Develop a mentorship program to help associates and team members grow - Veterinary Economics
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Develop a mentorship program to help associates and team members grow
In this season of change, planting the seeds of career growth with a mentoring program may help you reap the rewards: happier associates and team members who embrace your practice.


VETERINARY ECONOMICS


Build strong relationships

After you've made a mentorship match, get the ball rolling by calling the first meeting. Then schedule regular meetings every two to four weeks for about an hour. This provides the pair with a structure they can follow and keeps the relationship from atrophying. Continue offering support and accountability by requesting proof of meetings, providing assistance if the relationship isn't productive, and switching mentors and mentees as needed.


SAMPLE Conversation guide
For the first several meetings, provide specific conversation topics. Eventually mentoring pairs will need to self-direct their discussions, so it's a good idea to offer a list of general conversation ideas and let them choose discussions that best benefit their relationship. (See "Sample conversation guide".)

At the end of a period, such as three, six, or 12 months, let mentors and mentees continue the relationship on their own or seek a mentoring relationship with someone new. While it's important for you to help establish new relationships, the goal is to teach employees how to develop mentoring relationships on their own.

Dr. Brent Cook, co-owner of Kingsbrook Animal Hospital, says shadowing has been an effective mentoring tool at his practice. "It's a great experience to see how other doctors handle their appointments and communicate with clients," he says. "It's also valuable to see how the technicians set up appointments before the doctors enter the room. Watching other doctors and team members at work is a critical learning tool at our practice."

Dr. Caylor agrees. "When I was mentoring an associate who was interested in orthopedic surgery, I encouraged him to find a few moments to scrub in at any point during a procedure," he says. "I also made sure I was available to consult with him about cases. Most important, he had to be motivated to want to learn, not have me spoon-feed him the process at every step."

Mentoring can energize your team, give the practice a recruitment edge, shorten employee learning curves, increase employees' job satisfaction and loyalty, and improve productivity and work quality. If the relationship is properly managed, both sides will benefit and the practice can merge past and present into a better future.

Denise Tumblin, CPA, is a Veterinary Economics Editorial Advisory Board member and president of Wutchiett Tumblin and Associates in Columbus, Ohio. Helen Hoekstra is a financial and valuation analyst at Wutchiett Tumblin. Please send questions or comments to
.


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Source: VETERINARY ECONOMICS,
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