Our veterinary specialty and emergency hospital was calling in technicians for work they weren't ready for, work that didn't need to be urgently done, and after proverbial fires were already out. My protocol helped fix it.
If you take emotional responsibility for everyone else's problems, putting their monkeys on your back and in your mind, you'll have a hard time finding room for your own needs at the end of the veterinary workday.
Almost three-quarters of veterinary practice owners and managers think they’ve got a clear picture of their hospital’s culture -- and roughly half think they’re doing a good job at managing team conflict. The rest of the team? Judge for yourself, but it’s like the bosses might be digging
themselves a hole.
When conflict festers and communication is angry or chilled, patients, clients and team members suffer. If you don’t believe it’s true, you’re in the minority in veterinary practice. Look at the numbers, thoughts from your colleagues in the survey, and insights from our resident emotional intelligence guru Shawn McVey, MSW.
Short answer? Maybe. In triangulated communication, one person in the veterinary practice refuses to talk to another, forcing a third person (read: manager) to serve as a go-between. Let's take a look at data from the 2017 dvm360 Toxic Teams Survey to see how managers address toxic team environments.