BUSINESS OF PRACTICE: MANAGING ACCOUNTS RECEIVABLE


quiry. This is defined as “purposeful probing to learn more about an issue, citation, or person.”7 Developing a genuine interest and concern in other people’s responses to a question is an imperative start to the formation of psychological safety. It is human nature to assume that one has a good sense of the organiza- tion, when in fact, the realities faced by employees are often very different than those of the management team. Cultivating team collaboration encourages a broader perspective for all. A powerful question gener- ates deeper curiosity and invites creativity while channeling attention and forward progress. The final characteristic of an inclusive leader is the


actionable behaviors that are continuously demon- strated and reinforced by leaders. A key tool used by inclusive leaders is proactive in-


“Ihear that you’re feeling really frustrated about Client X always calling your cell phone after hours. We havemade her aware of our emergency line pol- icy. Do you have any ideas on thingswe could say to her to ease the pressure she puts on you?”


3. Be inclusive in interpersonal settings *


A practice owner must be available and approachable. They could make specificoffice hours where drop-in visits are encouraged, or they couldset asidetimetomeet with employ- ees individually.


*


ability to admit fallibility. By personally demonstrat- ing vulnerability, admitting that mistakes are a part of innovation, the team is then allowed to have an open discussion regarding trials and failure. “Alearn- ing mindset, which blends humility and curiosity” diminishes the risk of being the boss who thinks they know it all.7 By destigmatizing failure and reframing it as a way to learn and improve performance, leaders areabletoshowemployees that theorganization’s values are upheld while still focusing on personal and professional improvement. Google’s re: Work platform offers a concise sum-


mary of additional ways to foster psychological safety within your team.14 Included are veterinary examples beloweach idea.


1. Demonstrate engagement *


During weekly team meetings, a practice owner would be fully present and focused on the team’s discussion. They would ask follow-up questions, offer input, and be interactive to demonstrate that they are truly listening to any concerns that are brought up during themeeting.


“It makes total sense that you’re struggling with getting Coggin’s test submissions completed since we are down a team member in the lab. Instead of waiting until the end of the day to start processing the bloodwork like we’ve always done, perhaps you could start entering them as soon as they are dropped off by the different veterinarians.”


2. Show understanding *


When a problem is brought to a veterinarian’s attention (owner hears from associate vet or as- sociate vet hears from technician), the veteri- narian recaps what they’ve just heard, validates that they understand how that issue could be causing negative feelings, and asks questions about howto help the personmove forward.


A veterinarian could also share information about how to best communicate with them: “I do really well with email but have a hard time processing face-to-face meetingswithout a little bit of prep.”


*


Expressing gratitude for the team’scontribu- tions is also crucial during group gatherings. Take this time to be specificand encourage others to share theirwins aswell.


4. Be inclusive in decision-making *


A practice owner has been approached by a pharmaceutical rep with a great deal on a new vaccine product. It would require changing the practice’s current protocols and reminder sys- tems. The owner solicits input from the veteri- narians about how hard the protocol change will be for them in the field and also asks the front office staffifthey have time to go through the entire patient list to change the reminder statuses. The owner would then take into account the cost savings as well as the effect on all of their employees before making a final de- cision.


5. Show confidence and conviction without appearing inflexible


*


During a clinic-wide staff meeting, the practice owner and practice manager thank everyone for the effort that was made on a recent social media campaign that was launched to generate new business for the newly built hospital. They admit that while much effort went into this idea, no change has been seen in the number of referral cases over the past two months. The management reassures everyone that business is doing well but they are still pursuing other ways in which to involve the local veterinar- ians. Being vulnerable enough to admit that this particular social media idea was not suc- cessful leads to an opportunity for the team to


AAEP PROCEEDINGS / Vol. 68 / 2022 115


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