WELLNESS


AAEP News January 2020 IX


Improve practice culture and management with workplace wellbeing certification By Rob Franklin, DVM, DACVIM


Dr. Rob Franklin


Managing people is tough, even more so when you are highly stressed and physically depleted after long hours of hard work. Managing our own care along with that of our patients and our team can often become an out of touch goal. As practitioners, we’re constantly challenged by a wide range of non-veterinary issues that, quite honestly, we are ill-prepared to handle. We


need simple, straightforward tools that provide both per- spective and resources to handle these issues, care for ourselves and keep life flowing Kumbaya style.


Let’s consider a few examples of problems we deal with in our profession:


First, we have a practice that needs caring for. There are people working with and for us who rely on us to steward a safe, fulfilling and, hopefully, enjoyable work environment. The practice culture that we develop can only come from a top-down leadership approach where we identify key attributes that everyone agrees are important, and then we walk those out day in and day out. Culture development is a constant process that requires foresight and a modicum of persistent energy. There is a certain level of self-care needed to make sure we are contributing in a positive manner and not being irritable, unhealthy, sad, mad, depressed or burned-out, any of which will ruin any attempt to build good company culture. Remember, if the cabin experiences a loss of pressure and the oxygen mask is deployed, you must put your own mask on first before attempting to help those around you. Company culture is one of the most important ways to attract and retain key employees and team members; it also allows practice owners to enjoy their own workplaces.


Second, consider how we provide feedback to our team or even how we receive it from our clients. Feedback is vital to personal wellbeing and company culture. We all need to know how we are doing—it is the same reason we call our clients to enquire about how their horse is doing after we treat it. Did we make the correct diagnosis? Did we prescribe the correct treatment? Did we show compassion when dealing with their animal? We rely on this feedback to adjust our future visits and


assessments of similar cases. We also must be adequately prepared to accept feedback from our clients, especially when things don’t follow an expected course. Our team members also crave feedback—and not the kind that comes from the silent treatment or throwing instruments across the operating room. Giving effective feedback lets them know they are safe and cared for by their team leader, regardless of their performance. There happens to be an entire art to asking for, receiving and giving feedback, and doing it the right way is as important as doing it at all.


Third, conflicts arise in practice, even among the happiest of teams and with the best of clients. We can address the conflict in a professional manner that builds trust or in a destruc- tive manner that costs us valuable relationships. Part of conflict resolution is establishing effective boundaries on what we will or will not do for others. Unclear boundaries allow others to infringe on our sanctuary zones and cause us to become emotionally upset or physically spent. Learning to set boundaries, say “no” and handle conflicts well can be some of the most powerful skills you can master.


Company culture is one of the most important ways to attract and retain key employees and team members; it also allows practice owners to enjoy their own workplaces.


Fourth, suicide rates in our profession are obscene. We’ve heard of colleagues—and sometimes friends and family— ending their lives, and we feel helpless. What can we do to help those facing such desperation and hopelessness? Everyone needs basic CPR-type skills to know how to interact with someone contemplating suicide. This involves more than referring them to a telephone hotline.


Finally, our profession and the world have become more diverse and we need to understand how to operate appropriately in this new landscape. Whether it is race, religion, gender or any other “difference,” it is imperative that we understand how to navigate these waters safely to maintain a non-threatening work environment and non-judgmental client relations.


Fortunately, the AVMA has developed the Workplace Wellbeing Certificate Program, an online short course


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Dr. Franklin of Fredericksburg, Texas, is chair of the AAEP’s Wellness Subcommittee and owner of or partner in multiple equine and small animal practices in Texas.


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