is far too valuable for veterinary leaders to ignore: Renewed potential for ourselves and our teams to lead professionally rewarding and financially successful careers as veterinary professionals.

In her writing, Dr. Drake highlights a particular foundational aspect of effective leadership: the importance of accountability. Just as we hold ourselves accountable for our clinical decisions and outcomes, we must also take ownership of our roles as leaders within our practices. First and foremost, we must hold ourselves accountable. When we demonstrate personal accountability and are answerable for our actions and results, the same desire to promote accountability will permeate through the entire organization and become ingrained in our whole team. When we place accountability at the forefront of our approach to leadership, we can better recognize responsibilities, set clear expectations, and create a sense of belonging within our teams.

Alongside accountability, Dr. Drake emphasizes the significance of mindset and attitude in shaping our approach to leadership. Our mindset – beliefs, attitudes, and perceptions that we hold – influences how we interpret and respond to challenges, setbacks, and opportunities, all of which are constant in a veterinary hospital. By developing a growth mindset that embraces learning, resilience, and continuous improvement, we grow our effectiveness as leaders while navigating the complexities of veterinary practice with greater confidence and adaptability, fostering a sense of hope and optimism.

I often hear people say, “I don’t have time,” or “I am too busy.” These are default responses when we are faced with an overwhelming task or a challenging situation. However, as Dr. Drake points out, simply using this excuse and dismissing our responsibility is not acceptable. It’s a mindset that will limit our team’s potential and hinder our ability to grow and succeed. By falling back on these negative justifications, we relinquish control over our actions and allow circumstances to dictate our course. We effectively rein ourselves into a passive role in our own lives, and we will continue to live with mediocrity at best and often simply fail. While I understand that these may be your initial thoughts, I urge you to give this book a chance. It has the potential to transform your leadership skills and your career.

Instead of relying on avoidance of our shortcomings or problems, we must shift our mindset, recognize challenges as opportunities, and frame our vision through optimism and empowerment. Rather than using “I don’t have time” as a cop‐out, we can reframe our mindset and approach challenges with a proactive attitude. The mindset and narrative we adopt in our practices every day can catapult us to be successful leaders with a fulfilling career and a sense of purpose in our profession.

Dr. Drake’s experience and insight show a critical paradox within the veterinary profession; while we meticulously hone our skills in critical thinking, problem‐solving, and planning when it comes to medicine and surgery, we often overlook the application of these same concepts to leadership within our practices. As a result, we find ourselves navigating leadership challenges without the same clarity and precision that we bring to our clinical work, ultimately leading to frustration and inefficiency.

To address this, Dr. Drake demonstrates that veterinarians must apply the same rigor and discipline to leadership as we do to medicine and surgery. By integrating critical thinking, problem‐solving, planning, accountability, and a growth mindset into our leadership practices, we can elevate the quality of care we provide to our patients, enhance the well‐being of our teams, and foster a culture of excellence within our practices.

In these pages, you will discover not only practical strategies and principles for leading with excellence but also the heart and soul of leadership – the qualities of character, vision, and empathy that truly set exceptional leaders apart. Throughout the chapters, you will encounter stories of accomplishment and hardship, lessons learned from successes and failures, and the wisdom gleaned from those experiences.

As you embark on this journey of learning the meaning and impact of true and effective leadership, I encourage you to approach these insights with an open mind and a receptive heart. Allow them to challenge your assumptions, ignite your passion, and inspire you to become the leader you were meant to be. I can say without doubt that Dr. Drake's hope for this book is to serve as an example of guidance and inspiration on your own leadership journey, empowering you to make a meaningful difference within your team and start your path toward a professionally rewarding and financially successful career in veterinary medicine.

Rena Carlson, DVM

AVMA President 2023–2024

About the Author

Michele Drake, DVM, is the founder of The Drake Center for Veterinary Care, a 12‐doctor small animal practice in Encinitas, CA. The Drake Center is renowned for the quality of care and service provided there and has been voted the best veterinary practice in San Diego eight times by Ranch and Coast magazine. Dr. Drake is a contributor to Veterinary Economics, AAHA Trends, and DVM360. She is a regular speaker at industry conferences, where she provides practice owners with guidance on how to build practices with strong teams, healthy cultures, and excellent business performance. She is also the co‐founder and chief veterinary officer of GeniusVets, the leading veterinary marketing platform. Dr. Drake has two boys in college and lives in San Diego, CA, with her husband David, labrador Bentley, Jack Russel terrier Wilbur, and a little old cat named Ruby. When she’s not working with her practice team, Dr. Drake enjoys wilderness travel and is also an avid mountain biker and a decent skier.

Acknowledgments

WHILE I USE THE first person often in the book, everything I have achieved in life comes from the love and support of many special people in my personal and professional life. Healthy relationships are the root of my personal happiness and my ability to achieve and be satisfied with life. A special thank you goes to many people along the way who are my family, my good friends, my business partners, and my colleagues.

This started with my mom and dad, who always supported me and formed my early understanding of healthy relationships and boundaries. My mom taught me to think independently and always try new things. My dad provided me with a great role model as an entrepreneur and was my trusted advisor while I was looking for a practice to buy in the first few years. My dad passed away in 2009, but I believe he is an angel who continues to watch over me.

To my two sons, Christopher and Matthew, who tolerated so many phone calls and stop‐offs at the practice over the years: You have been my teachers in humility and love.

To my manager Chris, who started in our first hospital as a receptionist while she attended college and slowly became a major contributor to the growth and stability of The Drake Center: Your role modeling and understanding of our culture and mission helped to build our fabulous and talented support staff team.

To Dr. Kathy Boehme, my first associate and then partner of 25+ years: I thank you for your friendship and your vast contribution to the humanity of our practice. I looked to Kathy for her earthly wisdom so many times and was never disappointed. Her gifts have enriched my life.

To Kim Prunty, RVT, who worked with me in LA before agreeing to join me in Encinitas three months after I purchased my first practice: From the inception, you were my right hand in surgery and patient care. Kim continues to run our surgery team, and our doctors joke that we might have to close the hospital when Kim retires.

To Lorraine Holweg, Loree Cook, Peggy Gralish, and Arlene Penacho: You are the people I turn to in times of need for support and answers. Thank you all for your commitment to our mission and guidance on the leadership team over the years.

All of the doctors of The Drake Center bring their talents to fuse together to form the most capable and supportive team in veterinary medicine. Dr. Keala Shotwell, Dr. Jen Hamlet, Dr. Sarah Dilworth, Dr. Heather Kovacevich, Dr. Taylor Borsack, Dr. Katie Tiglio, Dr. Madison VanWorth, Dr. Kristie Leslie, and Dr. Janice Lee. Your dedication to your patients, clients, and each other is inspiring.

I am in a transition process now where I will leave the leadership team in the capable hands of Dr. Borsack, Dr. Dilworth, and Chris, as I move on to my next phase. I have no doubts that they will be able to surpass everything we started together.

I would also like to acknowledge the team of GeniusVets in providing the support and framework to accomplish this book. Both of my partners, David Hall and Harley Orion, encouraged my writing of this book as another way to serve our profession. Harley, in particular, was my coach and writing muse. We spent many hours together on this project and his patience and skill in moving this forward were major impetus in completing this book. Special thanks to Emily Peck and Erin Herbert for their exceptional proofreading and editing expertise, and to Brandi Dupre for orchestrating the final details. This book was a collaboration of the GeniusVets team and they deserve much credit in this achievement.

About the Companion Website

The book is accompanied by a website:

https://vetpracticeleader.com/ 

1Yes, There Is a Problem

Yes, there is a problem today in veterinary medicine.

No, it is not hopeless.

It’s not the situation, but how we decide to view and think about it, that makes all the difference.

After one of my recent talks, a veterinarian (DVM) came up and told me she had just been to a seminar where they were discussing all of the stressors in veterinary medicine, how hard our field is, and how detrimental it is to mental health. She said she felt as if they were telling her “she should be feeling very bad and sad” about being a DVM and practice owner. She said she walked out of the talk and shook it off, saying to herself, “I have an amazing profession, an awesome practice, and a wonderful life” – and she was pretty annoyed that the message of the seminar was so very negative. I love that she pushed back on this idea of victimhood and burnout. I agree with her. But it’s unfortunate that she, and many other DVMs, are regularly having this messaging pushed on them at some of our biggest conferences. It’s up to those of us with strong management skills to help out and mentor those who want to find this same place of love for our profession, for ourselves, and most definitely for our teams. We can do this.

We are navigating some difficult challenges and worrying trends in veterinary medicine today.

Of course, there’s a significant shortage of veterinarians and trained technicians, with many DVMs retiring, and too few joining the profession to take their place.

Mental health and wellness concerns are being raised constantly. Even if you were not feeling particularly stressed before, the information you’re seeing in most places is telling you that you are stressed, and that you are a victim of the current circumstances.

All of this is leading to an epidemic of “powerlessness” among many in our profession as Kogan and Rishniw1 have found, which is creating many negative downstream effects – not the least of which is the corporate takeover of our industry – which does not appear to be to our benefit. But if you’re in this profession, you don’t need me to tell you this. You’re already living it – or at least reading about it.

It’s my personal mission to help change this current narrative and bring us back to seeing veterinary medicine as the amazingly fulfilling and wonderful career that it should be.

I believe veterinary medicine is more of a “calling” than a career. We are so lucky to have this opportunity to combine science, nature, and the beauty of the human–animal bond all into one career. I feel there has been far too much time dedicated to telling us what’s wrong with our profession, and that we should all feel like victims. I would like to help change this narrative by sharing another way of looking at things – a way to elevate the circumstances of our workplaces and help more people have a fulfilling career in veterinary medicine. I believe our field is full of smart, caring humans who together can continue to make veterinary medicine one of the best ways to spend your professional life. I hope I can contribute to making a career in veterinary medicine a great one.

In this chapter, I’m going to address some of the key factors that I believe are actually leading to the difficulties in our profession today, and what I think underlies these issues. Then, in the remaining chapters, I will take you through what I’ve done to take on these challenges and build a successful practice – and I’ll show you how you can do something similar in your own practice.

The Talent Shortage Meets the Pandemic Puppies

We’ve been shorthanded in Registered Veterinary Technicians (RVTs) and DVMs in some areas for a long time. But things got exponentially worse during COVID as a perfect storm converged:

We all saw a tremendous increase in the need for our services during COVID. Different sources gave different reasons for this. I believe it was mostly that people were home 24/7 with their pets, and thus were more focused on the well‐being of their pets and more likely to notice potential issues. This is a good thing – but it created an unexpected surge in demand.

Dog breeders accelerated the pace of breeding, and many people looked to breeders and shelters to adopt dogs and cats to fill all of their free time.

Older DVMs accelerated their retirement due to the challenges of delivering services during the pandemic.

Managing the crush of the pet owner's needs and reduced staff availability was stressful.

Enhanced unemployment made it difficult to retain entry‐level staff, who could earn almost as much by

not

working.

In short, COVID drove a decrease in people available to work and a simultaneous increase in demand for our services.

Corporate Influences

The shift toward corporatization is also reshaping the landscape of veterinary care, as corporate groups often prioritize private equity returns and profits over quality of care. The animal care and pet industry has boomed over the last decade, with the industry now valued at nearly $150 billion,2 and private equity firms and corporate investors have taken note. Research estimates that corporate veterinary practices account for approximately 10% of general companion animal practices and 40–50% of referral practices in the United States veterinary services market.3 This problem has increased greatly as practice valuations have escalated, and very few associates (who usually carry significant student debt) are able to put together the capital needed to buy their practice from the original owner. In addition, most associates I’ve met are not interested in the lifestyle required of an owner. When you add in the fact that many practice owners are struggling with the current conditions – and all the propaganda saying practice ownership is stressful and ruins your mental health – you can’t really blame an associate for not wanting to go down that path.

M&A Has Changed the Industry

Also, remember that corporations in our industry have gained more access to us by way of mergers and acquisitions. For example, many of our “industry media” and conferences, which were founded by DVMs or others not primarily motivated by profit, are now owned or controlled by commercial interests. So it can be difficult to ascertain who is actually speaking to us and what their motives may be. It can be hard to determine who their messaging and content really benefits.

Many of these corporate interests are regularly pitching us new products, services, or technologies that we now “must have.” Being a leader means knowing what to say “no” to – even if just a “no for now.” As a small business, you should choose your projects carefully, knowing what you and your team can manage well. And, remember, take “baby steps.” You cannot do everything at once.

Data‐driven corporations and technology platforms are aggressively pushing to marginalize the role of DVMs in the veterinary care process. They are skilled at leveraging financial capital with targeted marketing, public relations, and regulatory lobbying, all aimed at sidelining the veterinarian and making technology the center of pet healthcare. Legislation and lobbying efforts have been aimed at eroding the veterinarian–client–patient relationship (VCPR). Much of this legislation appears to be guided by corporate interests in order to monetize veterinary medicine by reducing the veterinarian’s input into patient care.

Pet owners increasingly get pet care information online,4 but the online environment is dominated by corporate players who are focused not on delivering quality information and steering pet owners to their local DVM, but rather on selling their raw food diets, Cannabidiol supplements, or telemedicine consultations to generate profits.

Care and Service Are Suffering

Poorly managed hospitals with weak leadership lead to unhealthy working environments for staff. Shorthanded teams mean longer wait times for clients. Overworked staff means more mistakes and risks to the well‐being of our pets. Unhealthy practice environments lead to unhappy, stressed, unsupported staff. All this is legitimately frustrating for pet owners. Unfortunately, they often take out their frustrations on the very people who are trying to help them – DVMs and their staff. Whether through verbal abuse, one‐star reviews, or social media rants sent around the world in an instant, these behaviors harm the hard‐working and well‐meaning people in veterinary medicine.

We need to do better. And we can.

Burnout and Wellness Challenges Have Escalated

If you were, or are, working in a poorly managed practice, all of the above issues have contributed to burnout. Burnout has become a common topic in every discussion in every veterinary forum.

But that’s actually the problem: Too many people in veterinary medicine have accepted the idea that “this is how it is” and have stopped seeing this as irrational and wrong. Many have started to believe that burnout is a function of our industry.

It is not.

We need to change our perspective. We have an amazing profession where we serve our community by caring for animals. This should be a fulfilling and wonderful career – and it can be. The problem is not with the practice of veterinary medicine itself, but rather with the business around it – the administration and management of veterinary hospitals, the economic and human resources challenges connected with this, and the prevailing negative narrative surrounding veterinary work and well‐being.5 It doesn’t have to be this way.

You Can Do Something About It – If You Decide To

Despite this grim picture, it’s crucial to recognize that these challenges, while significant, are not entirely beyond our control as practice owners.

The trends in the profession, the influence of corporate money, and the demographic shifts in the United States may be out of your control – but what happens inside your four walls as a practice owner has always been up to you.

Along with these challenging trends, there’s an even worse development that I’ve been following for years with some dismay. It’s the worst of these problems because it prevents the others from being solved. That problem is the victim mentality.

As Eckhart Tolle said, “When you complain, you make yourself into a victim … change the situation, leave the situation, or accept it. All else is madness.”6

Over my 30‐year career in veterinary medicine, and through speaking around the country, I’ve had the opportunity to meet thousands of veterinary practice owners and to observe thousands more in my interaction with online groups and forums. I’ve witnessed an ever‐increasing number of people focusing on the negatives in our profession. From practice owners complaining about their poorly behaved staff, to staff complaining about their mean clients, there seems to be a huge emphasis today on what’s wrong with everyone else.

But as any decent therapist will tell you, seeing yourself as the victim of other people’s bad behavior is self‐destructive, and it impedes your power to impact the situation.

There will always be difficult staff. There will always be clients who give you a one‐star review and bad‐mouth you on social media – even when the negative outcome with their pet was completely their own fault. It’s not the situation; it’s how we see it and what we do about it that determines our own happiness and fulfillment.

We do have to deal with these challenges. But we don’t have to be the victims of them.

Take Back Your Power

In this book, my goal is to help you take back your power as a practice owner. I know you can do this because not every practice is struggling. In fact, many are thriving. These successful practices don’t struggle with recruitment. They are profitable, well‐run businesses. Most importantly, they foster strong cultures with a clear sense of mission. They demonstrate that with the right approach, veterinary practices can not only survive, but flourish – even in these challenging times.

I’ll be looking into many of these strategies and approaches throughout this book and, in particular, I’ll discuss what I’ve found successful in my own practice and what I have learned from other great practice owners.

The key lies in focusing on the areas we can control and learning from those who’ve navigated these challenges successfully. With that approach, we can start to turn the tide for our practices and, over time, for the profession as a whole.

The Common Denominator

While there are a wide range of challenges facing our profession, after 30 years in practice leadership, I’ve come to realize that there’s a common denominator underlying all these issues. Specifically, this is a factor that prevents practices from effectively dealing with the challenges they encounter, and it’s simply this: Most veterinary practices are not healthy organizations.

Unhealthy organizations respond to challenges by caving in, blaming, or seeing themselves as victims.

Healthy organizations respond to these same challenges by rising to the occasion, supporting one another, and recognizing their capacity to succeed in any circumstance.

If we want to turn this profession around, we need to build healthy organizations.

Over the years, I’ve learned that a healthy organization is not just a lofty ideal; it’s a practical and achievable goal. Healthy organizations are more resilient to external shocks, whether economic downturns or sudden technological changes (or even pandemics!). They are better equipped to adapt, evolve, and thrive, even in the most challenging times.7 In addition, in a healthy practice, the owner feels he or she has a team to work with, and this greatly alleviates the day‐to‐day stresses that accompany practice life. Having an engaged team is also extremely important for the mental health of everyone in the practice.

Why do healthy organizations win, especially during times of change?

Healthy Organizations Have Stable Teams

One of the standout features of healthy organizations is their lower staff turnover and superior teamwork. A supportive and cohesive environment fosters loyalty and dedication, making these practices places where people genuinely want to work. This naturally eases the recruitment process, attracting quality professionals who are committed to their roles.

Healthy Organizations Deliver Better Care

Healthy organizations invariably deliver better medical care. With a team that is engaged, motivated, and stable, the quality of care provided to patients significantly improves. This not only benefits the pets we care for, but also enhances our reputation among pet owners.

Healthy Organizations Have Better Clients

Healthy organizations inherently attract better clients. They are less upset by the occasional problem client, and they have a client base that values and respects their services. This creates a more positive and fulfilling work environment for everyone involved. Of course, we get the occasional rude or difficult client at The Drake Center. But this type of client quickly realizes that our whole team supports one another, and they cannot play the staff off against each other, or do other dysfunctional things. So they can see they won’t get anywhere with us by being mean or rude, and they will either start to treat the staff with respect or go be a difficult client for one of our competitors. Either way, it’s fine by us.

Healthy Organizations Are More Financially Sound

Financial solvency is another hallmark of a healthy veterinary practice. Such organizations are not just surviving; they are financially sound, and they have the resources to be proactive in their recruitment and growth strategies. This financial stability opens doors to new opportunities and allows for strategic planning and development. The practice owner is not worrying about day‐to‐day cash flow, but is looking out into the future and planning for expansion. In addition, the team is well‐paid, which means they are more likely to stick around.

You Can Do This

I wrote this book because I firmly believe that you, too, can build a healthy organization. I aim to guide you through this process, sharing the ten key strategies that have worked for me and many others.

Building Your Veterinary Practice Operating System (VPOS)

When I look at the difference between strong, healthy practices and struggling ones, one thing the strong practices have in common is that they have an operating system for their business. They don’t manage by the “seat of their pants,” solving any given problem a different way every day depending on their mood, or which way the wind is blowing. I call the approach I take in my practice the Veterinary Practice Operating System (VPOS), in a nod to the excellent book Traction: Get A Grip on Your Business,8 which talks about a more general idea of an operating system that applies to any type of business.

Here’s how I would define this:

A VPOS is a disciplined and structured way of running a veterinary practice. It keeps the practice 100% focused on the mission. It elevates patient care while building a strong culture and creating clarity for the owner, team, and clients. By doing the above, it helps deliver a consistent, excellent experience for everyone connected with the practice.

If you happen to be reading this and are outside the veterinary profession, you could be forgiven for saying, “Wait, isn’t that basically just part of what a business is? Doesn’t every business have this?”

On the other hand, if you’ve been around the veterinary profession for a while, I think you’ll agree that sadly very few veterinary practices really have this in place.

This is unfortunate because it’s not actually that difficult to create a system like this, and it pays off spectacularly at every level, from your personal well‐being to your financial future.

You too can build a VPOS.

Having seen the huge variety of types of practices – urban, suburban, rural, emergency, GP, luxury, economy, equine, small animal, exotic, and so on – I’ve realized that there really is no one VPOS that would work for everyone. But there is a system you can follow to create one that’s as unique as your practice and will help you achieve your dreams in this profession.

That system is what I’ve outlined in this book.

Each of the following chapters is built around a specific value, mindset, or strategy that I’ve found to be successful. In each chapter, I’ll explain the theory and thinking behind that lesson and how it can be applied in your practice. Then, at the end of the chapter, I’ve provided specific exercises you can follow. The end product of each of these exercises is a component of your VPOS, so if you follow along, by the end of this book, you’ll have created a more or less complete VPOS of your own.

I’m not here to say that my approach is the only correct one. In fact, I strongly encourage you to modify and adjust your VPOS however you see fit to make it perfect for your practice.

Ultimately, it’s less about exactly what each detail of your system is and more about having a system that you follow. As your practice grows and changes, your VPOS will need to change and evolve as well.

My wish for you is that you become the best practice owner you can be and that you pass these lessons on to your team. Together, we can truly improve our businesses, elevate the quality of care, and leave this profession in better shape than we found it.

We can do this.

References

1. Kogan LR, Rishniw M. Veterinarians and moral distress.

Journal of the American Veterinary Medical Association

2023; 261(5):1–7.

2. Industry Trends and Stats [Internet]. (2023). American Pet Products Association. Available from:

https://www.americanpetproducts.org/research‐insights/industry‐trends‐and‐stats

3. Nolan, R.

The Corporatization of Veterinary Medicine [Internet]

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avma.org

. American Veterinary Medical Association; 2018. Available from:

https://www.avma.org/javma‐news/2018‐12‐01/corporatization‐veterinary‐medicine

4. Solhjoo, N., Naghshineh, N., and Fahimnia, F. The Internet and pet health: Case study of online health information seeking behavior of pet owners.

Journal of Information Systems and Services

. 2017; 6(1–2):1–6.

5. Wallace, J.E. Meaningful work and well‐being: a study of the positive side of veterinary work.

Veterinary Record

. 2019; 185(18):571.

6. Tolle, E.

The Power of Now: A Guide to Spiritual Enlightenment

. New World Library; 2004.

7. Kriger, M., Zhovtobryukh, Y., Kriger, M., and Zhovtobryukh, Y. Creating truly healthy organizations in the long term.

Strategic Leadership for Turbulent Times

2016;115–33.

8. Wickman, G.

Traction: Get a Grip on Your Business

. BenBella Books, Inc.; 2012.

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