{"id":77784,"date":"2025-06-01T00:00:01","date_gmt":"2025-06-01T04:00:01","guid":{"rendered":"https:\/\/todaysveterinarybusiness.com\/?p=77784"},"modified":"2025-05-14T14:13:48","modified_gmt":"2025-05-14T18:13:48","slug":"toxic-boss-opening-shots-0625","status":"publish","type":"post","link":"https:\/\/navc.sitepreview.app\/todaysveterinarybusiness.com\/toxic-boss-opening-shots-0625\/","title":{"rendered":"Q&A: Loose Lips, Toxic Bosses and Family Matters"},"content":{"rendered":"

Q: I\u2019ve worked at the same clinic since I graduated from veterinary school eight years ago. I love my job, and my boss has always treated me well. I thought I was fairly compensated, but then we hired a new grad. She slipped up and told me her starting salary, which is slightly below mine. To be honest, I feel disrespected. Should I confront my boss, demand a raise or look for another job?\u00a0 <\/strong><\/p>\n

A: The gap between veterinarians\u2019 starting and maximum salaries has been closing. I first described the trend in the early 2000s when I examined consolidated industries as part of a profession-wide study. I discovered that corporations shifted their compensation models as they purchased independent pharmacies and optometry offices. The corporations captured a generation of professionals mainly by offering significantly better salaries and benefits, even at an initial loss. By the time the salary cap was hit a few years later, the individual was less likely to make a risky change. Sound familiar?<\/p>\n

My first response to you is that this strategy might be the new normal. It sounds like you\u2019re at an independent practice where the owner did what was needed to hire a new veterinarian but didn\u2019t consider the unintended consequences for you.<\/p>\n

Determining the top salary for every position is a struggle in any business. Whether or not you\u2019re getting close to that ceiling requires a bit of sleuthing and financial analysis by the practice owner<\/a>. In uncertain economic times, those projections can be tricky.<\/p>\n

You should talk about it with your boss. The challenge for you is not to sound confrontational or ungrateful or betray your new colleague. I advise focusing on your contributions to the practice regarding revenue generation, leadership, reliability and clientele. You\u2019ve built a valuable portfolio and should be fairly compensated. I wouldn\u2019t mention the other doctor\u2019s salary unless your practice has pay transparency. Ultimately, this is about you, not your colleague.<\/p>\n

Demonstrate to the practice owner how a pay change can benefit both of you. If you\u2019re not on a production-bonus or profit-sharing program, float ideas backed by your research. Carefully evaluate any possibilities to increase your pretax benefits. Ask your accountant about creative ways to improve your nonwage compensation. Finally, would you be happier with more free time? That could be a powerful compromise for you and your boss if you can justify working less while maintaining the same production.<\/p>\n

How your boss responds to the conversation will probably determine your long-term commitment. Hopefully, your issues and ideas will be respectfully considered, and you and your boss will reach a mutually beneficial resolution. If not, you should consider whether you will feel appreciated and valued in three to five more years if nothing changes. Don\u2019t be afraid to tell your boss you feel undervalued as long as you can back it up with data. Keep your arguments centered on business principles, not personal issues.<\/p>\n

Finally, here\u2019s a reality check: What veterinary professionals earn has a practical limit, one shaped by the number of patients they can see and what clients can afford. Recognizing the economic framework we\u2019re working within helps us advocate more effectively for ourselves and the profession. That\u2019s not an excuse to pay less but rather an acknowledgment of a feature \u2014 and constraint \u2014 of capitalism.<\/p>\n

Meanwhile, independent practices must better manage their finances and run profitable enterprises to pay their staff fairly and competitively. Far too many veterinary professionals remain underpaid, leaving corporations with an easy win. The compression between starting and top salaries might feel like the new normal, but that doesn\u2019t mean we stop pushing. There\u2019s still room to grow and raise the ceiling.<\/p>\n

Q: The practice manager and I disagree on whether the clinic owner is a toxic boss. While I am the head veterinary technician<\/a>, the owner micromanages my team and criticizes me frequently. The practice manager says that although the owner is demanding, she sets reasonable expectations and holds herself ultimately responsible. Who\u2019s right, and how can you tell if your boss is toxic? <\/strong><\/p>\n

A: Let\u2019s distinguish between dismissive, frustrating, even annoying bosses and truly toxic leaders. While I can\u2019t settle the debate, I can offer several warning signs of toxic employers:<\/p>\n