Author: Mike Pownall

What would make managing a veterinary practice in 2023 easier than it was 2022? Between running my own practices and helping others with theirs this has been a question I have been asking myself constantly. I guess what I am looking for is a 2023 veterinary practice management wish list.

The first is have less people get sick. Recent weeks have been brutal staffing practices with so many people off sick, getting sick again or staying home caring for sick family members. Covid keeps reminding us it isn’t gone yet and all the other viruses we kept at bay by wearing masks and keeping our distance are wanting some attention too.

Less inflation with lower interest rates would be my next wish. I’m not so worried about the impact of them on the day-to-day operations of our practices, but it is really affecting those that work with us, especially in urban areas where the cost of housing makes renting or recent mortgages so expensive. The strain on our staff is worrying when the price of a head of lettuce makes having a simple salad an extravagant treat.

Finally, I wish that some clients would remember their manners and what it takes to be par of a civil society. It is so upsetting that after all the messaging about the high veterinary suicide rate and vets and support staff leaving the profession some people still act like ogres. I’m tired of firing clients to protect my staff, but I’m glad our practices act to protect our staff at the expense of a little extra revenue. Staff comes first.

Some of the above we can’t control, so the best we can do is support our staff. Pay them as well as we can, don’t expect them to work when sick and not tolerating nasty clients can go a long way in taking the edge off of some of the larger challenges we face.

Here is to great health and happiness in 2023.

2022 has been called the year of The Shrinking Veterinary Practice. I don’t know one practice owner who hasn’t complained about losing a veterinarian or key support staff this year.

When we meet at veterinary conferences or meetings, we lament that we cannot attract new staff while wishing more of our veterinary colleges would quickly increase enrollment.

Rarely, do we step back and accept that while we have a problem attracting people to the veterinary profession, our bigger challenge is that we have a retention problem.

If we didn’t lose people, we wouldn’t need to replace them. Consider it a somewhat preventable disease.

So how do we prevent people leaving our practices?

The answer is simple, the challenge is getting there.

We need to create a business culture that encourages high employee engagement and develops emotional commitment. Employees with these traits go the extra mile and take ownership.  They are no longer a number and feel the success of the practice is their own.

How do we do this? Develop internal customer service.  Our employees become our first customer.  We bend over backwards to take care of our pet owner clients, and our employees should be given the same consideration.

Just like we have loyal clients that return year by year and tell their friends and family about our amazing veterinary practice that takes such great care of them and their pets, we should try to cultivate the same goodwill with our staff.

Loyal clients visit often and brag about the amazing service they receive from your practice.  We should try to cultivate the same goodwill with our staff. Employees come first. Without them we don’t have a business. Without them we can’t take care of our clients and their pets.

If your staff are happy and engaged, they will go the extra mile.  This sense of ownership develops loyalty, and it will take a lot for them to think of leaving.