Kristine Suszczynski
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After nine years of working as both a veterinary technician and hospital manager, I decided that I was ready for something
new. I ended up taking a management position at a small animal hospital that was just 3 years old. The two owners already
employed a part-time office manager, but I was going to be their first full-fledged hospital manager. I was really excited
about the job and set high expectations for myself, namely committing to doing all that I could to help this relatively young
hospital.
A full plate of delectable ideas
Upon the directive of the two owners, I observed every function of the hospital for a two-week period and made notes about
how things could be done better. I watched interactions between team members, between doctors and team members, and between
doctors and doctors. Then I watched how everyone interacted with clients. I dissected the entire patient record and filing
system, radiograph filing system, and controlled drug log. I came up with a way to overhaul how the practice handled inventory
and charges, including setting the correct price for products and services and tracking missed fees. I wrote down ideas for
enhancing appointment flow and client service.
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After the two weeks were over, I was very proud of myself and what I'd accomplished. I was going to show my bosses how smart
they were for hiring me and prove my worth by presenting tons of proposed improvements.
Dinner and a meeting
One of the practice owners invited me to share my ideas during a meal at her house. I handed out copies of my 10-page report,
and the two owners and I discussed each item over Chinese food. I backed up my ideas with written material and proper reasoning.
I perceived the meeting as totally positive. Both owners said they were on board with my suggestions.
The team members a few of whom are pictured here at Portland Veterinary Specialists in Portland, Maine, benefit from Kristine
Suszczynskis (left) conscientious management style. (Photo courtesy of Kristine Suszczynski)
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The next day at work, I immediately started implementing the changes we'd discussed. Eventually, the practice grew larger
and, after some bumps and hurdles, it really started to thrive. The owners seemed to be happy with my performance, and I was
pleased to play a part in their success.
Nine years later, I decided to move out of state. Not long before leaving, I was reminiscing with one of the practice owners
about the good times. Then, out of the blue, she told me how hurt and shocked she and the other owner had been after our initial
meeting. This was their first stab at running a veterinary practice, and they thought they'd been doing well. My report was
like a knife in her heart, and she remembered the meeting like it was yesterday. I couldn't believe what I was hearing and
asked her again and again why she didn't tell me before. (I never really got an answer.)
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