{"id":21600,"date":"2022-04-01T21:50:58","date_gmt":"2022-04-01T21:50:58","guid":{"rendered":"https:\/\/todaysveterinarybusiness.com\/?p=21600"},"modified":"2025-09-10T20:34:41","modified_gmt":"2025-09-11T00:34:41","slug":"opening-shots-workaholic","status":"publish","type":"post","link":"https:\/\/navc.sitepreview.app\/todaysveterinarybusiness.com\/opening-shots-workaholic\/","title":{"rendered":"Q&A: Workaholics, Responsibilities and Doctor Duties"},"content":{"rendered":"

Q: I hear how younger veterinarians don\u2019t want to work long hours, but I have the opposite problem: One of my new veterinarians won\u2019t leave! I\u2019ve politely mentioned that I\u2019m worried she\u2019ll burn out \u2014 she graduated two years ago \u2014 but she says she\u2019s fine. Her production is about average and she\u2019s paid a salary, so she\u2019s not making additional money. Do I write her up, cut her hours (and maybe pay) or ignore the issue?<\/strong><\/p>\n

A: The \u201cFirst Five Flameout\u201d is real. That\u2019s what I call the new-grad, five-year workaholic sprint that often accelerates mental and physical challenges later in life. Practice leaders need to be sensitive to the phenomenon and do their best to preserve employee health and well-being over the long haul. Being a veterinarian is a marathon, and those with more experience need to help pace the new crew.<\/p>\n

First, make sure her caseload<\/a> is appropriate given her capabilities. You said her production is \u201cabout average,\u201d but the average of what? A new grad is often slower and more methodical, and everything just takes longer compared to those of us with more years to our credit. You might need to adjust her appointments or responsibilities if she\u2019s struggling to complete her normal work during regular hours.<\/p>\n

Second, offer gentle nudges throughout the day to keep her on track. Many new grads are easily distracted and eager to help, often derailing their schedule.<\/p>\n

I wouldn\u2019t reduce her hours or issue a formal reprimand unless things deteriorate. She\u2019s trying to make sense of veterinary medicine, and perhaps she needs a more explicit explanation of how long hours might extract a heavy toll on her future.<\/p>\n

Finally, it\u2019s important to note that when she stays late, subtle pressure is put on others to stick around, too. I\u2019ve seen many excellent veterinary technicians and managers \u201crace to be last\u201d in a misguided effort to be viewed by leadership as \u201cmost dedicated\u201d or \u201chardest working.\u201d They end up in a dash to the drain that is unsustainable and destructive.<\/p>\n

Because she\u2019s relatively inexperienced and eager, you have a chance to change her life for the better. I applaud you for your concern and wish that more practice owners and managers would douse the First Five Flameout.<\/p>\n

Q: We hired an associate veterinarian to help manage our growing team. The practice owner was upfront with her about the requirement to supervise the treatment team, and she claimed she was comfortable overseeing support staff. The problem is that every time we try to discuss an employee\u2019s failings, she tells us she\u2019s \u201cuncomfortable talking\u201d about her co-workers, much less confronting a team member who needs to improve. I\u2019ve tried to talk to her about this many times, but I\u2019m not making any progress. As a result, the practice owner is getting frustrated, and I\u2019m struggling to continue growing our practice and manage the entire team. How can I help this veterinarian become a better manager?<\/strong><\/p>\n

A: Managing others is like creating a human tapestry woven from aspiration, inspiration, education and evaluation. The weaver must have a design clearly in mind, and the threads must be constantly adjusted and aligned. The best artisans adapt to broken yarns, short spools and painful pinpricks while still producing beautiful art.<\/p>\n

As you ponder that management metaphor, consider that not everyone is meant to sit at the loom. Explain to the associate veterinarian why the leadership team must respectfully discuss employee shortcomings and provide actionable performance feedback. I suggest the two of you role-play an employee review or intervention so that she learns communication pointers.<\/p>\n

Managers and leaders must have honest and courteous conversations about their teams to improve productivity<\/a>, maintain morale and elevate each other. Ultimately, you can teach her only so much about management and leadership; the associate has to do the rest. I advise having another direct conversation about the issue, giving her a reasonable timeline and pathway for progression, and seeing what happens. Accept that the responsibility might not be her strength at this time, so prepare an alternative. After all, you\u2019ve proven that you\u2019re a wonderful weaver.<\/p>\n

Q: Our extremely busy practice added a veterinarian who came from an internship<\/a> at a well-respected university. She seems to know her medicine, but her work attitude needs improvement. Lately, when asked to restrain a patient, get a fecal sample or pick poop off the floor, she rolls her eyes and tells the staff things like, \u201cThis is a huge waste of my training!\u201d She flatly refused to pitch in and help a few times, citing \u201cdoctor duties.\u201d Of course, this rankles the employees responsible for those tasks, and I feel it\u2019s demeaning to the team. How can I convince this veterinarian that vets sometimes have to do non-vet things?<\/strong><\/p>\n

A: As you correctly surmised, such an attitude displayed by any team member can be destructive to workplace harmony and undermine unity. It\u2019s time for a forthright discussion about working together. Start by critically evaluating the context of the conflicts. There\u2019s a chance the new hire could be correct and might truly have had \u201cdoctor duties\u201d that needed her attention. Her priority should always be on veterinarian-specific tasks, so some misunderstanding or miscommunication might be occurring. Give her the benefit of the doubt until you can accurately assess what\u2019s going on.<\/p>\n

Assuming she\u2019s protesting or refusing to help when she\u2019s genuinely needed, you need to let her know how she\u2019s coming across to the team. Most folks don\u2019t want to be viewed negatively by their peers, and she might not be aware of how her reactions affect others. Hopefully, a jolt of self-awareness will tilt her toward good behavior and teamwork. Sometimes, knowing how you\u2019re perceived is all it takes to recalibrate one\u2019s thinking.<\/p>\n

Assure her that the tasks you mentioned aren\u2019t beneath a veterinarian or anyone else in the clinic. This is about patient care, and sometimes everyone has to pick up poop, regardless of the job title or credentials.<\/p>\n

Set a timeline for correction, and check in regularly. Such an approach will play out either with a positive change or a resignation or termination. Let\u2019s hope she fulfills her doctor duties and does the right thing.<\/p>\n","protected":false},"excerpt":{"rendered":"

Opening Shots columnist Dr.<\/p>\n","protected":false},"author":42,"featured_media":21601,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"iawp_total_views":0,"footnotes":""},"categories":[360],"tags":[],"class_list":["post-21600","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-april-may-2022","column-opening-shots","clinical_topics-personal-wellness","clinical_topics-practice-management"],"acf":{"hide_sidebar":false,"hide_sidebar_ad":false,"hide_all_ads":false},"yoast_head":"\nQ&A: Workaholics, Responsibilities and Doctor Duties | Today's Veterinary Business<\/title>\n<meta name=\"description\" content=\"Practice leaders need to be sensitive to the new-grad workaholic sprint. 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