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Archive for the ‘Management’ Category

Veterinary Practice Management-Four Management Styles

Saturday, February 13th, 2010 by Dr. Dean Severidt

In order to employ the best veterinary small business management techniques, you must understand what the most common managing styles are.  Once they have been identified, you can comprehend what kind of small business manager you are and how it affects your veterinary business .  The first is called autocratic.  This is when you as the manager make every decision.  It is considered militaristic.  The benefits are that tasks get completed quickly, but the cost is a generally low level of worker satisfaction and a high rate of employee turn-over.  This can create a great amount of stress for both you and your employees, so this tactic is not the most desirable in most situations.

The next veterinary small business management style is called paternalistic.  The manager makes most or all of the decisions, but there is more of a focus on the needs of the workers.  This style earned its name because it is similar to what you might picture a parent being like.  The benefits are that the employees feel taken care of, but the downside is that employees often will not care for the business.  They have little at risk and feel uninvolved because they are treated more like underlings instead of equals.

Another is known as democratic.  This kind of veterinary small business management style is when the manager seeks input from the whole team and may sometimes literally vote on decisions to be made.  When beneficial decisions are made, employees feel involved and important.  The drawback is that sometimes a manager may tend to play favorites and neglect certain members of the staff.  Also, decisions can take longer to make than is necessary.

The final form of veterinary small business management is called passive.  This is when the manager in effect abandons their position of responsibility and gives it all to the employees.  Taken to an extreme, this is not effective business management, but when done moderately, it can be called delegation .  The benefit is that employees are given the chance to step up and enter leadership roles.  The cost is that if accountability is spread too thin between too many people, the result is often a number of false starts and miscommunications.  Most managers exude a combination of these management styles depending on the situation.  Try to identify when you are employing different styles and if it is the best for the situation you are in.

Small Business Management – Skills You Need to Run a Veterinary Clinic

Thursday, February 11th, 2010 by Dr. Dean Severidt

For any pursuit you make in life, you need the necessary skills and drives to be successful in your endeavors.  If you are hoping to be a manager of a veterinary clinic, you must obviously possess at least basic veterinary small business management skills.  If you are not sure what it takes to be a manager or whether or not you have any natural talent at it, you can always learn exactly what good management entails and hone your skills accordingly.  Why is it so important to develop the right talents and habits as a manager?  Because if you want to engage your employees , have satisfaction in your business and encourage success, you must have the vision and desire and proceed with necessary action.

Some basic veterinary small business management skills include attributes like being an organized planner, a problem solver and a strong leader.  A manager must be able to direct, measure and report on a daily basis.  If you have the right vision for your business, you will proceed with your business relations as if you were the manager of a huge corporation.  If that is where you hope your business to someday take you, you must be prepared to face it with that frame of mind.

Obviously a high level of responsibility and motivation fit into the category of having the drive to succeed as a small business manager.  If you lose your desire, everything else will fail.  The vision you have will not be enough alone without a deep and driving desire to succeed.  This is where veterinary small business management can fail, and it happens quite frequently.  The vast majority of small businesses and veterinary clinics fail within the first year they are established and many more within the following five years.  This is largely due to the fact that managing a business is hard, and when the going gets tough, unmotivated people give up.  Do not let that be you!

The last thing you must do when working in veterinary small business management is take action.  Certainly things will not always go as smoothly as you would like, and when you hit bumps, do not ignore them!  Sometimes you must take a step back, get out of your comfort zone and see what problems need to be solved .  A business cannot run itself when it is first created, but with the right vision, desire and action, you can reach your business goals!

Recognizing our Own Faults Instead of the Faults of Others

Friday, January 29th, 2010 by Dr. Dean Severidt

What Separates Veterinary Practices VIII

As an owner or a manager, have you ever wondered why certain people annoy you so much?  Why is it that one person seems to always cause all the issues or one person is making everyone else in the practice angry?  I am sure we have all experienced this in our practice and in our lives in general.  We just assume that some people were put on the earth to be trouble makers, and we basically just accept it for what it is. Furthermore, what do the management gurus tell us?  We need to get rid of them immediately before they destroy the team and create problems within the organization.  As we all know, getting rid of people can be extremely difficult with all of the legal issues; with unemployment at record highs, this process can become very costly.  Everyone will tell you it is always less expensive to keep an employee then to fire them, yet these so called "trouble makers" are the ones they say to fire without hesitation.

Have you ever looked at one of these so called “trouble makers” and wondered if you are quite possibly causing that behavior in them?  How about turning things around and taking full responsibility for everyone that comes into our lives?  The things we experience out in the world are, for the most part, projections of our inner world.   This is a hard concept for the ego to accept, but give it some thought.  You can look at someone and see a mean and unpleasant person but somewhere someone sees that person totally different and loves them despite their faults.  Why is it that you see the bad and someone else sees the good?  Maybe it is your perception, and you are seeing yourself through that person.  Here comes the tough part: can you admit that what drives you crazy about someone is actually that you see yourself or the traits of yourself as the same as that individual?  We all have dark hidden shadows that we have buried deep down for years.  Some people will let them out and act in very bizarre, strange ways and others will continue to hide them.  The good news is that all your power and ability to be successful lies in these shadows. If you can recognize them and see them as part of you, the result will be tremendous.  If you can look at someone and feel something not right, you should then look at yourself and figure out what it is in yourself that is not right. You must deal with your own dark shadows first in order to create power within yourself that you probably never knew you had.

You will be surprised at how this will completely change how we perceive an individual. It is a complete change in our attitude toward someone and how we react.  If we can look at ourselves, it will help us and it will also allow that person to express themselves as they see fit.  However, I am not saying that if an employee is running through the clinic and trying to destroy things you need to sit back and watch, but in most cases when we are bothered by an annoyance or behavior that we see as bad, we need to take a second look.  The greatest leader of all time in my opinion was Jesus and he said, “Love your neighbor as yourself”. If we truly lived by this, we would want others to not jump to conclusions about us; therefore, we should want to do the same for others. Try this approach, and see how different people start looking at you.

The Four Lessons to Being Teachable

Sunday, January 24th, 2010 by Dr. Dean Severidt

Formation of Leadership XVI

We will continue to talk about the need for leaders to be teachable. The moment that you stop learning is when you stop leading.  We need to always continue to remain teachable and never stop learning from the past.  Always remember that teach ability begins with knowledge, moves to understanding, and then results in application.  You are teachable if you are consistently changing.  All good leaders learn from their experiences , especially experiences that cause pain and suffering.  The toughest lessons can sometimes create the greatest reward, if we look for the lesson and allow ourselves to be taught.

There are four lessons that we need to learn in regards to being teachable; these lessons are extremely important to the essence of leadership. The first lesson: do not believe your own press because the greatest enemy of tomorrow’s success lies within today.  Do not think that just because something is working today that it will still work one to five years from now.  Especially with technology changing every single day, we need to keep up at all times.  It absolutely amazes me that in this day and age veterinarians are still not paperless with their medical records.  They are hand writing records that no one can read.  I have been paperless since 1993 and would never practice any other way.  The second lesson: always observe how you react to mistakes.  We need to get honest with our needs and make sure we do not make mistakes just because that is the way we used to do it.  Veterinarians used to use ether for anesthesia; today that would be malpractice.  Keep learning in all aspects of not only your practice, but also in your personal lives.  The third lesson: try something new; watch how challenges change us for the better and keep us learning.  I had performed ACL surgery a certain way for 29 years. About 1 year ago, a younger veterinarian that worked with me showed me the way that she performed this surgery. I listened, tried her approach, and I now use her technique every time I perform one.  It is a better technique and less time consuming than my old approach was.  The final lesson: grow in the area of your strengths.  Do not be satisfied where you are today; always keep stretching.  God has given us all different talents and abilities. We need to utilize the ones He gave us and make use of them the best we can.

As you continue to grow as a leader, always remember that we need to be open to learning and being teachable.  Too many people fall into a rut because it is easy. They stop leading because they do not want to change or simply refuse to change.  Many great leaders have failed and missed out on many incredible opportunities; simply, because they did not have the foresight to see that there are other options.  Next time, we will talk about how my mistakes over the past 30 years in both veterinary practice and leadership have taught me lessons and made me grow into the person I am today. God keeps challenging me every day by allowing me to use my ego and make mistakes; fortunately, each time I try and learn a lesson and improve from these mistakes.

Selling Your Services as a Veterinarian

Thursday, January 14th, 2010 by Dr. Dean Severidt

What Separates Veterinary Practices VII

I have always wondered why veterinarians are so afraid of the word.  I have asked so many veterinarians if they believe they are in sales and their answer always seems to be a firm no. Most professionals believe that they do not have to sell. They seem to have the illusion that people will just come to them because they have a need.  However, the reality is that this has never been true, especially not today.

People are shopping around for everything these days, including medical services and specifically veterinary services.  Just because we have our door open does not guarantee that we will obtain customers.  People are looking for a friendly clinic, where they can trust the staff and doctors, and where they will be provided with good service for a reasonable amount of money. We have to sell ourselves to our clients every day, both as the doctors and also the staff, in order to keep clients coming back . In reality, we have to convince our clients to spend their hard earned cash on a service for their pet.  Our job, as a clinic, is to show them the importance of this service and then let them place value on it. If clinics cannot do this for their clients, they will simply go to someone who can.  It is very easy to talk people into or out of services, depending on your belief in that service.  This is why selling is so easy.  If we truly have a passion for animals (and I believe most veterinarians do), then we will want what is best for the pet, and our belief will sell that service.  If we just practice what we believe everyday then it will be easy to provide our clients with more services. Our belief in what we do will ultimately sell the service.  Furthermore, if we truly love what we do, selling will happen more simply then we think. Our attitudes and how we handle our clients will determine the services that the client wants to leave with at the end of their visit.

So the next time you go into an exam room think of selling and see what happens to your average transaction.  As a result, it will increase dramatically and when it does, what happens?  You will make more money, and the client and pet will be better taken care of because you offered them everything possible; you did not pick and choose on what you perceived they could afford. In conclusion, selling is providing your client with the best services possible.