
Insights from recent episode analysis
Audience Interest
Podcast Focus
Publishing Consistency
Platform Reach
Insights are generated by CastFox AI using publicly available data, episode content, and proprietary models.
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Total monthly reach
Estimated from 4 chart positions in 4 markets.
By chart position
- 🇮🇳IN · Management#1181K to 10K
- 🇵🇭PH · Management#653K to 10K
- 🇫🇮FI · Management#117500 to 3K
- 🇸🇦SA · Management#191500 to 3K
- Per-Episode Audience
Est. listeners per new episode within ~30 days
2.5K to 13K🎙 ~2x weekly·85 episodes·Last published 2w ago - Monthly Reach
Unique listeners across all episodes (30 days)
5K to 26K🇮🇳38%🇵🇭38%🇫🇮12%+1 more - Active Followers
Loyal subscribers who consistently listen
2K to 10K
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Reach across major podcast platforms, updated hourly
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* Data sourced directly from platform APIs and aggregated hourly across all major podcast directories.
On the show
From 10 epsHosts
Recent guests
Recent episodes
The Outsider Advantage: Building Trust in a New Team
Jun 11, 2026
Unknown duration
From Chaos to Flow: Urgent Care in the GP Practice
May 14, 2026
Unknown duration
Keeping Private Practice Relevant in the Corporate Landscape
Apr 9, 2026
36m 48s
Practice Progress: Navigating Change in Vet Med
Mar 12, 2026
33m 50s
Playful Without the Pitfalls: How to Have Fun on Social Media
Feb 12, 2026
43m 38s
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| Date | Episode | Topics | Guests | Brands | Places | Keywords | Sponsor | Length | |
|---|---|---|---|---|---|---|---|---|---|
| 6/11/26 | ![]() The Outsider Advantage: Building Trust in a New Team | Listen in this week as I chat with Joan McCue, CVPM - Veterinary Hospital Manager at VetCor in Aiken, South Carolina. Joan joins me to explore what it really feels like to step into leadership as an "outsider" and how that perspective can shape both trust and growth within a team. She reflects on her journey across three very different veterinary practices, from being completely new to the field to taking on major cultural and organizational shifts, and how each transition forced her to rebuild her confidence, credibility, and connection from the ground up. We talk openly about how isolating management can sometimes feel, especially when you're the only person in your role, and how that distance can be both uncomfortable but also necessary. Joan and I dig into the reality that mistakes are unavoidable in leadership and that building trust often depends on how those mistakes are handled rather than avoiding them altogether, and she highlights the importance of creating a culture where staff feel safe learning, asking questions, and owning errors without fear of negative consequences, while I reflect on how involving teams in decision-making can strengthen investment even when it slows the process down. We also talk about the tension between being "friendly" and maintaining professional boundaries and how small human moments and shared understanding can help bridge that gap. At the core of our discussion is the concept of change - how hard it is to introduce it, how quickly teams can resist it, and how important it is to balance fresh perspective with respect for existing culture. Joan highlights the advantage outsiders can bring via objectivity while also acknowledging the imposter syndrome and confidence struggles that often come with stepping into leadership roles, and we also explore when it may be time to leave a practice, recognizing that misalignment in values can't always be fixed. Joan leaves us with a reminder that leadership doesn't have to be a solo experience, even when the role itself feels solitary. Finding a support system or your "tribe" is so important for staying grounded, sharing challenges, and growing as a manager! Enjoy my conversation with Joan McCue! Show Notes: [0:35] - Today's sponsor is Black Diamond Radio! [0:53] - Welcome to the show, Joan McCue, CVPM! [2:37] - Joan discusses how practice managers are inherently outsiders and have to balance friendliness with professional distance. [4:42] - Joan has stepped into every role as an outsider facing unfamiliar systems and cultures. [7:51] - We talk about how leadership transitions require outsiders to build trust, overcome skepticism, and guide change carefully. [10:30] - It's important to remember that outsiders bring objectivity, build trust through inclusion, and help teams co-create change. [13:44] - Joan argues that trust grows when leaders show their human side, own mistakes, and communicate openly. [16:14] - We build trust by normalizing mistakes and focusing on learning, not punishment, in team growth. [19:11] - Change timing depends on context, requiring careful judgment and avoiding rushed decisions. [21:50] - Hear how confidence helps leaders balance authority, imposter syndrome, and growing responsibility in management roles. [25:21] - Joan reflects on how job changes are often rooted in misalignment, burnout signals, and values that no longer fit the workplace. [27:23] - Joan and I talk about how veterinary management job changes are rare, challenging, and can feel isolating, making support networks especially important. [29:48] - I point out that strong peer networks are crucial for managers to fight isolation and share real-time support. Thank you for listening. Remember you are not in this alone. Visit our website for more resources. Links and Resources: VHMA Web Page VHMA Coronavirus Resources VHMA Facebook VHMA Twitter VHMA on Linkedin Joan McCue, CVPM on LinkedIn VetCor Web Page VetCor on LinkedIn Sponsor: Black Diamond Radio | — | ||||||
| 5/14/26 | ![]() From Chaos to Flow: Urgent Care in the GP Practice | Join me this episode as I sit down with Lynsey Mohr, CVPM and veterinary practice manager at Rehoboth Beach Animal Hospital, to explore how she helped transform a traditional GP clinic into a structured urgent care model! This is a topic that immediately caught my attention after meeting Lynsey at a conference and seeing firsthand how many hospitals, including my own, struggle with unpredictable emergency demand on top of already packed GP schedules. Lynsey walks us through the moment when the idea sparked during a roundtable discussion at an HMA conference, where conversations with ER and urgent care managers revealed that her practice was actually already treating urgent cases without a system designed to support it! Throughout our conversation, Lynsey explains how she and her team identified a major gap in their community, where the nearest emergency and urgent care options were an hour or more away, forcing their clinic to take on cases that couldn't wait. I am personally stricken by how intentionally she approached the rollout in phases - testing demand, expanding hours, and building trust with both her team and neighboring clinics before fully launching. Listen in as she shares how urgent care quickly revealed strong demand, how scheduling conflicts helped make her aware of the need for a more structured triage system, and how introducing a virtual waiting room changed how they controlled the flow of patients. Lynsey puts so much emphasis on team buy-in, communication, and reducing burnout by rotating doctors between GP and urgent care days instead of placing extra chaos on top of existing schedules. She also shares the impact of the model, including increased efficiency, improved patient outcomes, and financial growth. We also candidly discuss the emotional side of change in veterinary medicine including the hesitation, the exhaustion, and the eventual shift toward a system that feels more sustainable for both teams and patients. By the end of our conversation, I am really left thinking about how many practices are already doing urgent care work without realizing it and how rethinking structure (rather than effort) can completely change the experience for teams, clients, and patients alike! I hope that you enjoy my discussion with Lynsey Mohr, CVPM! Show Notes: [0:34] - Today's sponsor is Instinct Science! [2:31] - How did the idea of urgent care come to Lynsey? [4:53] - Lynsey reflects on having identified urgent care needs driven by local emergency gaps. [6:45] - Lynsey's team launched urgent care in phases after realizing GP overload and client frustration. [9:05] - After strong demand, Lynsey expanded urgent care and assigned rotating doctor days in order to reduce GP chaos. [12:51] - Hear how Lynsey's team adopted the model and she launched full community outreach that gained unexpected media attention. [15:42] - Restructuring urgent care can reduce stress and help staff better manage emotional workload. [18:38] - Lynsey explains how manual same-day booking created rush-hour chaos. [20:15] - Hear about how Lynsey realized that scheduling needed triage-based intake, leading me to explore virtual waiting room systems. [22:20] - Hear how Lynsey implemented a virtual waiting room with triage, drastically improving efficiency. [25:17] - Urgent care can improve staff control and client flow! [26:28] - Lynsey credits team collaboration, trust, and rotation schedules for successfully maintaining the urgent care system. [29:28] - Hear about how establishing urgent care increased revenue, enabled equipment upgrades, and helped support pay raises. [32:36] - Even just partial implementation of these ideas can improve any veterinary practice! [33:13] - Lynsey encourages managers to embrace change by identifying service gaps and responding appropriately to community demand. [35:57] - We wrap up the episode reflecting on urgent care growth, professional collaboration, and ongoing veterinary innovation! Thank you for listening. Remember you are not in this alone. Visit our website for more resources. Links and Resources: VHMA Web Page VHMA Coronavirus Resources VHMA Facebook VHMA Twitter VHMA on Linkedin Rehoboth Beach Animal Hospital Web Page Instinct Science Web Page | — | ||||||
| 4/9/26 | ![]() Keeping Private Practice Relevant in the Corporate Landscape✨ | private practicecorporate healthcare+4 | Varuna Trivedi | BEAM VetCareVeterinary Hospital Managers Association | — | private practicecorporate landscape+7 | — | 36m 48s | |
| 3/12/26 | ![]() Practice Progress: Navigating Change in Vet Med✨ | change managementveterinary medicine+3 | Karen Hart | Burlington Emergency and Veterinary SpecialistsVeterinary Hospital Managers Association | — | veterinary practice managementchange+3 | — | 33m 50s | |
| 2/12/26 | ![]() Playful Without the Pitfalls: How to Have Fun on Social Media✨ | social mediaveterinary practice+3 | Bethany Bankovich | Neffsville Veterinary ClinicVeterinary Hospital Managers Association | — | social mediaveterinary medicine+3 | — | 43m 38s | |
| 1/8/26 | ![]() Developing the Ultimate Customer Service Rep✨ | customer serviceveterinary management+3 | Carol Hurst | Encore Vet GroupVeterinary Hospital Managers Association | — | customer serviceveterinary management+3 | — | 37m 34s | |
| 12/11/25 | ![]() Digital Recruiting: Mastering Hiring Through Social Media and Your Website✨ | digital recruitingsocial media+4 | Kristy BallwanzNiki Abendschoen | Everhart Veterinary MedicineVeterinary Hospital Managers Association | — | digital recruitingsocial media hiring+3 | — | 33m 51s | |
| 11/13/25 | ![]() Feedback Without Friction: Mastering Employee Surveys✨ | employee surveysfeedback+3 | Michelle Gienger | Village Veterinary HospitalVeterinary Hospital Managers Association | — | employee feedbacksurveys+3 | — | 30m 47s | |
| 10/9/25 | ![]() Phase and Tier Training for New and Existing Employees✨ | employee trainingrole definition+3 | Talia Lucernoni | VetcorVeterinary Hospital Managers Association | — | training programemployee roles+3 | — | 29m 16s | |
| 9/11/25 | ![]() Leading with Empathy✨ | leadershipempathy+3 | Tori Lauro | VCA Animal HospitalsVeterinary Hospital Managers Association | — | leadershipempathy+3 | — | 28m 45s | |
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| 8/14/25 | ![]() Unique Ideas for Care Despite Rising Veterinary Costs✨ | veterinary carefinancial solutions+3 | Melissa Stedman | Brandywine Valley Veterinary Hospital | — | veterinary costspayment plans+3 | — | 31m 34s | |
| 7/10/25 | ![]() Successful PIMS Selection and Implementation✨ | practice management softwarePIMS selection+3 | Heidi Traylor | Covina Animal HospitalVeterinary Hospital Managers Association | — | PIMSsoftware transition+3 | — | 30m 14s | |
| 6/18/25 | ![]() Coaching Up and Coaching Out | Joining us this week is Amy Brauns, Practice Manager, RVT at Everhart Veterinary Medicine located in Baltimore, Maryland. People management can truly be the hardest part of veterinary leadership, and in this episode, Amy, who brings nearly two decades of experience and a deeply thoughtful approach, gets real about what it means to "coach up or coach out." She shares how she and her leadership team leaned into the EOS (Entrepreneurial Operating System) model to face the messy, uncomfortable truth - most problems come down to people. From there, they started using The People Analyzer™ tool to assess who really gets the job, who wants the job, and who has the capacity to do the job. This approach is not about forcing people out but is rather about clarity, self-reflection, and giving people the tools (and space) to figure whether or not they are in the right place. Not every place is the right fit for everyone, and that's totally okay. We talk through the tough stuff such as confronting long-standing team members who are great at the job but toxic to the culture as well as taking on those dreaded "this isn't a fit" conversations. Amy explains how their structured coaching process has turned struggling employees into top performers and helped others leave on their own terms, with dignity. If you have ever found yourself avoiding hard conversations or keeping someone around just because they have been there forever even though they might not be the right fit for your workplace culture, then this episode is definitely for you. Amy doesn't sugarcoat the process, but we agree that the transformation on the other side is worth it! Show Notes: [1:37] - Amy Brauns reveals how using EOS clarified that most problems are people-related. [4:09] - Hear how soft skills proved difficult to teach, leading to better team alignment over time. [6:41] - Hear how, despite team longevity, change ultimately happened via clear communication and tools like The People Analyzer™. [8:25] - Amy's team focused mainly on role clarity and transparency, helping staff self-correct before goals were even set. [10:46] - Jill opens up about how removing a toxic veteran employee revived morale and reaffirmed her team's culture. [12:28] - Amy affirms that even just a couple of people who are rowing in the wrong direction can completely disrupt morale. [14:26] - Amy asserts that coaching begins with transparency and standards, helping staff improve or realize that the role isn't right for them. [17:22] - Exceeding expectations via hospitality and core values creates a standout, people-centered client experience. [20:56] - Amy advocates for accountability and structured check-ins. [23:56] - Jill adds that emotional intelligence must be taught and nurtured, both at work and in personal development. [24:51] - Transparency and consistency help build trust, leading to stronger and more unified teams. [26:40] - Empowering and trusting staff to solve problems on their own also helps build trust as well as confidence. Thank you for listening. Remember you are not in this alone. Visit our website for more resources. Links and Resources: ● VHMA Web Page ● VHMA Coronavirus Resources ● VHMA Facebook ● VHMA Twitter ● VHMA on Linkedin ● Amy Brauns on LinkedIn ● Everhart Veterinary Medicine Web Page ● Everhart Veterinary Medicine on LinkedIn ● EOS Web Page ● The People Analyzer™ Tool | — | ||||||
| 5/7/25 | ![]() Training and Growth to Empower the Next Generation of Veterinary Technicians | Joining us this week is Joshua Blakemore, CVPM, RVT, FFCP of Onion River Animal Hospital in Burlington, Vermont to talk about what it really takes to prepare the next generation of veterinary technicians not just for graduation but for the day-to-day demands of clinical practice. Josh is a standout practice manager and longtime technician advocate who was recently named VHMA's Practice Manager of the Year, but Josh is a humble person who has never lost touch with where he started: in the kennel, working his way up with persistence and purpose. Listen as we unpack the often overlooked disconnect between academic training and real-world application, getting candid about the gaps that we have witnessed in new technician graduates - from handling basics like restraint and jugular draws to dealing with complex procedures with confidence. Josh shares what he's doing at his hospital (and beyond) to help ensure that today's students become tomorrow's professionals, including his involvement in college advisory boards and his commitment to skill-driven externships. We also explore some broader challenges in technician education from the uneven quality of online programs to the really surprising ways that some hospitals may unintentionally stifle growth. With firsthand experiences, practical insights, and a clear call for mentorship, Josh sheds some light on the kind of support that vet techs really need not just to survive but also to thrive in the profession. It's all about making sure that they stay, grow, and succeed once they arrive. Show Notes: [3:01] - Josh made note of Vermont's lack of licensure requirements and worked to improve tech training in hospitals. [6:40] - Josh highlights the importance of hands-on skills in externship programs, especially phlebotomy. [9:13] - Students should work in hospitals during education to apply bookwork to hands-on experience. [12:01] - Hear how a local college's program with two externships enhanced students' practical knowledge and skills. [13:22] - Hands-on skills help students stay in the field, offering them more confidence. [16:04] - Josh loves training and creating roles to help employees professionally grow. [19:12] - A technician can really help organize surgeries, optimizing time and space. [20:31] - Hear how Josh supports employee growth by trusting them with making decisions. [23:43] - It's so important to take advantage of untapped skills within hospitals. [26:17] - Josh reveals how he created a technician training program, highlighting protocols to engage and retain staff. Thank you for listening. Remember you are not in this alone. Visit our website for more resources. Links and Resources: VHMA Web Page VHMA Coronavirus Resources VHMA Facebook VHMA Twitter VHMA on Linkedin Joshua Blakemore on LinkedIn Onion River Animal Hospital Website | — | ||||||
| 4/10/25 | ![]() Streamlining Operations to Improve Efficiencies | We are joined for this episode by Kaitlyn Behling-Mikesell, truly a rising star in veterinary hospital management. We are talking about practical strategies to enhance efficiency and team dynamics, beginning by discussing the value of fresh perspectives and the importance of understanding the why behind procedures that are already in place. Kaitlyn also shares her approach to taking on change, stressing the importance of observation and team feedback during her initial ninety days. We also look at her successful implementation of a training program which is designed to set clear expectations and build employee confidence. Listen as we explore the complexities of training new staff, debating the benefits and setbacks of single vs. multiple trainers, and why structured onboarding is so important. Kaitlyn describes her onboarding day, which is a system that she has designed to streamline HR processes and prepare new hires for their roles, and we talk about how to manage changes that don't quite hit the mark and how to keep the team motivated when previous methods aren't working very well. We also talk about the power of delegation, particularly in training, and how it empowers staff and improves morale. Kaitlyn shares her insights into improving clients' experiences and shares a few of her favorite methods for rewarding staff and keeping them motivated. Finally, you can expect to learn about Kaitlyn's use of video tutorials to streamline training! This episode provides actionable advice for any veterinary professional looking to improve their practice's efficiency and create a more positive work environment! Show Notes: [2:17] - Kaitlyn has always been someone who wants to know the why behind things which has helped make her an effective manager. [3:25] - In her first 90 days, Kaitlyn observed, listened to staff, and then gradually made changes. [5:52] - As a new manager, Kaitlyn has realized that organized plans, not quick changes, help improve efficiency. [8:42] - Kaitlyn has found that clear training with checklists has greatly improved efficiency and staff confidence. [11:26] - Consistent training manuals empower staff and boost efficiency. [13:03] - Kaitlyn points out how experienced staff training new hires has helped lead to effective onboarding. [16:15] - Hear how Kaitlyn helped create an onboarding day to organize new hire paperwork and training. [19:27] - Kaitlyn makes the case that It's okay when changes don't work because feedback can help improve them. [21:03] - Kaitlyn recognizes effective staff with praise and small gifts. [23:30] - Hear how reducing wait times and improving client service increased satisfaction. [26:48] - Kaitlyn touches upon the importance of delegation. [28:08] - Training builds teammates whom you trust, and video tutorials can help with learning. Thank you for listening. Remember you are not in this alone. Visit our website for more resources. Links and Resources: VHMA Web Page VHMA Coronavirus Resources VHMA Facebook VHMA Twitter VHMA on Linkedin Kaitlyn Behling-Mikesell on LinkedIn Loom | — | ||||||
| 3/12/25 | ![]() Beyond Borders: Navigating a Multicultural Work Environment | Join us in welcoming Esteban Sotomayor to VHMA for this episode, coming on to help us address multiculturalism in the workplace. Esteban is a veterinary business consultant with an extensive background in Latin American veterinary practices, and he sheds some light on some of the differences between the veterinary practices in Latin America and the United States, including the role of veterinary technicians and the unique challenges and opportunities faced by clinic owners in both regions. (For example, the lack of veterinary technicians in Latin America drastically affects how practices operate, requiring veterinarians to take on tasks that would typically be handled by technicians in the U.S.) We also explore how competition among clinics and economic factors influence practice management, particularly in Esteban's home country, Ecuador, but a key takeaway from this episode is the importance of building and managing a strong team. Esteban shares his own approach to recruitment, training, and keeping the right people engaged, even in regions where veterinary talent is in high demand. We discuss how cultural differences shape management styles, especially in Latin American clinics where veterinarians often wear many hats, from diagnosing to managing HR. If you are in the veterinary field yourself and/or are curious about how business practices differ across cultures, then this episode will definitely resonate with you! Tune in for a candid conversation about the realities of managing a veterinary practice, the pressures of client expectations, and how to stand out in a competitive market. Show Notes: [2:07] - Esteban compares veterinary practices in Latin America and the U.S., highlighting differences in training and technician roles. [5:56] - Learn about external pressures in Latin America, including political and economic challenges for veterinarians. [8:16] - Esteban stresses the importance of recruitment, training, and retaining talented staff. [11:01] - Esteban suggests changing mindset on how and where we meet people, while Jill discusses management structures. [12:17] - Veterinarians in Latin America manage their own clinics, blending business and medical roles which can be challenging. [14:27] - Jill notes the differences in practice management, especially the delegation of tasks in the U.S. vs. Latin America. [16:36] - Hear how Esteban's clinic stands out in a competitive market by offering high-quality service. [18:50] - Jill highlights the importance of client perception, service quality, and office presentation to attract clients. [21:48] - Jill reflects on how practices are slowing down and why excellent customer service is so important. [23:47] - Clinics can charge more by offering high-quality servicing and managing demand. [26:44] - Esteban highlights three crucial pillars for success: processes, people, and policies. [27:20] - It's important to be adaptable, support teams, and continually recruit for the right staff. Thank you for listening. Remember you are not in this alone. Visit our website for more resources. Links and Resources: VHMA Web Page VHMA Coronavirus Resources VHMA Facebook VHMA Twitter VHMA on Linkedin Esteban Sotomayor on LinkedIn | — | ||||||
| 2/13/25 | ![]() Managing Employees with Disabilities | Welcome to the latest episode of VHMA in which we are happy to have Alex Flinkstrom, Practice Manager at Lunenburg Veterinary Hospital in Lunenburg, Massachusetts. Alex has managed to combine his background in sound recording with his deep-rooted passion for veterinary care, successfully leading the practice while retaining 100% of his staff, and outside of work, he enjoys saxophone repair, audio, and street hockey. He joins today to discuss managing employees who have disabilities. Alex discusses how managing a veterinary team is never one-size-fits-all and how, when it comes to supporting employees with disabilities, inclusivity and flexibility can make all the difference. He shares his approach to building a workplace where everyone can thrive, and from his early days working in his parents' practice to leading a successful partnership with Associated Veterinary Partners, Alex shares how he's built a strong, dedicated team - retaining 100% of his staff through major transitions! We also explore the unique strengths that employees with disabilities bring to the table and the accommodations that can help them succeed, including a remote-work solution that has kept a valued team member engaged for over a decade. Alex, in addition, shares the challenges of balancing fairness with flexibility, the power of hiring for attitude over experience, and the importance of creating a workspace environment where every team member feels empowered. Whether you are a veterinary professional or a leader in any industry, Alex offers some valuable insights into employee retention, training, and building a supportive, high-performing team, so listen in for a discussion that might just challenge the way you think about workplace inclusivity! Show Notes: [2:18] - Alex reveals that he values building strong teams, recognizing diverse skills, and supporting all employees. [4:35] - Supporting and being flexible with employees leads to retention and workplace morale. [5:23] - Alex takes pride in high staff retention, regarding career growth as a good reason for turnover. [7:42] - Hear about how Alex created a remote position for an employee with a disability, allowing her to remain a valued team member. [10:18] - It's important to balance accommodations with fairness, ensuring that all employees benefit from workplace adjustments. [11:10] - Alex believes in treating employees as he'd want to be treated while balancing fairness and flexibility. [12:56] - Discipline, accountability, and strong communication are necessary for a successful workplace. [14:03] - Facilitating a positive work culture involves diverse teaching methods. [16:50] - Employees who understand the reasoning behind tasks can adapt and solve problems in new situations. [17:36] - Jill values training led by peers, finding that employees engage more when learning from direct coworkers. [19:54] - Watching experienced employees teach newer staff is exciting as it reinforces teamwork. [21:07] - We learn that Alex hires based on attitude and passion. [24:12] - Alex prioritizes developing employees' strengths while encouraging growth in areas where they struggle. [25:02] - Jill finds fulfillment in seeing employees learn, grow, and succeed within and beyond the practice. Thank you for listening. Remember you are not in this alone. Visit our website for more resources. Links and Resources: VHMA Web Page VHMA Coronavirus Resources VHMA Facebook VHMA Twitter VHMA on Linkedin Lunenburg Veterinary Hospital Web Page Alex Flinkstrom on LinkedIn | — | ||||||
| 1/15/25 | ![]() Embracing Growth in Veterinary Management | Welcome to the latest episode of the show in which we welcome Debbie Hill! Debbie is a seasoned hospital administrator who has truly helped shape my journey in the veterinary world, and we explore the complexities of career growth for practice managers, discussing things such as imposter syndrome and the power of saying yes to new opportunities! Debbie shares her experiences in overcoming self-doubt by taking on challenges like public speaking and how these moments of courage have helped lead to significant personal and professional growth. During our discussion, we stress the value of continuous education and networking, talking about how even attending just one conference or engaging in a roundtable can help provide that one nugget of wisdom needed to shift our entire perspective. We, in addition, touch on the importance of showing our practice owners the benefits of these engagements and how the ideas and energy we bring back can elevate team morale and improve day-to-day operations! Listen in as we reflect on how veterinary practice is evolving, the importance of adapting to generational changes, and why it is important to keep learning in order to stay relevant. We also talk about taking advantage of various resources, from webinars to podcasts, in order to stay informed and inspired, so whether you are a seasoned manager or just starting out, this episode of the podcast is sure to offer some insight into helping you thrive in your career! Join us as we break down these valuable lessons and more in a conversation that will surely inspire you in your professional journey! Show Notes: [2:11] - Saying yes to opportunities, even when you're unsure, leads to personal growth and reveals hidden potential. [4:17] - Embracing opportunities, despite fear, helps enrich practice and teaches important lessons. [6:40] - It's important to engage in conferences and networking events in order to build connections and share practical advice. [9:20] - Intimate meetings can help offer solutions, highlighting the need for extra responsibilities such as hosting podcasts. [10:41] - Demonstrating conference takeaways validates trips as it shows their benefits to practice owners. [13:09] - Discussing challenges with peers helps energize managers, helping them return to work feeling more motivated. [16:11] - Management budgets are often not enough, making it difficult to expand opportunities for growth and development. [19:14] - Balancing practical learning with team-building and morale is very important for being an effective leader. [21:55] - Promptly answering questions is important to avoid conflicts later, even when working while traveling. [23:02] - Delegating tasks and trusting others to handle them frees up time for higher-priority work. [24:48] - Engaging with other managers, especially nationally, helps provide fresh insights and feedback on ideas. [26:54] - Engage with others, and embrace every opportunity offered! Thank you for listening. Remember you are not in this alone. Visit our website for more resources. Links and Resources: VHMA Web Page VHMA Coronavirus Resources VHMA Facebook VHMA Twitter VHMA on Linkedin | — | ||||||
| 12/4/24 | ![]() Fun with KPIs | Welcome to today's episode, where we're diving into one of the trickiest but most essential topics for all practice managers—KPIs and the numbers that drive practice success. Financial goals can be a sensitive subject with the team, leaving managers hesitant to address the topic for fear of being seen as "only caring about money." However, achieving financial health and efficiency is a team effort and not something managers can do alone. Today, we'll explore how to make these financial goals meaningful and achievable for every team member with ways to create a sense of shared responsibility. Our guest is Marian Rowland, a seasoned CVPM and regional manager for NVA in South Carolina, who oversees seven veterinary practices. Marian's journey started at the front desk as a receptionist, to use KPIs to create transparency, engage her teams, and make financial metrics accessible and actionable. From selecting key numbers that matter most to each role to aligning financial goals with patient care, Marian offers practical strategies for turning KPIs into tools for motivation. Join us as we break down numbers that matter and learn how to make KPIs an empowering part of your practice management. Show Notes: [2:19] - There are some numbers that are more important when communicating KPIs with the team. Some numbers may not prove as important in decision making. [3:59] - When Marian is looking at numbers, there are some that stand out to her as a regional manager. [5:38] - Numbers are also impacted by clientele. Each practice has a unique population of clients and not everything will work the same for each of them. [7:08] - Managers have the responsibility of presenting KPIs to practice owners as well and being able to explain them. [9:33] - Every team member has measurements (numbers) that are drivers for their role. [12:14] - How often should numbers be reviewed and shared out? It depends on the staff member's role. [14:01] - Marian describes a situation where explaining KPIs helped her gain advocates for her cause. [17:50] - Marian describes some KPIs and goals she uses as a regional manager. [20:05] - There are some goal tracking strategies that are cliche but effective. Visual tools are really helpful. [23:20] - Connecting KPIs and financial goals to patient care is key. [27:09] - Numbers don't lie, they tell a story. As a practice manager, it's important for you to know the story. Thank you for listening. Remember you are not in this alone. Visit our website for more resources. Links and Resources: VHMA Web Page VHMA Coronavirus Resources VHMA Facebook VHMA Twitter VHMA on Linkedin | — | ||||||
| 11/6/24 | ![]() Conflict Resolution | Conflicts are inevitable in a busy work environment, and misunderstandings or drama can quickly drain energy and impact everyone's day. However when managers are equipped with strong conflict-resolution skills, they can steer these challenges toward positive solutions, enhancing team cohesion and overall morale. Joining the podcast today is Rebecca May, a Practice Manager from Greensboro, North Carolina. Rebecca started her career at the front desk, trained as a veterinary assistant, and later returned to college to prepare for her management role. She's passionate about change management and helping team members realize their potential. In her experience, conflicts often arise from mismatched role expectations and around patient care. She's learned that skills like resiliency, adaptability, and emotional regulation are critical in creating a supportive team environment. Throughout this episode, Rebecca shares her approach to building a culture of open communication, where team members can work through conflicts in healthy ways. From diffusing tension with humor to focusing on proactive training, she provides actionable strategies that can make a difference in any practice. Rebecca believes that conflict resolution, like any other skill, can be learned and developed over time, turning everyday challenges into growth opportunities for the team. Show Notes: [2:26] - Team conflicts happen the most when there is a mismatch in what members believe expectations to be , including with patient care. [4:08] - Conflict happens everyday. Rebecca shares how conflict resolution became a strength of hers as a manager. [5:31] - Team members come and go a lot more these days than they used to. This means that employees are constantly getting used to new people and their skills. [8:59] - Resiliency and Adaptability training are extremely helpful and important. [9:59] - Emotional regulation is not innate in all employees. Rebecca shares some strategies. [13:46] - It's important not to project the emotions we are feeling onto others. [15:07] - Interestingly, some well-placed humor can make a huge difference. [16:05] - The person is probably not the problem, but it is human nature to focus on the person. [19:40] - Proactive conflict resolution training is a game-changer. [20:19] - Conflict resolution is a skill that can be learned and practiced, just like any other job skill. [23:06] - We don't always know what's going on in someone's life to cause them to act in a certain way. [24:50] - As a default, most people are conflict avoidant. [26:17] - Rebecca describes meetings on conflict resolution and how team members can come together and agree upon effective solutions. Thank you for listening. Remember you are not in this alone. Visit our website for more resources. Links and Resources: VHMA Web Page VHMA Coronavirus Resources VHMA Facebook VHMA Twitter VHMA on Linkedin | — | ||||||
| 10/16/24 | ![]() Maintaining Cohesive Teams | Welcome to today's episode, where we are diving into building and maintaining cohesive teams in a busy veterinary practice, especially one with multiple teams and shifts. In some practices, it's common for staff members to barely see each other, which can make it challenging to stay aligned with practice goals. How can we ensure everyone is on the same page, even when they work at different times? Our guest, Steph Ferkovich a CVT from a 24-hour clinic in Minnesota, joins us to share her experience. With a background in criminal justice and psychology, Steph has a unique approach to team dynamics. Her favorite part of the job is watching staff members thrive in their roles, which is why she's so passionate about fostering strong communication within her practice. Throughout this episode, Steph will discuss the challenges of managing a clinic where teams work different shifts. She explains how they overcame an "us vs. them" mentality and built a culture of open communication. From handling team conflicts to recognizing when training alone won't resolve every issue, Steph offers practical strategies for maintaining harmony in the workplace. We'll also hear about the evolving role of managers in veterinary practices. Steph shares how she's shifted from being seen as an authority figure to more of a coach for her team and how loosening control can sometimes be the key to success. If you're ready to learn how to build a more cohesive and communicative team, listen to this conversation with Steph Ferkovich. Show Notes: [2:51] - Working at a 24-hour clinic is unique with an unusual schedule. The different shifts overlap, but otherwise, the teams don't see much of each other. [5:07] - One thing that needed to change was the "Us Vs. Them" vocabulary. [7:27] - Team attitudes can be negative, but it's important for them to realize that there are reasons, sometimes personal ones, that a team member works a certain shift. [9:42] - Working with people means that sometimes there will be animosity. Steph explains how to bring two people together for conversations even with resistance. [12:37] - A mediator is highly recommended in conversations that address animosity and conflict. [14:49] - Fortunately, Steph's team is pretty open with communication after the culture had been developed that it was important. [18:18] - In some cases, training will not change or fix communication between some team members. [20:10] - As a manager, Steph has learned that if something isn't working, there are other ways to help teams communicate. [21:53] - How do teams see their manager? Steph explains how this has changed over time and how most of the time it is as a coach. [24:38] - Loosening up control can be a challenge for some managers. [26:55] - Change is okay. What was working three years ago might not work anymore. Thank you for listening. Remember you are not in this alone. Visit our website for more resources. Links and Resources: VHMA Web Page VHMA Coronavirus Resources VHMA Facebook VHMA Twitter VHMA on Linkedin | — | ||||||
| 10/2/24 | ![]() Team Engagement for Better Compliance | As practice managers, we know how crucial it is to get our teams on board with compliance goals, ensuring we offer the best patient care possible. Our vendors often provide education and training year after year, and while the content is informative and valuable, many practices still struggle to see real progress. What's missing? Today's guest, Lindsay Shelton Webb, believes the key to unlocking that forward movement lies in team engagement. As a practice manager herself, Lindsay is passionate about the professional growth of her staff and finds great fulfillment in helping them succeed during challenging times. In this episode, Lindsay shares how she took a fresh approach to compliance training, using a creative Olympics-themed program to tackle the pain points her team was experiencing. By making the process fun and competitive, she saw increased participation, communication, and enthusiasm from her staff, all while staying focused on the ultimate goal: better patient care. We'll explore the importance of understanding the "why" behind compliance goals and how making the training engaging can shift the culture within your practice. Lindsay will explain how tracking progress and celebrating small wins can lead to big changes in the long run, and she'll offer insights on how to handle team members who may be resistant to even the most engaging methods. Show Notes: [2:15] - This year, Lindsay did themed compliance education around the Olympics. She started by finding the pain points that staff members were experiencing. [4:22] - If we don't offer what the patients need, we are doing them a disservice. It's not about "selling" medication or prevention. [5:54] - Lindsay describes how compliance training became extremely engaging and positively competitive among team members. [8:11] - You can track the forward movement and the impact of compliance. [10:28] - Even with the most engaging and fun techniques, there may be some team members that won't be interested. [13:31] - It's important for team members and clients to understand the "why" behind the "what." [16:34] - The Olympics theme was a huge success. Lindsay shares some of her other ideas for themes that she plans to use in the future. [19:41] - A point system forces team members to communicate. [23:07] - It is exciting to learn that team members are excited for the next themed event. Thank you for listening. Remember you are not in this alone. Visit our website for more resources. Links and Resources: VHMA Web Page VHMA Coronavirus Resources VHMA Facebook VHMA Twitter VHMA on Linkedin | — | ||||||
| 9/18/24 | ![]() Enhancing the Client Experience with Technology | Welcome to today's episode, where we explore the impact of technology and apps on veterinary practices. While new tools often seem like the perfect solution for modernizing operations, it's essential to ask whether they truly benefit our clients or are just shiny distractions. Our guest, Kyle McAllister, a Certified Veterinary Practice Manager from Charleston, South Carolina, has been in the field since 2009 and is known for his willingness to explore new technology. Kyle shares his insights on choosing tech that genuinely improves both client experience and practice efficiency. He emphasizes the importance of thoughtful implementation, measuring success, and communicating with clients to gather valuable feedback. From automation to two-way texting, Kyle discusses the features he finds most beneficial and offers practical advice on trying and implementing new tools with staff buy-in. If you're looking to make informed decisions about technology in your practice, this episode is a great place to start. Show Notes: [2:07] - Technology should have a dual benefit. They should have solutions for both the client and the practice. [3:09] - Automation is something that Kyle looks for in new platforms and apps. [5:28] - When we learn about new technology at conferences and see the demos, we need to ask the questions and think about your demographic. [7:20] - Be open minded, but go with your gut. [8:04] - It is easy to fall behind in this industry when we get too comfortable doing things the same way. [9:30] - Kyle describes how he presents new technology to the team. Be thoughtful about implementation. [12:14] - The audience for practice apps is growing, but apps are not the solution for every client. [15:20] - Kyle discusses ways to measure the success of apps and new technology implementation. [17:58] -Discuss new implementations with trusted clients to see what they think about a new system or experience. You may be surprised by their feedback. [20:18] - Set expectations before and after a new implementation. Push through the discomfort period of change. [22:56] - There are costs to consider with new technology. If you connect it to payroll, you may find the costs lead to more time and efficiency. [25:09] - For the client experience, Kyle's favorite technology feature is two way texting. [27:15] - You can try anything for 90 days. If it isn't working, you can roll it back. Take the time to get staff buy-in before you begin a trial. Thank you for listening. Remember you are not in this alone. Visit our website for more resources. Links and Resources: VHMA Web Page VHMA Coronavirus Resources VHMA Facebook VHMA Twitter VHMA on Linkedin | — | ||||||
| 9/4/24 | ![]() Leadership Tips | Welcome to today's episode of the VHMA Manager to Manager Podcast, where we are diving into leadership tips. Today's guest, Erika Pease, LVT, CVPM, is the Practice Manager of a small private practice and is passionate about leading her team to success. In this episode, Erika shares the best leadership lessons she's learned through trial and error. She'll discuss the challenges of balancing management with true leadership, and the importance of clear communication and team understanding. Erika highlights the value of recognizing team members' strengths, placing them in roles where they can excel, and fostering a collaborative culture. You'll hear about Erika's evolving leadership style, including her insights on delegation and the ongoing importance of mentorship and support. Plus, we'll touch on the significance of self-care and setting boundaries as a leader. Whether you're new to leadership or looking to refine your skills, this episode offers practical tips to help make your journey smoother. Show Notes: [2:06] - Much of the time, the best way to learn has been through trial and error. [3:31] - There are differences between being a manager and being a leader. [5:58] - Help team members see their strengths and place them in roles that leverage those strengths. [8:12] - Erika shares some of the strengths she has noticed in her team and how she uses these strengths to build a successful business. [9:56] - Great leaders are always available and willing to help and guide their team. [11:40] - As leaders, we can see the potential of manager and leadership skills in team members. We can give them tools, resources, and support for growth. [14:37] - Even with her level of experience, Erika still leans on her mentors and resources for support in leadership. [16:51] - It may look like we have it all together all the time, but it is okay to not know what to do and to reach out for support and collaboration. [18:37] - Through our career in leadership, our leadership styles may change. Erika admits that her style changed when she realized the importance of delegation. [21:41] - Making decisions as a team not only helps you as a leader, but also develops a culture of collaboration in the practice. [23:53] - The team values you and respects you more if you are in the trenches with them. [26:34] - Change is necessary and we have to be open to that, even if change makes you and your team uncomfortable. [27:38] - Be an advocate for yourself. Set boundaries and be kind to yourself. Thank you for listening. Remember you are not in this alone. Visit our website for more resources. Links and Resources: VHMA Web Page VHMA Coronavirus Resources VHMA Facebook VHMA Twitter VHMA on Linkedin | — | ||||||
| 8/21/24 | ![]() How to Successfully Say No | Navigating the complexities of the veterinary profession often involves finding a balance between compassion and practicality. Veterinarians and practice managers are known for their kindness, but what happens when saying yes to everyone leads to overcommitment? And, how do you handle the backlash when a necessary "no" is perceived as unhelpful? These challenges are frequently discussed in the VHMA forums, and setting boundaries with clients and employees has become essential. In today's episode, we explore the delicate art of saying no—focusing on how to do so effectively and empathetically with clients, and how to guide employees in doing the same. Our guest, Joan McCue, CVPM, brings her experience as a veterinary practice manager in South Carolina to the conversation. Joan shares insights on the difference between a sharp "no" and a more considered decline, and offers strategies for explaining the reasoning behind a no to ease client concerns. Joan highlights the importance of confidence in delivering a no, and the role of education in helping both clients and staff understand necessary boundaries. Saying no seems final but looking for what we can do is key. Whether it's having staff serve as boundary-keepers for doctors or knowing when it's appropriate to "fire" a client, Joan provides valuable advice for maintaining a balanced and respectful practice environment. Show Notes: [2:43] - There is a difference between a sharp no and a decline to saying yes. [5:26] - Clients don't always understand that there are processes and laws in place that require us to say no to some of their requests. Education is key. [7:09] - Confidence plays a big role in the ability to say no to clients. Joan admits that it has taken a long time for her to build this skill. [8:56] - In some cases, the staff acts as gate-keeper for the doctors, who are generally not as good at saying no to clients. [11:59] - Education around this topic is not only important for clients, but for staff and doctors as well. [13:58] - Joan shares an example of how saying no can cause a hard conversation with a client, but it's important to stay firm to the agreed upon boundaries. [16:50] - We don't know what is going on in someone else's life to cause high emotion. [18:49] - It is a generally accepted business guideline to under-promise and over-deliver. [20:06] - There is a fine line between saying no that manages boundaries and apathy. [24:33] - How can we train staff on when and how to say no to clients? [27:21] - We need to treat all clients equally, with the same amount of empathy and respect. But there are times when it is appropriate to "fire" a client. [28:38] - No doesn't always mean that there's not a solution or answer to a client's question. We must train our team to be willing to search for those solutions. Thank you for listening. Remember you are not in this alone. Visit our website for more resources. Links and Resources: VHMA Web Page VHMA Coronavirus Resources VHMA Facebook VHMA Twitter VHMA on Linkedin | — | ||||||
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