VHMA Manager to Manager – Details, episodes & analysis

Listen in this week as I sit down with Michelle Gienger, a seasoned practice manager at Village Veterinary Hospital, to talk all about the art of conducting effective employee surveys. Michelle shares her insights into how to gather valuable feedback from both vocal and reserved team members as well as how to implement that data without letting emotions get in the way.

Michelle highlights the importance of building trust and creating a safe environment for employees to share their thoughts and ideas, explaining that she has found success in using a combination of anonymous surveys, live polls during staff meetings, and one-on-one conversations to get a well-rounded understanding of her team's needs and concerns. By introducing surveys gradually and making it clear that feedback will lead to actual change, Michelle has been able to overcome the initial hesitation some employees feel about speaking up, and she has learned the value of letting the team own the solutions rather than just presenting them with her own ideas.

Balancing the serious, problem-solving surveys with more lighthearted, fun questions has helped keep Michelle's team engaged and invested in the process, and she stresses the importance of showing your human side as a manager - acknowledging your own mistakes and struggles, and using that vulnerability to connect with your staff, so whether you are managing a small team or a large organization, Michelle's insights offer a roadmap for creating a work environment with open communication and collaborative problem-solving. Enjoy my conversation with Michelle Gienger!

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[1:56] - Hear how Michelle Gienger struggled to design surveys that resulted in input from both talkative and quiet staff members.
[3:18] - Michelle reveals that she uses anonymous polls and fun questions to earn staff trust and honest feedback.
[5:20] - Announcing surveys ahead of time helps improve participation and helps staff feel comfortable with openly sharing.
[8:56] - Beginning with lighthearted surveys built trust for Michelle's team, resulting in deeper collaboration and problem-solving.
[11:52] - Empowering staff to contribute ideas can lead to autonomy and teamwork via fun, balanced topics.
[13:13] - Michelle explains how live polls changed meetings into interactive spaces where staff feels heard and valued.
[16:54] - Michelle stresses showing vulnerability and reflection so that staff sees her as a human leader.
[17:43] - It's so important to take time to process feedback calmly and discuss issues with a mutual understanding.
[20:29] - Learn why Michelle values follow-up conversations.
[21:31] - Hear why Michelle prefers in-person talks for serious matters to convey tone, empathy, and authenticity.
[24:01] - Hear how Michelle makes a point to engage quiet employees so that they feel seen and valued.
[27:16] - Michelle reminds leaders that being authentic and owning mistakes earns respect and teaches resilience.

Thank you for listening. Remember you are not in this alone. Visit our website for more resources.

• VHMA Web Page
• VHMA Coronavirus Resources
• VHMA Facebook
• VHMA Twitter
• VHMA on Linkedin
• Michelle Gienger on LinkedIn
• Village Veterinary Hospital, P.C. Web Page
• Village Veterinary Hospital, P.C. on LinkedIn

Join me for this episode as I happily welcome Talia Lucernoni CVPM, SHRM-CP at Vetcor. Talia shares how she set up a phase-and-tier training program for both new and existing employees, explaining how when she first joined a clinic that was in the middle of a transition, she noticed a lot of role confusion and no clear guidelines on what different staff members were actually allowed to do. To fix this, she teamed up with the current leads to define job roles and skill levels—from VA levels 1 through 3 and into tech positions, making sure that the program covered both hard skills such as placing IV catheters and soft skills such as communication and advocating for clients.

Hear how, for long-term staff, Talia put extra focus on their strengths and passions, shaping roles that matched what they loved most - whether that was nutrition, surgery, or managing the surgical schedule. With that approach, she was able to give veteran staff new titles and responsibilities that worked well for the clinic while also keeping them fulfilled!

Her advice to other managers is to keep the tier system flexible so that it can adapt as technology and workflows change. She also encourages always keeping communication clear around expectations and career growth. At the end of the day, Talia's approach is about setting standards, opening up growth opportunities, and making sure experienced staff stay engaged and challenged. I hope that you enjoy my conversation with Talia Lucernoni!

This episode is brought to you by Pyxis Pro. Pyxis Pro is the simple way to manage training for your vet practice. Create courses with quizzes, videos, and a built-in content library. Schedule your free demo today at PyxisPro.com!

[2:26] - Hear how Talia has revamped roles at a transitioning clinic by defining skills, tiers, and individual goals.
[5:29] - Talia highlighted soft skills, added time requirements, and slowed eager assistants to prevent mistakes.
[7:24] - I worry that tiered training might stifle long-term employees' growth while onboarding new staff.
[9:51] - Talia engages veteran techs by aligning tasks with personal passions.
[12:01] - Hear how I created specialized titles for orthopedic staff but still struggle to motivate some remaining technicians.
[15:17] - Talia suggests reframing tiers, using self-assessments, and clear paths to minimize staff disappointment.
[17:41] - Talia promoted a longtime front desk staffer, structured onboarding, and stressed soft skills in training.
[20:29] - I share having motivated a technician with clear project goals, leading to improved performance and attitude.
[23:46] - Talia explains how she keeps training tiers flexible, updating tasks and adjusting expectations to fit changing needs.
[26:54] - Staying grounded in your goals and customizing templates helps ensure effective, non-cookie-cutter growth pathways.

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
• Talia Lucernoni CVPM, SHRM-CP on LinkedIn
• Vetcor Web Page
• Vetcor on LinkedIn

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!

[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.

• VHMA Web Page

• VHMA Coronavirus Resources

• VHMA Facebook

• VHMA Twitter

• VHMA 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.

[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.

• VHMA Web Page

• VHMA Coronavirus Resources

• VHMA Facebook

• VHMA Twitter

• VHMA on Linkedin

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.

[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.

• 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.

[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.

• VHMA Web Page

• VHMA Coronavirus Resources

• VHMA Facebook

• VHMA Twitter

• VHMA on Linkedin

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.

[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.

• 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.

[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.

• VHMA Web Page

• VHMA Coronavirus Resources

• VHMA Facebook

• VHMA Twitter

• VHMA on Linkedin

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.

[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.

• 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.

[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.

• VHMA Web Page

• VHMA Coronavirus Resources

• VHMA Facebook

• VHMA Twitter

• VHMA on Linkedin