September 2014 



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High Performance Team Culture: Achieving What Others Alone Cannot


A High Performance Team Culture cultivates a positive work environment by fostering clarity, earning trust, sharing of information, stewardship, energizing and inspiring the members to deliver operational excellence and grow the Practice's bottom line. Research shows that employees working in engaging, empowering work climates outperform peers in a less robust environment by as much as 30%.


How should a Practice define the dimensions of a High Performance Team Culture in order to optimize the opportunities for all employees to excel?

  • Alignment to the same goals/purpose

  • Team interests are put above individual self-interest in actions and decisions

  • Collegial, partnering and collaborative work approach

  • Value individual differences and talent diversity

  • Identify barriers and share responsibility for removing barriers

  • Empower your employees as team members to make decisions but they own the accountability to make the results happen as a team

Your Practice will want to nurture employee engagement, build on that loyalty and commitment to promote the Practice throughout an employee's tenure.   If employees are to contribute to the Practice, then they must have a solid understanding of the Practice's mission and values and how these align with the employees' positions. Individual goals, "What is expected of me?", is key in determining  how performance will be managed, measured and reviewed including core competences that are the Practice's values woven into the culture which exemplify how everyone should be 'showing-up' and professional behaving. Employees want to know and be recognized for the value proposition that they bring to the Practice's organization.


What is the work culture and what standards of etiquette govern employees' everyday behavior? Discussing these, and many other written and unwritten rules, is a great way to avoid any misunderstandings and help employees become productive team members. This involves consistently role modeling the 4 C's:

  • Communication

  • Commitment

  • Collaboration

  • Care

But take care and don't let the time and effort that you have spent building your high performance team culture get destroyed - avoid the 5 D's:

  • Disappoint

  • Deceive

  • Disengage

  • Disrespect

  • Demand

So remember, Together Employees Achieve More - TEAM. Make yours a High Performance TEAM Culture.



How Do You Grow Consistent Client Relationships?

Years ago, you may have taken the stance from a baseball movie that said, "If you build it, they will come." Sounded safe years ago when first starting out - build a veterinary hospital, open it, and clients will bring in their pets for your services. However, as the years have gone by, are they still coming? Some of those early newcomers have changed, some no longer have pets, some have moved, some have older pets - many have changed in their needs just as much as their pets have changed. The key to having a profitable, successful business is to keep up on maintaining relationships with existing clients.


It is easier, statistically speaking, to maintain existing clients than to constantly search out new clients to replace departing ones. In order to formulate your practice's client strategy, three areas need to be examined and used when making strategic decisions: understanding what client-driven means to your practice, how you will enhance the client relationship, and what metrics will enable you to monitor your progress.    


Disaster Planning and Awareness 













Veterinarians need to adopt individual disaster management strategies not only to protect the safety of their staff and patients, but to reduce their risk of being driven out of business by a sudden crisis. In the end, explaining all of the possible caveats and provisos of Dr. Smith's situation is a gesture in rhetoric. The point is not in the fine print, but rather in the headline. Disasters are often categorized as such because they are unexpected, but preparations can be made even without a specific danger in mind.


Dr. Kevin Dennison19 formerly of the Colorado State Animal Response Team classified disaster management not as a myriad of plans covering the minutia of every possible problem, but rather as a contingency to face "the elephant in the road." Where did the elephant come from? What is it doing here? Who cares, for as long as there is a plan for unexpected emergencies, an elephant in the road is nothing more than an unusual spin on a common theme. Ultimately it is within the power of the private practitioner to decide how disruptive it will be.


Read our previous published disaster management and planning article for more information.


Click here for Part 1 

Click here for Part 2 

In This Issue

Good News:  

Veterinary Medicine Mobility Act Update


President Obama has signed the Veterinary Medicine Mobility Act into law.  This will allow veterinarians to transport necessary medications outside of their practice to their animal patients.  This is a win for the veterinary profession.

Bad News:

Fairness to Pet

Owners Act


A bill was recently introduced called the Fairness to Pet Owners Act.  This  Act would require Veterinarians to provide a written script for every prescription given to the pet owner regardless if they request it or not.  The Senators who proposed the bill have stated it's purpose is to save pet owners significant amounts of money by allowing them to purchase medications elsewhere.  Veterinarians can often times match prices of pharmacies This Act provides undue burden on veterinarians and their businesses.


To read more about these Acts click here.

 Copyright 2014
2014 - Veterinary Business Advisors, Inc.

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