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Posts Tagged ‘Leadership’

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.

Using Delegation to Increase Volume

Friday, January 8th, 2010 by Dr. Dean Severidt

What Separates Veterinary Practices

Delegation is the key to being able to become successful and generate average transactions that are profitable, yet still providing the client with the time and service that they want and expect.  How good are you as a veterinarian at delegating during the day? Or do you choose to do tasks that others can do and not let your technicians do what they are trained to do?  The question remains: why do some veterinarians generate a million dollars a year in revenues and others can only produce $500,000?  Given the same number of potential clients, the answer lies in one’s ability to delegate tasks.

As veterinarians, we seem to have an inherent belief that we can do things better than anyone else .  With this attitude, I have seen veterinarians that I have hired insist on doing unnecessary tasks from wanting to draw blood from animals to starting intravenous fluid lines.  They are spending their time doing the work of a technician, while another veterinarian is seeing 3-4 clients in the same amount of time simply because they are utilizing their techs properly.  Veterinarians have to finally get the attitude that they are paid to diagnose and recommend treatments, not necessarily to do the treatments themselves. Until veterinarians start utilizing their resources, we will remain a profession of low producing professionals that are busy doing unnecessary tasks.

When I am working, I picture myself as the quarterback of a football team, and I am directing my offense.  I may have three exam rooms filled with patients to be seen all at once, and I use my technicians to do everything from getting blood, taking x-rays, to starting IV fluids.  I am just going into the rooms, doing a physical exam, ordering tests for my techs to perform, and then reading the results and working up treatment plans.  I am getting paid for what only can do.  Using this method, I did over $1 million in revenues last year; therefore, I know it can be done.  To me, it is a lot more fun because I get to just be the doctor, which is what I want to be. Working this way as a veterinarian does require having good technicians, not necessarily certified ones, but very well trained with lots of experience. Try delegating and you will be surprised at how much more volume you will do and also how much better you will feel at the end of the day. Furthermore, watch and see what happens to your technicians as you empower them .  We can keep the great service that we have always offered as veterinarians, yet see more people if we stop doing tasks that are not needed to be done by veterinarians.

What Seperates Veterinary Practices II

Sunday, December 13th, 2009 by Dr. Dean Severidt

Why do some veterinary practices do better financially than others? Demographics can play a role, but usually an area that has to keep charges down will also have less expenses related to overhead. I believe that the two biggest factors are the average transaction of each veterinarian and the average transaction of the practice as a whole. These are two completely separate items; however, the doctor’s average transaction must be much higher than the clinic’s. If the clinic’s transaction is not high enough, then the staff isn’t doing their job of selling. I have always told people whom I hire, including veterinarians that we are in the business of selling. Many times I have been given odd looks and I could sense their feeling of uncertainty, until I explained what I meant. In the veterinary industry, every day we ask people to take their discretionary income and spend it with us on services or products that we feel are necessary for their pet. A dictionary definition of sale is: “The exchange of goods or services for an amount of money or its equivalent; the act of selling”. As veterinarians, we must get to a point where we are not afraid of the word “sale” and understand that this is a part of what we do. Fortunately, we are not human physicians who are dealing with government and insurance. Instead, we are small business people trying to sell our products and services to a client base of people who love their pets. Luckily, we are in an industry where we do not have to cold call or try and sell something that we do not believe in. The good news is that all we have to do is provide the best possible veterinary medicine that is available and then let the people decide.

Most numbers you see, whether it is AAHA or AVMA statistics, say that the average transaction in a clinic should be over $100. If it isn’t, then we are doing a poor job as receptionists and technicians of selling our products and services to our clients. Clients are still getting these products and services from somewhere, so the question is: why not us? Most numbers say that an average transaction for veterinarians is between $160 and $170. I have seen that this is too low to fairly and adequately provide your client with the best care for their pet. Being over or around $200 provided much better care for each individual pet. A few years ago, I put into affect a bonus system for my associates that paid a percentage of their sales based on average transaction. The top percentage was 21% of sales, if they averaged over $200 for the month. At first, I had some who complained saying that all I cared about was making money, and that they wanted what was best for the client. I proceeded to tell them my thoughts. I believe that if we offer all of the services we provide and then let the client decide, is that good or bad medicine? If we take an x-ray that maybe we could get by doing without, and then find a tiny fracture, is that good or bad medicine? Once everyone was on board, we have not had a month where the entire staff of seven veterinarians has not been over $200 every month. During the recession, even though we saw less numbers at most clinics, we did not dip because our transactions were up to overcome this.

Pay attention to your average transactions in your clinic overall and by your veterinarians, and see what your numbers do. It does not take much effort to get from $160 to $200 on an average transaction, but look at what that does per transaction. Take a month of transactions and multiply that by $40 each and see if you can get excited. Take a clinic where non veterinarian transactions are $70 and raise that to $100 and see what happens. The only difference is getting the people you already pay, selling what you already carry. Get your staff to sell a year supply of flea and heartworm prevention instead of 6 months. Do not get upset over online pet pharmacies; instead, set your prices to compete and sell more. A few little things can change your practice income directly. I believe we spend so much time trying to figure out plans and strategies that we forget the simple things that we can all do. Increase your average transaction and see what your gross income looks like at the end of the year. And always remember KISS (keep it simple stupid).