It really gets the entire staff feeling more empowered and part of a meaningful career.
Each day is an opportunity to present some nuggets of education related to whatever medical conditions are being treated.
Believe me, attendance at these 10-minute sessions will not be a problem for staff worth keeping. As for the rest, make a
decision: You and they either are on convergent or divergent paths.
The hospital must operate with motivated staff – period. A cohesive team that is loyal and supportive will get through the inevitable rough times.
Ensure that all employees know your mission for patient care and the direction of your practice. Articulate your values in
terms of how you expect your staff to behave.
Give more positive feedback than constructive criticism. Give positive feedback as soon as you can after the event, but make
sure that, if improvement is needed, you communicate that as well.
It's dangerous to ask for feedback if you're not going to do anything about it. And what you decide to do about it must be
communicated to the staff; otherwise, not all will understand why you're making that change.
I know that this level of management organization is uncommon in veterinary medicine. But the important question is, why is
Has anything been said here that is too difficult for a graduate of a veterinary college? Have I said anything that will not
promote and improve your practice.?
Then just do it.
Gerald Snyder vmd
Dr. Snyder, a well-known consultant, publishes Veterinary Productivity, a newsletter for practice productivity. He can be
reached at 10048 Warwickshire Lane, Charlotte NC 28270; (800) 292-7995;
Fax: (866) 908-6986.