VHMA Manager to Manager

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

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

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

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

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

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

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

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