VHMA 2013 Annual Meeting and Conference
September 26-29, 2013
The Westin, Charlotte, NC
The Healthy Workplace: A Team Approach to Better Culture, Medicine and Business
Guest Speakers: Bash Halow, BA, CVPM, LVT and Brenda Tassava, CVPM, CVJ
The Healthy Workplace: Sharing Information and Data to Involve the Team
Fear. It’s not very psychologically healthy to walk around in fear all day, or to live in fear
that you might lose your job. The only way to lessen fear in others is to keep them as
informed as to what’s happening as possible. This is why open book management is so
important. The more you can involve the team in the practice’s health, financial and
otherwise, the healthier a workplace you will create.
How does one go about sharing data with a team of people without making everything
about money? Because, let’s face it----if the team believes the only reason they are privy
to this information is to better the bottom line, then they will most likely be turned off by
your words. It is perfectly reasonable and appropriate to talk money with your team, but
you must balance it with your Mission Goals that go back to patient and client care,
employee well being, a healthy workplace culture, and quality veterinary medicine. The
team needs to understand that in order to fulfill your Mission Goals, you must be able to
make a profit.
Going back to the opening idea of fear in the workplace. We’ve been in plenty of
practices where team members seemed to be walking on eggshells. These places
smelled of fear. In most cases, the owners were trying to improve the bottom line and
had made it known that costs needed to be cut and revenue needed to be increased,
and there were lots of reminders everyday to this effect. The missing piece, that left the
team running scared? They had no idea if their jobs were on the chopping block as a
way of tightening the belt. They had no clue as to where the practice’s finances were,
and were only hearing one side of things, leaving them feeling extremely unsettled. This
approach has the effect of Chicken Little running around town telling everyone the sky is
falling. It creates fear and breeds insecurity. When you have this combination, your team
cannot perform. Therefore, your practice will only suffer. You need to balance your goals
for cutting costs and increasing production with a look at where the practice is now, and
the reassurance that everything is fine, but we need to do better.
Your team members can see what the practice brings in on a daily basis. To an hourly
rate employee, a business that collects several thousand dollars each day may seem to
be swimming in cash. This stilted perception may be causing negative morale and
unfounded envy of the amount of money the “owner is raking in”. Have you taken the
time to explain the P&L (profit and loss statement) to your team members? If not, then
you should do so immediately! Not only will your team feel empowered and informed, but
they will most likely rise to the occasion and become a driving force behind making the
bottom line healthier.
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A P&L can be complicated, so let’s break it down so that it makes more sense, in nice
even numbers for demonstrating to your staff what really happens to the money that
comes in each day. Let’s say the practice generates $100,000 in a single month. That is
a lot of money! But how does it breakdown? Let’s use a single dollar bill as the
equivalent of that $100,000. Let your team know where every penny of that dollar really
ends up at the end of a given month. Inventory and laboratory costs? That’ll be twenty
cents (20%) of your earnings. Need to pay the staff, don’t you? There’s another 45 cents
(45%). Don’t forget about your benefits, rent, utilities, insurance, advertising, telephone,
Internet, and all the other little things that add up. When it’s all said and done, the
owner’s take is anywhere between 10 and 15 cents. That’s not so bad, right? That’s the
equivalent of $10,000-$15,000! A lot of money each month, right? Not so fast---we can’t
forget the owner probably has a loan to pay on the business, along with interest. And
then there’s his or her student loan debt to become a veterinarian in the first place. By
the time it’s all said and done, the practice owner probably has 3 or 4 cents to take home.
Doesn’t sound like anyone’s rolling in the dough now, does it?
This type of conversation and demonstration can really ignite a team towards improving
the bottom line for all the right reasons. We’ve seen teams rally behind their owners,
finding practical ways to cut costs, and driving compliance in a positive manner. This
also lays the foundation for setting goals and sharing data in a more productive manner
for the practice team.
There are several KPIs that the team should be made aware of on a regular basis. They
include:
 Compliance rates for flea/tick/heartworm production sales
 Compliance rates for recommended dentals
 New clients gained each month, along with the goal for monthly new clients
 Fecal compliance rates for annual exam visits
 The percentage rate for positive endoparasites from fecal exams in the practice
Setting positive growth goals in these areas, while focusing on improved patient care
and score boarding the team’s success keeps everyone on track. When individuals feel
they are contributing to something valuable, they gain job satisfaction and happiness.
Employees want to feel uniquely good about what they do, and what could be more
fulfilling in a veterinary workplace than raising the standards of care for every patient
they care for?
The Healthy Workplace: Work Life Balance Priorities
Work life balance is a phrase that seems to be on everyone’s lips these days. Young
associate veterinarians are asking about the quality of work life balance before
negotiating their salary. We are losing valuable technicians, who leave our profession
due to the lack of work life balance they have encountered. Why is this an issue when
we have practice owners who have spent their careers working night and day to build
their practices? Why should they have to tolerate this “entitled attitude”? Work life
balance isn’t an entitlement, nor should it be perceived as one. History and generational
tendencies have shaped our attitudes in this area, creating a need for work life balance
and quality of workplace culture.
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Let’s take a look at the generations we have in today’s veterinary workplace:
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The Boomers are ages 49-67, and make up a great number of practice owners
today who have spent their lives working hard, getting ahead and striving to be
the “best”. They may have worked 70+ hours each week, for years to build a
successful practice. Making themselves available to their clients at all hours of
the day and night, their marriages may have been strained and their children
might have grown up before they knew it.
The Gen-Xers are ages 24-48, and make up the smallest generational group in
the world today. The first “latch-key kids”, these adults crave freedom and
independence. Some may even have developed into “helicopter parents” to
make up for what they missed in their own childhoods.
The Millennials are ages 13-33, and are 80 million strong! The “me” generation
has a fierce drive for achieving work life balance. They want it all, as long as
quality of life is the measure of success. Relationships with their friends and
family are a high priority.
So, what’s a driven Boomer boss to do when faced with a millennial associate
veterinarian who wants a flexible schedule and weekends off? Each generation has to
make certain concessions in order to achieve workplace balance, which can lead to
better overall work life balance for everyone.
Understanding what motivates others can often lessen conflict, especially when trying to
create a culture where work life balance is achieved. Practice owners need to be open to
the idea that there may be a better way than working non-stop day after day, to be
fulfilled as a professional. Gen-Xers and Millennials must conversely be open to the
notion that some rewards are best earned, and that they can work towards better work
life balance by applying time management skills and finding ways to work with one
another to create a healthier workplace.
The best work life balance individuals we have ever met have an unequivocal ability to
manage their time while they are at work. These doctors, and technicians make it a
priority to stay on-track throughout the day so that they are in control of their time and
not the other way around. Checklists, callback reminders, organized workspaces, and
paperless medical records go a long way in assisting individuals who want to manage
their time effectively. Technology takes it a step further by allowing us to take our work
with us and keep up with our email, voice mail, and telephone calls when we have time
available to us, and when it’s most convenient. The key here, is keeping our take-home
work from interfering with our “life balance” side of the equation.
Another solution for offering a compromise when it comes to better work life balance is
offering comp time to those who clock long hours when the practice needs it. This works
well with exempt professionals who are not subject to overtime regulations. Comp time is
the idea that as you work hours above and beyond your scheduled work time, as the
needs of the practice demand it, you “bank” hours that can be used at a later date to
take paid time off in compensation for the long hours worked when patient load
demanded it. Comp time should be pre-approved and scheduled in exactly the same
way vacation rime is requested an approved.
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In a female-dominated profession, balancing motherhood with your career is a difficult
task. Childcare can be quite expensive, as well as stressful to young mothers.
Workplaces that find creative solutions to ease their employee’s minds, as well as their
pocketbooks can be a real winner when it comes to keeping star employees. On-site
employee daycares are creative solutions that progressive practices are trying, as a way
of enhancing work life balance. From fully-licensed, fulltime private daycare facilities to a
room in the veterinary practice that is dedicated to on-site childcare in a pinch, when
needed, progressive and insightful practices are doing what it takes to resolve this
growing problem.
When generations can look outside their own bubble to recognize what drives and
motivates others in the workplace, finding better work life balance can be achieved
through compromise and understanding. Use the tools you have available to you to in
your practice to work towards finding a better balance in your life---you have the power
to shape this, if you manage your time and show respect for your colleagues.
The Healthy Workplace: Professional Growth and Recognition for All
Professional growth doesn’t end when we graduate from college and find a job. It
shouldn’t end simply because we’ve reached our primary career goal either. Most people
are motivated to grow professionally and personally their entire life. What is your practice
doing to support this fundamental need?
Continuing education isn’t the only option for supplying your team members with
professional growth. While continuing education is an integral part of growth, you can
also find ways to help team members grow on a day-to-day basis. Find ways to
incorporate specialization into your practice, and empower your team to learn and grow
within these niche areas. Services that can spark professional growth in your team
members include:
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Acupuncture and holistic medicine
Herbal therapy and homeopathic medicine
Canine massage
Rehabilitation
Orthopedic surgery
Laser therapy
Behavior and socialization
Reproduction
Dentistry
Breed-specific medical conditions
Hospice care
Oncology
Stem cell therapy and technology
Nutrition and exercise
When you invest in your team by supporting their interests with continuing education,
encouragement, and the freedom to build a program and educate the rest of the team,
you are showing that you care about them as individuals. People who feel their leaders
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care about them on this level are much more likely to stay long-term, and are much
happier in their careers. Additionally, the passion they find in growing these new services
will pay off in terms of differentiating your practice from your competition, adding value in
the eyes of pet owners.
Recognition comes in many forms and is appreciated by people in different ways.
Depending on the generation and/or personality of an individual, recognition can be a
tricky thing. Boomers like awards and recognition that has status attached to it.
Certificate awards, trophies, and prizes are meaningful motivators for this generation.
Gen-Xers tend to crave something more personal and meaningful. A private, but sincere
compliment can go a long way in recognizing someone from this generation on your
team. Millennials are known as the generation who has received a prize for everything in
life, including coming in 8th place. While this generation appreciates an award, they also
like verbal and public praise and recognition in front of their peers, for the most part.
Bridging the gap between these three generations, while keeping to a trim budget and
getting creative, your practice could host annual “paper plate awards” that meet
everyone’s needs. Paper plate awards are created by leaders on the team in recognition
of individuals on the team. They can be silly, extravagant, funny, and sincere. When
leaders take the time to make these simple awards and present them to the team it
invariably brings everyone together and boosts morale.
Whatever the generation of personality, recognition comes down to a fundamental need
of all employees. They want to receive feedback from their superiors. They want to know
what their leader thinks of them and their work. As a leader in your practice, are you
going out of your way to fulfill this need? Start with your review process. Make sure your
team is getting regular feedback and performance reviews that are tied directly to their
job descriptions. But rather than approaching them as a laundry list of things that need
improvement, look at a review as an opportunity to recognize your team member for
everything they bring to the practice. End it with a coaching session that guides them
towards career goals for the coming year. This type of review makes it a positive
experience for both the team member and the leader, smoothing the way for a real
career path within the practice.
Psychologically Healthy Workplace: Do You Have What it Takes to a Lead a Team to a
Positive Workplace Culture?
Have you ever thought to yourself, “I deserve to be happy at work”! Chances are you
voiced this out of frustration at the situation you found yourself in. Unhealthy workplaces
don’t happen overnight, and they certainly can’t be reshaped in a short order, either.
Leading a team to real change can be a long and painful process. The first step is to
recognize the state your practice is in and take the first step towards deciding you
deserve better.
Negative workplace cultures are filled with people who want to be happy but don’t know
how to go about getting there, but there are also a certain number of people who thrive
on the drama and negativity. As a leader, it’s your responsibility to recognize the
differences and have the courage to do something about the latter.
In most veterinary practices, you can find an invisible, yet extremely thick wall that exists
between “the front and the back”. This wall is so impenetrable at times that it also
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becomes a barrier between the staff and clients, which ultimately impacts patient care.
This wall has a name and it is called “conflict”.
If we think about it, we spend more time each week with the people we work with, than
with any other person in our lives. If your practice is a “dysfunctional family”, then it ‘s
time to make some serious changes in what you are doing.
The most basic reason for conflict in any workplace is undefined expectations coupled
with poor communication. If you do not have clearly defined behavior expectations for
your team, you should begin by developing and implementing a code of behavior for
everyone to follow. We have a solution called the Commitment to Mutual Respect:
Introduction
The ABC Animal Hospital is a diverse organization made up of people from a range of
backgrounds with differing values and experiences. As an organization, we aspire to do
our best. This aspiration extends to all relationships, including our behavior towards one
another, and the clients we serve. These principles of Mutual Respect are designed to
encourage all individuals who make up our hospital to work together in an environment
where shared values are supported and diversity is embraced.
Statement of Commitment
Each staff member, manager, and veterinarian shares in the responsibility for creating
and maintaining our environment of mutual respect.
Principles
We demonstrate openness and fairness in all our dealings with people.
 All ABC Animal Hospital staff, managers, and veterinarians perform the functions
of our hospital in an impartial and professional manner.
 We act with care and diligence in the course of our work.
We recognize and value the contributions made by people to our workplace.
 We affirm the professionalism of our colleagues, trusting and empowering them
to work constructively for the well being of our work community.
 We exemplify respect through the simple courtesies of always being on time,
listening without interrupting, and cultivating a sincere appreciation of what every
individual brings to a given situation.
 We recognize and respect, although we are willing to question, established
obligations, systems, policies and procedures.
 We encourage and acknowledge a range of contributions that support our values
and principles.
 We respect difference and welcome creative, or alternative viewpoints.
 We care for, and encourage staff members, managers and veterinarians in their
professional pursuits.
 We encourage and support the education, professional and personal
development of all staff members, managers and veterinarians.
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We care for the social and natural environment.
 We ensure staff members; managers and veterinarians have the opportunity to
become socially and environmentally responsible.
 We use our resources responsibly and actively seek to minimize or eliminate
waste.
 We encourage and value a safe, healthy and creative environment.
We value and support the right to confidentiality.
 All private information will be kept confidential, unless with consent or as required
by overriding moral or legal obligation.
We avoid conflict of interest in all our dealings with the ABC Animal Hospital and the
community.
 We agree that a conflict of interest may occur when an individual’s personal,
financial, political or other interests conflict with the performance of their duties.
 We agree to avoid situations where there is, or may appear to be, a conflict of
interest.
 Possible conflicts of interest should be disclosed to a manager on an ‘as needed’
basis.
We value a harassment free workplace.
 We treat everyone we encounter with respect and courtesy, and without
harassment.
 All staff members, managers and veterinarians have the responsibility to ensure
that their behaviors do not harass, threaten, bully, belittle or vilify others.
We work towards building a harmonious working environment in which we maximize our
professional performance.
 We maintain honesty, integrity and professionalism in all our work.
 We encourage staff members, managers and veterinarians to be personally
accountable for their performance and behavior.
 We agree that any interpersonal friction is handled directly person-to-person,
without lobbying for support from outside viewpoints.
 We trust that we will give each other the benefit of the doubt should others ever
need it, and will each be worthy of that benefit when given it.
Personal Commitment
As a member of the ABC Animal Hospital, I have read and understand the Commitment
to Mutual Respect and agree to uphold these principles each and every day. I also
understand that failure to do so could result in disciplinary action and/or dismissal. I will
communicate openly with my colleagues to prevent issues from becoming
insurmountable problems.
Signature _________________________________________ Date _______________
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This type of policy spells out what is expected of everyone, especially when there is a
conflict or problem with another team member. The first thing you should ask, when a
team member comes to you with a complaint about a co-worker is: “Have you followed
the Commitment to Mutual Respect and discussed this with that person?” If they haven’t,
then send them back to discuss it with their co-worker. So often, we get frustrated with
our colleagues, expecting them to understand what we are thinking, but we fail to
communicate directly with them. No one can read your mind!
Not everyone will ‘buy-in’ to the changes you make, in order to lay a foundation for a
positive workplace culture. You need to be prepared for this, and that means ready to
take action when individuals try to undermine the team.
Positive culture change can mean losing team members. This is a scary prospect, but
most who have gone through it will tell you it was well worth it. In 2008, Brenda woke up
one day and decided that she had a right to enjoy the workplace she spent so much of
her life in, and that no one had the right to make her feel miserable at work. With that in
mind, she set out to hire a dedicated Human Resources Director to assist her in
managing the personnel. With this position filled, she spent the next year working
towards improving the communication systems, outlining staff expectations, and having
serious conversations about how the future was going to work. Her practice parted ways
with 23 employees in an 18-month period. The first few were not easy, as these are
uncomfortable conversations to have when the dysfunction has existed for a while. You
worry about the impact to the rest of the team. The feeling of relief was overwhelming--the team brightened as each negative team member left. This paved the way for setting
clear expectations for the new team members that were recruited and trained in their
places. The most important thing to remember when going through this type of
transformation is that you unfalteringly stick to consistent treatment of everyone on your
team. No one should receive special consideration or treatment, or you will NOT be able
to eliminate the underlying negativity that goes along with favoritism.
Are you going to make waves? Will you find yourself on the receiving end of dislike? You
bet! But you have to let go of worrying about what others think about you and focus on
what your responsibility is to your practice, and to your team. You are the only person
who has the power to remove negative elements, bullies, and unhappy people from your
practice team. It might very well be one of the hardest things you’ve ever done, but in
almost every case, you will find that you’ve already waited too long to take action. Once
you address the situation, you will find others on the team rise to a new level of optimism.
You will find you have earned respect and trust from your team.
All too often practice owners contribute to negative workplace cultures by tolerating the
bad behavior of one or two individuals who have “good skills”, but can’t seem to get
along with or be a part of the team. You are holding your practice back by allowing these
people to continue to cause strife and conflict. Step up and become the leader your team
is searching for. Find the courage to make a real change in your workplace.
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