Leadership, that much touted but imperfectly understood term. In most practices there are team leaders, senior vets, head nurses and practice/business managers but how defined are these roles? What do the titles mean in practice? Are they really providing leadership?
Leadership in veterinary practice terms can have a host meanings and these need to be defined. They will vary from practice to practice depending on how the practice and/or the group is structured overall.
Often people have been promoted into roles with only the broadest change in their job description. So first there needs to be a clear description which needs to include such things as;
– direct lines of reports both in and out.
– fiscal responsibilities, both budgetary and purchasing
– reporting, in what form and to whom
Having a written, detailed road map of what is covered by the role will make expectations and KPI’s clear. Once this is done for each senior/head roll, an overall road map for the practice can be put together.
Perhaps the most often over looked aspect is how each senior/head role meshes with each other. Invariably there are areas of overlap and unless the interrelationship of roles is clearly defined, staff can often get very mixed messages. Confusion leads to frustration and this both subtly and sometimes overtly, transmits to customers.
So you have defined the roles, the level and areas of responsibility but have you coached for leadership? Some people are natural leaders, colleagues gravitate to them and often seek their opinions. This can be both a plus and a minus! Leadership involves strength and the courage to face and deal with difficult situations, not just winning a popularity contest. Nor is about dictatorship and riding rough shod over other’s ideas and opinions. Above all good leaders need to be good communicators, accessible without playing favourites, nor feeling the need to micro manage to assert their authority. Everyone at some point in their career has to have been coached in these areas to truly become a leader. Giving your staff the opportunity of developing into the role with coaching and support, will not only instil loyalty and fulfilment of ambition, but will increase stability of the team.
There is a monetary cost to this but it will pay back in increased efficiency and customer satisfaction. We have all walked in to some clinics and immediately notice an indefinable something that makes the clinic a warm, reassuring place to be. Appointments flow, stress levels are low, lost time due to illness and absenteeism are low, staff build relationships with customers. You can be sure that the clinics with this atmosphere have good leadership somewhere.
So you have senior and head roles – but does your practice have leadership?
