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Relationship Advice – For You & Your Inventory


By Rachel Teichberg, CVPM, CVBL

The relationship you have with your inventory is complicated. It plays such a major role in the practice, and often seems to have a mind of its own. Managing your inventory may often leave you frustrated, confused, and irritated. The trust between you and your inventory tends to waver as your software reporting can be questionable, and sometimes you feel like it’s simply out to get you. You’ve put many hours into improving systems and processes no to avail and feel like you just need to throw your hands up. I get it. I’ve been there. But it’s time to put your differences aside and work together to improve your relationship.

The reality is that your Cost of Goods Sold expense (COGS) is your second largest expense in the practice and can play a significant role in your overall profitability. If you’re looking to improve your bottom line, we often find unnecessary percentage points hidden in this category. The great news is that this is your lowest hanging fruit. Meaning, that controlling expenses in this area is the easiest starting point compared to your compensation or facilities/administration expenses. This is because, despite all of the complications outlined above, you have a lot of control over your inventory and can immediately implement change that can directly affect your overall profitability. Time for you and your inventory to get on the same page and start working together!

Outline Expectations
From the start, setting expectations regarding what you need from your relationship will be critical. In order to have a successful relationship, let’s first define what success looks like. Having a clear picture in your mind of what you’re looking to achieve will ensure that you’re creating a solid plan that will help you get there. Success could be measured by a combination of some of these examples:

A Veterinary Practice Manager is not a Cure for Practice Brokentitus


By Jessica Strohecker, CVBL, PCM, CDMP

If Veterinary Practice Managers were prescribed like medication the intended use label would probably sound something like this:

The intended use of a veterinary practice manager is to help support practice goals, aspirations and guide the practice, clients, patients, and team to success. Warning: Handle with care.

Veterinary practice owners typically start looking for a practice manager when things start to feel out of control in their practice. Especially when human resource issues become the priority, team turnover starts to cycle, and management tasks begin to fall behind. Thus, causing a full-blown case of “Practice Brokentitus”, making the practice owner ready to prescribe the cure - a practice manager.

However, hiring one is never a cure. It is just a treatment to improve the negative symptoms happening in a veterinary practice.

Practice owners will regularly relinquish management duties, like human resources, to a new practice manager, as soon as they are hired. Always with the intent that the new manager will turn the practice around and everything will be fixed immediately. Then after a few months, when things are progressing slowly, the owner becomes antsy, feeling there has been zero progress. Which triggers the owner’s internal thought loop, “I hired a practice manager to fix the practice, but the practice isn’t fixed yet, so why do I have a practice manager if they haven’t fixed the practice.” This leaves the practice owner frustrated, feeling as if they made a terrible decision, and hired the wrong person. Owners will begin to consult with peers and business colleagues, only telling the story from their own perspective – never taking into consideration how frustrated, isolated, lost and potentially overwhelmed the manager may feel.

The practice manager’s perspective

The Pulse of Your Practice


By: Michelle Jara, MBA, LSSGB

Do You Know Where Your Practice Stands?

If you are like any other Practice Owner or Manager, your day consists of an intense balancing act between pleasing your clients, supplying exceptional patient care, supporting your staff, and trying to find a break in the day from the madness. You spend your day continually putting out fires. Inevitably, your to-do list keeps growing and that production report you wanted to review gets placed on the back burner. All the practice goals and projects you wish to carry out remain unfinished quarter after quarter. Sound familiar? You are not alone.

Unfortunately, this is an all too familiar scenario for many leadership teams. It is no surprise that one of the challenges practice owners and managers face is keeping their finger on the pulse of the practice. According to Traction: Get A Grip On Your Business (Wickman, 2014)1 the five most common frustrations of running a business are a sense of lack of control, managing people, low profit, little to no growth, and the “nothing is working” feeling. Often, it can feel like it is impossible to know how your practice is doing due to the complexity and dynamics of running day-to-day operations.

Your practice is very much an entity that requires attention, care, and resources to support its sustainability and propel growth. Additionally, you must ensure your practice is readily able to adapt to changing times. You must have business skills and processes in place. The question is, how you can do this in a realistic way that will help your practice reach the next level and sustain continuous success? How can you manage your time? How can you hold your team accountable for achieving practice goals? Where do you even begin? Before answering these questions, you must start by understanding the basic components of your practice.

Understanding the Basics

Veterinarians - Be Like Hulk Hogan: What Wrestlers Can Teach Us About Branding


By: Jessica Strohecker, CVBL

There is a quiet that sets in, right before he walks into the event. A nervousness from the audience and a hush of anticipation wondering what is about to take place. As the door opens an explosion of excitement abounds. Wearing his uniform, it’s easy to identify who the man is. Almost iconic, really. He smiles as he walks in, looking down at the small fan who is jumping up and down trying to get attention from his new hero.

Funny, how a typical Tuesday new puppy appointment sounds just like a pro-wrestler entrance. Paging, Dr. Terry Bollea, paging Dr. Bollea.

I loved watching wrestling when I was a kid. Specifically, Rowdy Roddy Piper, Andre the Giant, Jake the Snake Roberts and Hulk Hogan. If you were an 80’s kid, reading those names probably brought back a few memories. Imagery of bright costumes, toys and maybe even a pro wrestler jumping off the turnbuckle, flash in your mind. It is those memories of pop culture powerhouses that inspired so much of my marketing career.

Now you may be wondering, what does Hulk Hogan have to do with veterinarians? Really Hulk Hogan?

It’s all about branding, brother.

Now, this is not going to be a post, where I feel veterinarians need to give themselves a nickname, wear a flashy costume or have a crazy gimmick. No, it is about creating a brand that stands the test of time. (However, The Vaccinator, would be an awesome nickname for a wrestling veterinarian.)

Creating a brand is not something practice owners or veterinary associates really think about when they go into practice. Many veterinarians went into veterinary medicine for the love of pets, not to become well-known public figures. The veterinarians I know are pretty camera shy and never really like being the center of attention unless they are in the safety of a closed exam room or directly in front of a client. In a day and age where social reputation can make or break you as a veterinary professional, branding is one of the most important components to your success.

Getting to Yes: The Art of Value Communication


By: Rachel Teichberg, CVPM

It shouldn’t surprise anyone that communication is a fundamental skill for each role in the practice, allowing teams to operate cohesively and efficiently. Communication is also at the core of how we work with our clients, ideally creating an environment of trust and understanding. Working with hundreds of practices over the last four years has taught me that we don’t spend enough time focused on the communication training that creates that desired trust and understanding from our clients. I get it. We’re always short on time and people, and sometimes it’s a miracle we make it through the day. This, however, is mission critical. If your goal is to provide excellent patient care, we have to start with communication.

Clients come to our practices because we’re the experts. Unfortunately, with that comes a curse of knowledge on our part. We often take for granted all the information we know, which can create a barrier when we try to communicate value of care. We simply forget how much of the things we need to communicate are not common knowledge. When we improperly explain our services or products, clients struggle to see the benefit it would provide their pet (aka it’s value).

Is It Time to Sell?


October 29, 2020

Author: Trent Homec, MBA
Senior Vice President – Business Development
Pathway Vet Alliance

IS IT TIME TO SELL?

This is the question that many ask. When is the right time to sell my practice? The practice that I have built, in some cases, for over 40 years! Your baby, your prized possession, the business that you have put large amounts of personal capital in. The question can sometimes be elusive and very dependent on the individual and circumstances.

There is no big secret that the pet care industry continues on a steep growth curve. We survived, albeit pretty banged up and bruised, the Great Recession. We got side swiped by a great pandemic. One thing I have learned through all of this is that despite the obstacles, veterinary medicine is resilient, our hospitals teams are resilient, we are innovative and we can pivot on a moments notice to meet client and patient demands. Hats off to all that you do!

This resiliency hasn’t gone unnoticed by outside investors and as such, there is a high demand to purchase high quality hospitals. Purchase prices are at an all time high, practices owners are able to cash in on their business and in some cases re-invest into that company in order to build wealth over time and realize greater economic upside down the road.

With the demand to buy animal hospitals come many groups or companies who want to buy. It’s becoming increasingly difficult to differentiate between the dozens of companies and decide which company would be the best fit for your practice. As we all know, many companies come and go but the key is to identify a company that is built to last and is structured to provide support to you and your employees once you sell.

Feedback and Coaching and Conflict, Oh My!


Navigating the Difficult Conversation Trifecta
By: Rachel Teichberg, CVPM

I’ve watched this scene a thousand times… Dorothy and the gang anxiously making their way through the forest chanting “lions, and tigers and bears, oh my!” As they quickly skip their way along the yellow brick road, they eventually meet their lion. In practice, you come face to face with a lion daily, except yours is in the shape of difficult conversations.

All day long you have conversations with your coworkers. You chit-chat about the weekend, discuss plans for the day, ask for help with lab work, direct someone to pick up line three, follow up on those retirement party plans, and debrief about cases. All of this conversation flows seamlessly until you have a critique, a suggestion, or a problem. Just like that, communication comes to a grinding halt as you try to avoid having what you believe will be an awkward or emotional conversation.

Each time you avoid feedback, coaching, and conflict conversations you may feel like you’ve gained something in the short-term by saving yourself from feeling uncomfortable (as many people jump through incredible hoops to avoid). In the long-term, the effects of avoidance will present as low morale, low performance, low efficiency, and high turnover. All of those factors will directly affect your bottom line.

Feedback, coaching, and conflict are, in fact, three separate types of conversations and tools which can be approached in different ways to improve performance in your practice. Feedback conversations should occur between all team members, regardless of their place on the organizational chart, and are focused only on things that were witnessed by the person giving the feedback. That’s right, no triangulated communication, no gossiping, no running to the manager.

Rethinking Client Communication and Brand Awareness during COVID-19


Written By:
Alexis Wells, CVPM, CCFP- Senior Practice Coach with Veterinary Growth Partners

Employee Engagement Matters!


Written By: Julia Marlin, CVPM Director of Coaching Operations with Veterinary Growth Partners

The definition of employee engagement is the emotional commitment an employee has to the organization and its goals. It helps leaders focus on the actions that matter most to their team members. Achieving high employee engagement is an important method for driving a high-performing culture and accomplishing the goals of your hospital.

Employee engagement involves the basic psychological needs that must be met for employees to perform their specific roles well. An engaged employee “shows up,” physically, emotionally and cognitively. They are enthusiastic about what they have to do, and they naturally find ways to improve and excel. In short, engaged employees generate most of the creativity, innovation and excellence in your practice. Your employees are your greatest asset and what truly sets you apart from your competition.

How do we determine what an engaged employee is?

Gallup defines three types of employees: Engaged, Not Engaged, and Actively Disengaged employees.

Engaged Employees

  • Highly involved in and enthusiastic about their work and workplace
  • Psychological “owners”
  • Drive performance and innovation
  • Move the organization forward

Not Engaged Employees

  • Essentially checked out and psychologically unattached to their work and company
  • They put in time — but not energy or passion — into their work

Actively Disengaged Employees

Keep Talking


Communication During Unprecedented Times
By: Rachel Teichberg, CVPM

Here we are, living through an unprecedented time as the world has been turned upside down, the future is uncertain, and the tension is high. People are stressed, afraid, worried, and exhausted. Our minds are all over the place, feeling the overwhelm of information while trying to navigate this ever-changing landscape of COVID-19.

This is new territory for everyone but let me be the one to tell you: YOU’RE DOING GREAT. It may not feel like it, but I promise that you are. You’re showing up, you're minding your distance, and you’re thinking about your employees, your business and, of course, your patients. You want what’s best for everyone and that may mean making a lot of immediate temporary changes.

Be a Source of Quality Information

  During this time, your communication skills are going to have to take the wheel. I know that it may feel like communication overload these days between the news, social media, and our inbox, but it’s important to provide resources and information about COVID-19 to your team. Do not assume everyone is getting quality news from legitimate sources. You don’t need to be an expert but provide the links and resources that can help them keep themselves and their families safe. Consider sites such as the CDC, AVMA, WHO and your local VMA. Information is being updated as the situation progresses, so continue to monitor them regularly.

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