Q: A long-time employee of mine is overpaid and has a lot of bad habits. This person is physically unable to do certain jobs and is unwilling to try others, like receptionist work. Complicating things, she is close friends with my associate veterinarian, who might leave if she goes. Even discussing the issue with her could worsen the situation. I feel like a hostage in my practice. How should I handle the problem?
A: I’ll start by reminding you that you own the business. Twenty years ago, I faced a similar scenario, leading me to advise practice owners that “I’d rather be short-handed in staff than heavy-handed by them.” I understand your frustrations and fears, but you’re not a prisoner. You hold the keys.
I’m guessing your biggest worry is losing the associate veterinarian. However, hanging on to the underperforming employee without trying to improve her effort and attitude could lead her co-workers to do the same thing.
The first step is to evaluate your practice’s performance evaluation protocol. Ensure that all roles have clear job descriptions and expectations. This approach provides an objective basis for evaluating employee performance, determining wage increases and justifying job reassignments. I’m not suggesting this step will fix your problem employee, but it will help you avoid the situation in the future.
Next, offer training or support to help her justify her salary. If she struggles with specific responsibilities, provide her with additional instruction to help her improve. If she refuses to accept other tasks or rejects performance feedback and continues to perform poorly, find another suitable role for her or hire someone worth the wage.
Finally, while I know you’re hesitant, you must speak candidly with her. I also suggest speaking privately with the associate veterinarian to explain how the situation affects the team and medical care. Hopefully, the doctor values your leadership and the team culture enough to help solve the dilemma. Such an approach isn’t easy, but a boss can’t fear discussing work issues with an employee.
Valuing long-term employees is crucial, but maintaining a fair and productive work environment for all staff members is equally important. Research shows that addressing performance issues promptly and fairly can improve overall team morale and productivity. I can attest to the positive impacts of removing problem team members.
If you decide that parting ways with the employee is best for your team, follow all legal requirements and document the process carefully. This step includes giving proper notice, paying any applicable severance and conducting an exit interview.
Ultimately, your primary responsibility as a practice owner is to ensure the health and sustainability of your business. While personal relationships are important, they shouldn’t compromise a practice’s overall performance and fairness to other employees.
By approaching the situation with empathy, clear communication and a focus on objective performance metrics, you can navigate the challenge while minimizing the negative impacts on your practice.
Now, unlock those chains!
Q: I have a relief veterinarian who operates an in-home euthanasia and acupuncture business. Recently, she solicited one of our clients directly. Should I ask her to stop? Should I inform clients about other in-home euthanasia services in our area? How should I proceed without losing my relief veterinarian?
A: Your question boils down to “Should I offer those services, too?” If you don’t, you risk losing clients when you refer them to another clinic.
Talk to the relief veterinarian and establish boundaries. If you’re irked that she solicited an in-home euthanasia without consulting you, discuss it. She probably didn’t see a conflict. In addition, collaborate on a suitable solution for recommending euthanasia services through her business, and develop a staff training and client communication plan. The worst-case scenario is it doesn’t work out and you return to your current relief arrangement. Chances are the referrals to her will be infrequent and won’t impact your practice significantly.
Finding reliable relief help can be challenging, so you might wish to fortify the relationship with her and not jeopardize it by asking for a referral fee or placing limitations on the doctor’s “other job.” I don’t see a downside if her side business doesn’t interfere with her ability to work relief shifts.
The other option is to start in-home euthanasia services, though they might be tough to schedule if your clinic is small. If you begin competing with her, be prepared for her to choose not to work for you anymore. It’s not personal; it’s business.
Finding a way to provide these services, either yourself or by referral, will ultimately benefit your business and patient care. No matter how you proceed, address the issue diplomatically while protecting your practice’s interests and maintaining a positive relationship with the doctor.
Q: I’m frustrated with my staff’s bare-minimum attitude. I asked my head technician to assemble a few office chairs during downtime but got pushback. I’d be happy with 80% effort these days. How can I motivate my team to go above and beyond without burning myself out?
A: As a practice owner, you’re not alone in trying to encourage your team to exceed the “bare minimum.” Workplaces have changed, mainly for the better, but quiet quitting is a persistent trend. The great news is you can help by becoming a better leader.
The first thing to understand is your professional staff might balk at assembling office chairs because that’s not why they took their jobs. I’m a fan of allowing volunteers to complete chores or leave early during slow times, but I typically think about having employees work on neglected veterinary tasks first. While you and I, as business owners, might not see a difference between building chairs and cleaning dental equipment, our employees do, and that’s OK.
Another consideration is whether you’re judging your team fairly. I’m not sure I agree if your goal of “80% effort” includes non-veterinary duties. My guess is that your employees are as frustrated as you because they prefer doing veterinary work.
Business owners usually have a higher effort threshold than the paid help. You’ll always give the additional grind that no one else can or will. That’s OK, too. Just ensure that you’re level-set with your expectations before you judge your team too harshly.
You should expect more than the bare minimum from your staff. The following tips might help you.
- Lead by example: Demonstrate the work ethic and pride you expect from your team. Share your experiences and explain how hard work helped you achieve your goals.
- Clear communication: Explain the importance of everyone’s role in the clinic’s success and how extra effort impacts the team and patients. Make sure your employees understand what you expect of them.
- Recognition: Acknowledge and reward staff members who go above and beyond. This act can be as simple as a public “thank you” or a payday bonus.
- Autonomy and ownership: Give staff members ownership of specific tasks or projects, allowing them to make decisions and take satisfaction in their work.
- Feedback: Regularly provide constructive feedback and training to help staff members improve and grow.