Q: I asked about having a four-day workweek and was told, “That’s not how vet med works.” Will small clinics ever offer flexible scheduling?
A: “That’s not how we do things around here” sounds like the old rallying cry of exhausted practice managers and owners everywhere. I get that flex time seems like a luxury they can’t afford. After all, they’re overwhelmed juggling appointments, staff shortages and surprise walk-ins. However, here’s the truth: If we want to keep the next generation of veterinary professionals, we must rethink “normal.”
A four-day workweek might sound radical to some in veterinary medicine, but it’s established in many human health care settings. Some veterinary hospitals offer it by shifting to extended workdays (10 hours), reducing nonessential appointments on certain days or times (think urgent care hours) or staggering staff to ensure coverage is always available.
In your case, start small. Poll team members anonymously. What would a flexible schedule look like to them? Instead of four 10-hour days, perhaps it’s rotating long weekends, having a say in daily or weekly schedules, or protecting time to complete patient records, run quality controls and perform callbacks. Simply asking the question shows your leadership and interest in improving the staff’s well-being.
Next, try a pilot schedule for six weeks. Rather than overhaul everything, carve out one flexible day per person, if possible. Evaluate the impact on revenue, appointments and (most importantly) morale. You might find that happier, more rested staff are more likely to stick around longer. That’s worth its weight in turnover costs.
Also, don’t underestimate the power of predictable flexibility. One of the biggest stressors in veterinary medicine is not knowing what your schedule will be from week to week. Even small changes, like posting monthly schedules in advance, blocking catch-up time or allowing partial remote work, can be huge.
The bottom line is this: Flexibility isn’t about giving up control. It’s about giving your people some control so that they don’t leave to find it elsewhere.
Trust me, no one on your team wants a four-day workweek because of the need for more hammock time and mai tais. But giving someone a Friday off every few weeks? That might be what keeps them in the building.
Q: My boss wants to try an AI note-taking tool, but I’m worried it would mean more cleanup work for me. Can AI actually help?
A: Welcome to the future, where a chatbot schedules your appointments and an app drafts your SOAP notes.
Your first thought is: “Will the technology make my life easier or give me more to fix at 9 p.m.?” I respect the hesitation. In theory, AI sounds amazing. In practice? Well, if your current software freezes every time someone clicks “print,” getting excited about machine learning is difficult.
But here’s the thing: AI in veterinary medicine can and will help. It will not replace you or dehumanize patient care, but it will help, especially with some of the mundane and time-consuming tasks, such as medical recordkeeping. The trick is to start small, test wisely and keep it team-centered.
Let’s talk SOAP notes. Some AI tools can transcribe and summarize your client conversations, saving you hours of end-of-day typing. That’s the dream, right? But here’s the real-world version: Those systems still need your eyes. They won’t know your clinic’s lingo, your tone or that your “probable pancreatitis” is a regular patient who eats socks.
Start by trialing AI during low-risk wellness visits, where cleanup is minimal and the return on investment is real. Politely tell your boss that you’re happy to try the tools but will need time to train and tweak them, not just tack them onto your already overbooked Friday. Make AI part of your workflow, not a side hustle.
Second, preserve the client communication connection, particularly in the exam room. Use AI to free up time to connect more, not less, with people. Less computer typing time means more eye contact, empathy and actual medicine.
And finally, involve the whole team. Your technicians, receptionists and managers might benefit just as much from automated scheduling, inventory alerts, client reminders and follow-up templates. AI isn’t just a veterinarian tool. It’s also a veterinary team tool.
Artificial intelligence isn’t here to replace you. It’s here to help you reclaim your time, sanity and maybe that mythical lunch break. Try it. Train it. Tweak it. Use the technology to work smarter, not longer.
Q: All I hear these days are complaints about veterinary costs and the inability of pet owners to pay for care. I’m tired of choosing between doing what’s right for the pet and what the client can afford. How do I make peace with these decisions?
A: The hard truth is this: Financial limitations are the unwelcome third party in almost every veterinary appointment. But here’s the good news: You can still practice great medicine, ethically and compassionately, when budgets are tight. The key is structure, boundaries and communication.
First, make peace with the fact that you can’t save or provide ideal treatment to every patient. What you can do is have gold-standard, mid-tier and basic treatment plans ready to go. Make “Plan B” and “Plan C” conversations part of your practice’s training and daily huddles. That way, team members won’t freeze when a client says, “I can’t afford that.”
Second, set boundaries. You’re allowed to say, “This is the best care that meets your budget,” and mean it without guilt. Don’t let fee discounts become your default. It’s noble to help when you can, but it’s not sustainable if the response burns out your team, tanks your revenue or sets expectations that every case comes with a coupon.
Third, get creative. Offer payment options through external financing services. Partner with local animal rescues or nonprofits for emergency support. Start a good Samaritan fund that clients can donate to. I’ve personally raised thousands that way, and many clients love the opportunity to pay it forward.
Finally, document everything. The nagging “Did I do the right thing?” feeling gets a little quieter when you’ve clearly outlined the options, had honest discussions and strategized with the client.
Remember that your job is to offer the best care you can. Your client’s job is to decide what they will (or will not) do. Compassion isn’t about doing everything; it’s about doing your best with what you have.