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Jan 19 2022

Is People Insurance the Problem with Pet Health Insurance?

Uncharted Veterinary Podcast Episode 161 Cover Image

What's This Episode About?

This week on the podcast, Dr. Andy Roark and Stephanie Goss are joined by Melissa Gutierrez, Senior Vice President and General Manager of Pets Best Insurance Services. We are super excited to talk with Melissa about an interesting question regarding pet health insurance, which is “Is people insurance the problem with pet health insurance?” Let’s get into this…

Uncharted Veterinary Podcast · UVP 161 Is People Insurance the Problem with Pet Insurance?

This episode is sponsored by Pets Best Pet Health Insurance.

You can listen to the episode on Apple Podcasts, Spotify, Google Podcasts, or wherever you get your podcasts.

Got a question for the mailbag? Submit it here: unchartedvet.com/mailbag

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Episode Transcript

Stephanie Goss: Hey, everyone. I am Stephanie Goss, and this is another episode of The Uncharted Podcast. This week's episode is being brought to you ad-free by our friends at CareCredit. This week on the podcast, Andy and I are joined by our guest, Melissa Gutierrez, who's the senior vice president and general manager of Pets Best Insurance Services. And we get the pleasure of talking to Melissa this week about a very important question that Andy and I are both really excited to dive into, which is, is people insurance [00:00:30] the problem with pet, with pet health insurance?

We are gonna talk about some of the differences between people in pet health insurance, how it works differently, and how do we educate our teams and ourselves, so that we might stop linking it to people insurance if they really are so different and if it's detrimental to pet health insurance for that to be our dialogue? Let's get into this, shall we? And now, The Uncharted Podcast.

Dr. Andy Roark: [00:01:00] And we are back. It's me, Dr. Andy Roark and Stephanie, the one and only Goss.

Stephanie Goss: (laughs).

Dr. Andy Roark: How are you doing?

Stephanie Goss: That was, that was, that was kind of a soft, quiet one, but I really like it.

Dr. Andy Roark: The w-

Stephanie Goss: (laughs).

Dr. Andy Roark: The one and only Goss.

Stephanie Goss: I l-, I like it.

Dr. Andy Roark: Yeah.

Stephanie Goss: I, I will wear the crown today. (laughs).

Dr. Andy Roark: The one and onl-, my one and only. Um, how are you doing?

Stephanie Goss: I am great. We have a special guest with us today, which I'm really excited about.

Dr. Andy Roark: We do have a special guest. Uh, Melissa Gutierrez is [00:01:30] the senior vice president and general manager of Pets Best Insurance Services. Thank you for being with us, uh, Melissa.

Melissa Gutierrez: Thank you. I'm really happy to be here.

Dr. Andy Roark: I, uh, I am glad you're here. I wanted to, to have you on. You know, those of you who have listened to the podcast for a while know that I'm a big fan of pet insurance. I, I, I think it is rewarding for practitioners, because pets owners who have pet insurance are excited to be compliant. They're excited to do the services. Um, I think it makes the whole money part of our job go away. It's a much more rewarding way to [00:02:00] practice and they, they feel good about it.

Stephanie Goss: Yeah.

Dr. Andy Roark: And so, um, anyone out there who has a practice where you talk about pet insurance and you have pet owners on pet insurance knows that you love to have pet owners on pet insurance, because they come in and they're ready to do the things that are gonna let us do our job. And so, it is deeply rewarding and also it, it, um, it makes life easier when you have pet owners who can financially afford to do the things to take care of their pets. So, I'm a big, big fan of it. I talk a lot about exam room communication.

I talk a lot about, how do we say things to pet owners? [00:02:30] Uh, you know, how do we talk in the exam rooms? How do we communicate ideas? How do we put things into people's minds, so that they get them? Like, I don't like to talk anybody into anything. I like for them to understand the reasoning behind what I'm saying and to act on their own accord and say, “Yes, this is something that I like.” The reason I wanna talk to you today is because you have a position that I've, I've come across recently that is very different than my own.

And so I'm just gonna be very candid at the very beginning and say, uh, I was, I w-, I wanna have this conversation, because what you talk about and [00:03:00] how you talk about pet insurance is very different from how I talk about pet insurance. And I wanna understand those differences. I wanna understand the reasoning behind those differences. And I kind of wanna understand your approach in your system, so that I can incorporate into what I do or, or, you know, I, I may need to update, update the way that I talk about this. So, does that sound okay?

Melissa Gutierrez: Sure. You bet.

Dr. Andy Roark: Okay. So I, I have always brought people into the exam room to talk about pet insurance. And it's one of those things, I think it's best to have the conversation early and often. So, you know, it is a whole lot [00:03:30] easier. The worst thing is when, when (laughs) people have a sick pet and you're like, “Oh boy, would've been great if you had pet insurance.”

Stephanie Goss: (laughs).

Dr. Andy Roark: That doesn't help anybody. I have those thoughts-

Melissa Gutierrez: That's right.

Dr. Andy Roark: I, I (laughing), I, I a hundred percent have those thoughts. Don't, don't vocalize that. That doesn't help anybody. But, but you, that's, that's when everyone goes, “Oh.” So, so have, have it early and often, right? Talk to them, talk to them when they're, when they're, when they've got puppies and they've got kittens first time visits. I, I really think building that into the system is important. But the way that I have talked about it in the past is I have very much tied it [00:04:00] to human health insurance. And the reason I have done that is because to me, uh …

And again, this may be my own worldview as kind of a, a privileged position, I guess, where you look at, uh, health insurance and you say, “Wow, that's something that's really important.” And, and I think people may recognize the importance of that. And so when I talk about it, I do tie it to human health ins-, insurance, 'cause I, I, I always felt like it helps people to get it. The other, the other reason I, I try to tie it to human health insurance or have done that in the past is in the early days of pet insurance, I remember [00:04:30] I was a young doctor.

Maybe I was just setting the, the conversation up wrong, but early on, I would talk to people about pet insurance, and I could see them running the math in their mind. And it was like they wanted to make money on the deal. You know what I mean? They were like, “Which, which one is cheaper? Is it cheaper for me to hold my money? Or, or do I get ahead doing this?”

Stephanie Goss: Yeah.

Dr. Andy Roark: And so I, I mention human health insurance. And the reason I do that is because I … And I'll say to them, “It's like human health insurance. You don't want to win the [00:05:00] game. You to lose the game.” I want, I want the CEO of, uh, the health insurance company that I use 60 years from now to high-five his colleague and be like, “This Roark guy is 105 years old and has never made a significant claim.”

Stephanie Goss: (laughs).

Dr. Andy Roark: Like we have got so much of his money and paid out none of it. I'm fine with that. That, that it's ideal for me. Uh, and so I, I say that to get them to change their head space. And so that is, that's kind of the approach that I've taken. You [00:05:30] talk about distancing pet insurance from human health insurance and why it's gotten here. So, so, so lemme open the floor to you. Uh, go ahead. Just let's start broad. Uh, gimme some background, I guess, on, on how you're looking at pet insurance and then, and then let, let's walk together into, uh, ha-, how do, how do we communicate it?

And, and, and the similarities, differences and the communication strategies around that and leveraging human health insurance or, or not.

Melissa Gutierrez: Sure. And, and, uh, again, [00:06:00] Andy, thanks very much for having me. I'm happy to be here and, um, really excited to talk about pet insurance. I'm one of those people who said I would never … Well, you should know, my father was an insurance agent-

Stephanie Goss: (laughs),.

Melissa Gutierrez: … and um-

Dr. Andy Roark: (laughs).

Melissa Gutierrez: … I said … You know, after I got out of college and he's like, “Well, you should maybe apply in,” you know, I said, “Well, I might get a job, but I will never stay in insurance.”

Stephanie Goss: (laughs).

Melissa Gutierrez: Uh, 33 years later-

Dr. Andy Roark: (laughs).

Melissa Gutierrez: … actually, 34 years later, here I sit. So-

Stephanie Goss: That's [00:06:30] funny.

Melissa Gutierrez: … I'm one of those people who said they'd never do it, and I did it. And, um, you know, my dad is, uh, still laughing about that one. But-

Stephanie Goss: (laughs).

Melissa Gutierrez: … I spent a career in insurance and I think you make a really valid point, which is, lots of people do the math. And by-

Dr. Andy Roark: Yeah.

Melissa Gutierrez: … that, I mean, right? They, they tend to think of it as like a savings account. Like, “I'm going to be-“

Dr. Andy Roark: Yeah.

Melissa Gutierrez: “… I'm gonna be putting my money in, and I'm gonna get my money out.” And the reality of the matter is, when you're paying an insurance premium, regardless of the product, what you're buying is protection.

Stephanie Goss: Mm-hmm (affirmative).

Dr. Andy Roark: [00:07:00] Yes.

Melissa Gutierrez: You're buying peace of mind. And many people don't think about it in that way. And so, you know, what I would say is that is one of the common things with human health. So, you know, if you use human health insurance as a way to just kind of tell people why protection is important, I think that's really valid. Our position on, can human health insurance sort of be the problem with pet insurance, has to do with a few key sort of misperceptions, I would say-

Dr. Andy Roark: Okay.

Melissa Gutierrez: So-

Stephanie Goss: [00:07:30] Mm-hmm (affirmative).

Melissa Gutierrez: … so fundamentally, they're both protection products. Um, you know, Pets Best was founded by veterinarians. And the idea was, we ever want, uh, economic euthanasia-

Stephanie Goss: Mm-hmm (affirmative), mm-hmm (affirmative).

Melissa Gutierrez: … to exist, right? We're trying-

Dr. Andy Roark: Right.

Melissa Gutierrez: … to, we're trying to, to, to move away from that. We want a pet parent to be able to do the right thing for the pet. And so when we talk about human health insurance being kind of the problem for pet insurance, there are a few key reasons we say that. One is, [00:08:00] pet insurance is regulated by the departments of insurance as a property casualty product. So, it is fundamentally different, right? In terms of just the state insurance departments and how they look at it and how they treat it.

Stephanie Goss: Mm-hmm (affirmative),

Melissa Gutierrez: And that shows up in a couple of ways. Um, number one, the concept of like a health maintenance organization or a network doesn't exist.

Stephanie Goss: Right.

Melissa Gutierrez: So, there are no preferred providers. Any veterinarian, including a specialty clinic, um, is going to [00:08:30] be, you know, a, a, a qualified practitioner.

Dr. Andy Roark: Yeah.

Melissa Gutierrez: So, that's a big one, right? Any licensed veterinarian, uh, or emergency clinics-

Stephanie Goss: Mm-hmm (affirmative).

Melissa Gutierrez: … any of that, all covered by the plan. And I think a lot of times, people think, “With human health, well, it's a different system,” or “I need a referral to go to a specialist,” or, you know-

Stephanie Goss: Right.

Melissa Gutierrez: … “I can't go to an ER,” that kind of thing. So, that's one big difference. Um, the insurance policy is, is between the pet owner and the company. So, that's [00:09:00] the other part, right? With human health insurance, you're obviously having a contract typically with the insured.

Dr. Andy Roark: Mm-hmm (affirmative).

Melissa Gutierrez: And in this case, the insured is the pet, uh, you know, and, and s-

Dr. Andy Roark: Got it.

Melissa Gutierrez: … but the contract is with, is with the owner. And that, I'll come back to that in a minute, 'cause it's, i-, there is an important nuance here.

Dr. Andy Roark: Okay.

Melissa Gutierrez: Um, you know, I think, I think what I would say too about some of these differences, one thing is, you know, that's better for the vet. And you said, “Why?” I think, I think that it's better for the veterinarian, [00:09:30] because pet insurance is a lot easier than it is for a medical insurance practitioner or-

Stephanie Goss: Mm-hmm (affirmative).

Dr. Andy Roark: Oh yeah.

Melissa Gutierrez: … physician when you think about, you know, it's easy, right? The veterinarian doesn't have a lot of involvement. Uh, their cashflow is still their cashflow, because they get paid right at, right up front-

Dr. Andy Roark: Right.

Stephanie Goss: Mm-hmm (affirmative).

Melissa Gutierrez: … and then the policy holder is reimbursed after the service. But a key point here too about kind of how the contract work is a big difference with medical insurance or, you know, traditional healthcare and pet insurances, there's [00:10:00] not, uh, the carrier or the insurance carrier or provider doesn't really dictate a treatment plan. So, it's not like if you have condition A, the acceptable treatment is Condition B-

Stephanie Goss: Mm-hmm (affirmative).

Melissa Gutierrez: … or I mean, is, is Treatment B. So Condition A, Treatment B. Basically in this case, the, uh, policy holder, who is the pet parent and the veterinarian, are consulting on, what's the best thing to do for the pet?

Dr. Andy Roark: Mm-hmm (affirmative).

Melissa Gutierrez: And there's no prescribed treatment plan. There's [00:10:30] no, “You have to do it this way.” So, in many-

Stephanie Goss: Mm-hmm (affirmative).

Melissa Gutierrez: … cases, right? With medical insurance, you've got specialty drugs that you need to get, like go before an approval board or you need to appeal. It's not really that way in pet insurance. You know, they're, the-

Dr. Andy Roark: Yeah.

Melissa Gutierrez: … the treatment plans are a little, uh, less prescriptive, if you will.

Dr. Andy Roark: Yeah.

Stephanie Goss: Mm-hmm (affirmative).

Dr. Andy Roark: Oh yeah. I think that that's one of the great flexibilities in, in pet insurance. Right? It's um, I've never, I've never had a pet insurance company come back and ask me about my treatment protocol. They've always, it's always been just, it's always been a pretty, [00:11:00] pretty good process. I think a lot of people, uh, in vet medicine, you know, we look at human medicine for obvious reasons, and we look for parallels. And, uh, the rise of insurance in human healthcare, uh, it was a rather terrifying thing for practitioners. And so-

Stephanie Goss: Mm-hmm (affirmative).

Dr. Andy Roark: … I, I think that, um, I, I think that the, the system that we have will where pet owners get reimbursed and that's not a, a big process inside the vet hospitals, I think that, that makes a lot of sense.

Melissa Gutierrez: Yeah.

Dr. Andy Roark: Have there been changes in the way, during the pandemic, that pet owners, uh, interface with pet insurance? I mean, so the communication [00:11:30] process, how has that been streamlined for them? How are, how are they communicating differently than they did back in the pen, pen and fax machine days-

Stephanie Goss: (laughs).

Dr. Andy Roark: … of, of years, of years past?

Melissa Gutierrez: Yeah, no, really, you know, really, uh, great question. I mean, pet insurance is, you know, is, I guess what I would call, uh, a newer and kind of more emerging product. But certainly, those of us that have, uh, you know, apps that can allow for scanning an invoice and uploading your invoice and that kind of thing [00:12:00] are at an advantage. I think you, we, we have seen that increase, because people don't wanna work in person. And so, you know, for us, while I would say the … I don't know, that, that, uh, the pandemic brought on a really significant change.

I do believe that it forced all of us to be more innovative in the way, you know, we worked with consumers who maybe weren't comfortable with an app, for example.

Stephanie Goss: Mm-hmm (affirmative).

Melissa Gutierrez: But most of us who had apps, wha-, what you have now is a lot of people who are willing to do services on the app, upload [00:12:30] their claim-

Stephanie Goss: Mm-hmm (affirmative).

Melissa Gutierrez: … where it might have been pen and paper in the past.

Stephanie Goss: And I think back to when I first started in vet med and having the conversation about pet health insurance with, with clients, and when you think about human healthcare, the one good thing is the client or the consumer is, I, I don't have to deal with the paperwork on the insurance side-

Dr. Andy Roark: Right.

Stephanie Goss: … in the beginning. Right? Like my, my doctor's office deals with all of that. And so when I started in veterinary medicine, that was often a hurdle with a lot of owners, [00:13:00] to your point, Melissa, because a lot of the companies didn't have apps back then. They were u-, it was pen and paper. They had to do the paperwork, and, and that was scary for a lot of them. And they were just like, “The, this is too much work. I'm not interested in doing all of that work.” Right? So, I certainly appreciate the changes that have happened, uh, in, in recent years and the uptick, I think, in clients who are like, “Oh, this is super easy.”

And I appreciate the changes that we, as an industry, have made to support that, because [00:13:30] I think that that was, that was a barrier that we didn't help clients solve for a really long time.

Melissa Gutierrez: Yeah. And you know, I mean, the other thing that is really great about pet insurance, again, not necessarily pande-, pandemic driven, but certainly, uh, you know, what I would consider to be highly innovative, but also related to the fact that it's a P&C product rather than a health product-

Stephanie Goss: Mm-hmm (affirmative), mm-hmm (affirmative).

Melissa Gutierrez: … is the signup process is so quick and easy.

Stephanie Goss: Mm-hmm (affirmative), mm-hmm (affirmative).

Melissa Gutierrez: I mean, listen, I worked in, you know, I worked with standard property casualty, like automobile [00:14:00] insurance for many years. And, you know, you're talking about an application that's pages long, right?

Dr. Andy Roark: Mm-hmm (affirmative).

Stephanie Goss: Mm-hmm (affirmative).

Melissa Gutierrez: Or with medical insurance, pages long. And with pet insurance, it is so quick and easy. It's like, you know, a handful of questions and you're, you're done. You're in.

Stephanie Goss: Mm-hmm (affirmative).

Melissa Gutierrez: And so, um, what I think has been really great about it is some of those kinds of tech improvements. And then on the claims front, you know, what we're starting to see is you have all kinds of new technology coming in that makes an easy process even easier. [00:14:30] So optical character recognition where an invoice can be read and scanned, right? On, into phone. The quality of the image maybe used to be a problem-

Stephanie Goss: Mm-hmm (affirmative).

Melissa Gutierrez: … but now, you know, uh, it, the, the technology can kind of … You know, if your receipt's been crumpled in your back pocket for a while, right? The technology can kinda, uh, m-, address that and make it even easier.

Dr. Andy Roark: Yeah.

Stephanie Goss: Yeah.

Melissa Gutierrez: So it's, it's just become unbelievably easy. And, um, I have, uh, I have a little, uh, a cat, my … Well, I have two cats, [00:15:00] but my, um, my most loving cat, his name is Elvis. And Elvis-

Dr. Andy Roark: Okay.

Stephanie Goss: (laughs).

Melissa Gutierrez: … um, Elvis was a stray. And, you know, we went, I went to my gym where I, where I work out and, um, Jamie had found Elvis. And, um, she was looking for a home for him. And long story short, because he was a stray, I went to get him pet insurance with Pets Best.

Stephanie Goss: Mm-hmm (affirmative), mm-hmm (affirmative).

Melissa Gutierrez: … and he was uninsurable. However, on the app, they basically said, “Well, [00:15:30] because he, you know, is not eligible for medical insurance, but he is eligible for an accident-only policy, would you want this coverage for Elvis?” Right? Quick and easy. And so one of my cats has the full medical policy. The other one has accident-only, because he has an underlying condition, uh, an autoimmune issue that, you know-

Dr. Andy Roark: Mm-hmm (affirmative).

Melissa Gutierrez: … makes him uninsurable. But I was still able to get coverage for him. So, you know, uh, in the case of accidents, bites, or car, whatever the case might be, you know, he's still gonna have some coverage.

Dr. Andy Roark: Can, can you speak a-, as sort of a high [00:16:00] level to start off with about the perceptions and misperceptions that you see in pet owners? Like what, do you think that they get it when they start first, see these policies? Uh, yeah. So just going from there, I guess. Do you think that pet owners tend to get it? And if not, where are their points of confusion?

Melissa Gutierrez: I think they … Uh, here's what I, I think they don't get and where their points of confusion are. And, and that's, it's related to … So, let me tell you how, how pet insurance compares [00:16:30] to a lot of other insurance. We get a lot more claims. So, as a percentage, and if you look at, if you look at a hundred people buying an insurance policy, pet insurance will get far more claims than any other insurance policy you would buy.

Stephanie Goss: Sure.

Melissa Gutierrez: So, people buy the product to use it. And that takes me to the misperception. I think that the misperception is very a often, you know, if I have an animal, and they have a condition, and it's going to require a $5,000 [00:17:00] surgery, and I know about that condition, I'm gonna go buy an insurance policy for 20 bucks a month, and get that surgery paid for right out of the gate. Right?

Stephanie Goss: Mm-hmm (affirmative).

Melissa Gutierrez: That's the misperception. And so that is what's known as a preexisting condition. And the truth is, depending on your medical plan, you know, there were plenty of, of ti-, plenty of years, like before healthcare reform, when-

Stephanie Goss: Mm-hmm (affirmative).

Melissa Gutierrez: … preexisting conditions were also very much excluded on medical plans and in some cases still are, right? [00:17:30] Uh, group medical plans, less so, but many medical plans, preexisting conditions are excluded. So, that's the big misperception is I have an animal, and they've been diagnosed with a condition.

Dr. Andy Roark: Mm-hmm (affirmative).

Melissa Gutierrez: And, uh, instead of … And, and, my, and the doctor says, you know, they need this treatment. And I know that, and I go buy pet insurance and think, I, I, you know, that that condition will be covered. That's-

Dr. Andy Roark: Right.

Melissa Gutierrez: … the big misperception. Now-

Dr. Andy Roark: Yeah.

Melissa Gutierrez: … the risk of a condition is a very different [00:18:00] thing, but actually knowing that that condition exists, right? And, and, uh, having been diagnosed and then, and then purchasing insurance and thinking it'll be covered. So, preexisting conditions or existing medical conditions is the big area, I think, of confusion and frustration for everyone.

Stephanie Goss: I think one of the challenges that we, uh, in the clinic have, to, to your point that you were just making Melissa, is that for a lot of clients, when we're talking to them about pet insurance, if there is a preexisting condition, Elvis [00:18:30] is a great example, right? Most people don't see beyond that. They're like, “Uh, well, they have this thing. I'm not gonna qualify. And so what is the point?” And I think where we really struggle … And I, I know I faced this with my own team in the past, is we in the veterinary field understand the risk factors for a bajillion other things that could happen to a pet in the course of their lifetime that have nothing to do with the fact that their pet, uh, has an autoimmune disease, for example, right?

So we, we [00:19:00] can see the value in accident-only support or riders that would help support the patient if things go awry in a million other ways. The clients don't understand that, because they are just looking at the problem that is in front of them. They don't have that medical knowledge for the most part. Right? So I think that is where we struggle, um, as a, as an industry and as individual teams to really explain to clients the benefits and I think a lot of times [00:19:30] where, where we are part of the barrier for, for clients accessing that care, because they don't, they don't get it.

And so they're just like, “I'm not, I'm not gonna bother.” Right? Um, and then, and then it's only when a pet experiences something like having an accident or getting hit by a car, getting bitten or for example, uh, where they're like, “Oh, I wish I had thought about that (laughing), 'cause this could have been helpful.”

Dr. Andy Roark: Yeah.

Stephanie Goss: Right? And then the conversation's angry. (laughs).

Melissa Gutierrez: Yeah, it is … That's an excellent point. And, and I do, I think it's [00:20:00] got to be very interesting for the veterinarian who, um, who does see all those risks, because it's really what we were talking about in the beginning, which is what you're buying when you're paying an insurance premium is protection. And, you know, if, if you're really, if, if you don't enter into it, if, if the policy holder, uh, the pet parent doesn't enter into it with too many sort of defined parameters around when they're get-, what they're getting, they are getting some level of protection. You just have to-

Dr. Andy Roark: Hmm.

Melissa Gutierrez: … kind of pay attention to-

Stephanie Goss: Mm- [00:20:30] hmm (affirmative).

Melissa Gutierrez: … you know, “What am I covered for and what am I not covered for?” And I, that's a, you know, again, it is a common, it's a common misunderstanding, because when we, when we go back to, uh, people insurance, people health insurance versus health insurance, generally, generally, pet medical insurance is for an unexpected event, right? It's not, it doesn't typically cover wellness or a well check. Now, in some cases, that can be purchased-

Stephanie Goss: [00:21:00] Mm-hmm (affirmative), mm-hmm (affirmative).

Melissa Gutierrez: … but it's usually an additional premium, it's an additional charge. And in some cases, it's not available. So-

Stephanie Goss: Mm-hmm (affirmative).

Melissa Gutierrez: … not all pe-, you know, not all pet insurance includes wellness. Where with human health insurance, wellness is a given.

Stephanie Goss: Mm-hmm (affirmative), mm-hmm (affirmative).

Dr. Andy Roark: Wha- … So let me ask you this. So as someone who has pet insurance on his own pets, as a doctor, like, I, I have, I have my own policies on my own, on my own bad dog-

Stephanie Goss: (laughs).

Dr. Andy Roark: … uh, because, because he's, because he bad. He lit-, he literally threw up one of my kids' socks [00:21:30] right before I sat down to do this recording with you. Like that's, that's what I'm dealing with here. And so, he's insured, (laughs), because, uh, 'cause emergency work, uh, especially referral things like that, it, it's always important to me. Um, I, I have always been a bit surprised by how reticent some pet owners are to, to get signed up. Wh-, what, what do you f-, what do you think the main points that, um …

What are, what are the main points, I guess, that, that slow pet owners down? Or what, what are the, where's the disconnect there? I mean j-, if you were gonna, uh, take a, take a stab at the mind [00:22:00] of the pet owners, wha-, wha-, what are the pushback points?

Melissa Gutierrez: I think no one wants to believe that their animal will need that kind of care.

Dr. Andy Roark: Yeah.

Melissa Gutierrez: You know? So, and that's one of the challenges with insurance marketing in general, which is it's what you call an unsought good, because nobody wants to think about the stuff you're getting protected from.

Stephanie Goss: Right.

Melissa Gutierrez: And so for me, like when you buy a new pet, you don't want to be thinking. Now, there are a few people, like my husband, who's a chemical engineer. So, he was trained in a chemical lab. He is trained to think about [00:22:30] the worst case scenario. Right?

Stephanie Goss: (laughs).

Melissa Gutierrez: But, but for most of us-

Stephanie Goss: Right.

Melissa Gutierrez: … most of us, when we buy a new pet, we don't think what could go wrong. Right? We are just thinking about the walks and the-

Stephanie Goss: Yep, yep.

Melissa Gutierrez: … the kisses and the snuggling. And so, I think that for … It's a human nature problem, which is, you don't wanna actually think about that terrible thing happening to your pet.

Stephanie Goss: Mm-hmm (affirmative).

Dr. Andy Roark: Yeah.

Stephanie Goss: Mm-hmm (affirmative).

Dr. Andy Roark: Yeah. That's super insightful. And it, and it makes a ton of se- … I love the term “unsought good.” Like that's, [00:23:00] that's emergency medicine, isn't it? I mean really is no wa-, no one is planning like, “Who's, who's gonna be the right emergency clinic for me when I have to go?” They, they, nobody wants to think that way. So talk, so let's, let's take this a little bit, and, and flip it to the other side. And so, what is the, what is the hesitancy among veterinary teams? What are th-, what are the mistakes that you see or what do you think holds vet practice teams back from making good recommendations or to be able to navigate this or, or have effective conversations with veterinaries?

Melissa Gutierrez: Um, I think largely it's the, [00:23:30] probably the, the desire … Well, for a veterinary professional, I think it is the desire to be objective and to, um, wanna deliver the best care. Right? Separate and distinct from any individual insurance product. You know, to me … And we run into it a lot, and I, I completely understand it. No veterinarian wants to really endorse kind of … I shouldn't say no, but very few veterinarians want to endorse an individual product, [00:24:00] which-

Stephanie Goss: Mm-hmm (affirmative).

Dr. Andy Roark: Sure.

Stephanie Goss: Mm-hmm (affirmative).

Melissa Gutierrez: … makes a lot of sense. Right?

Dr. Andy Roark: Sure.

Melissa Gutierrez: Um, but I do think, those tools that allow for, you know, “Have you thought about getting protection for your pet,” and “You can go to this website or you can,” you know, “get online here and just compare to find something that provides protection.” To me, that's an easy referral. And I think that's really all they want. I mean m- … So I think number one, it's it's they wanna be objective. They don't wanna be, um, seen as aligning to any individual organization. I think tools [00:24:30] are in place today to keep that from happening. My guess is, the second challenge is they're busy.

Dr. Andy Roark: Mmh.

Melissa Gutierrez: And, um, you know, like today, you know, we're … Especially with the pandemic, right? What, we're all, you know, home more with our animals, more paying attention to things that might be going wrong with them more and, you know, keeping, uh, veterinarians busy who probably are challenged to, to even staff their operations with the way the job market is today. And so I think-

Dr. Andy Roark: Yeah.

Melissa Gutierrez: … a lot of it is time.

Dr. Andy Roark: Yeah.

Melissa Gutierrez: But, but to me, you've gotta [00:25:00] open that door a little. Right? You've gotta … It's almost like you have to look at pet care as it's the health of the pet, but it's also the ability to, to pay for that care of the pet. And even if it's just the matter of saying, “Have you thought about insurance?”

Dr. Andy Roark: Yeah, that totally makes sense. As far as making the recommendations, I guess what, what I was doing, what I always teach is I, I like, I like to have two, uh, I like to have two options for people that I can say to them, “Here are two different, uh, options that a lot of our clients use,” and, and, you know, and, and give them some guidance, 'cause there's so much, there's so many [00:25:30] companies out there, and a lot of them are just place, I, they're fly by night institutions. They're places I've never heard of. Uh, you know what I mean?

And, and just it's option paralysis too. They go and they Google pet insurance. There's a million things. I, I'm with you. I, I don't, I don't like to make a specific recommendation other than to say, “Here are two or three that our clients use and seem to be happy with.” And if, you know, if we get to a place and, and we're not happy with the service that our clients are getting, then we'll stop recommending them. And, but I feel like that's us not making a strong, pointed singular recommendation, but still giving [00:26:00] pet owners guidance, you know, so that they just don't get o-, get overwhelmed.

You know, um, you talked about, um, the, being busy. I, I think that that is an excellent point. I've been thinking and talking a lot recently about present bias, which is the sort of the natural instinct that we have to do the thing that gives us the immediate benefit, right? Like check it off our list. What is this short-term win? And the short-term win when you're overwhelmed is to get this, get this case out the door, you know, treat them and street them-

Stephanie Goss: (laughs).

Dr. Andy Roark: … and kid, get them, get them back out. [00:26:30] Um, the, the, the problem with that, you know, if, if you always take the short term thing is you're passing up on the longer benefit. And, and I, I think that that's true in pet insurance is if I lean into, we get them in and get them back out, it's the same thing with nutrition, right? And, and, and dental health. Those are the easiest things that in the short-term that I can cut from my routine, but all three of those things have significant downstream effects, you know? Um, it, it's, it really is. I, I, think it's about, it's about leaning into systems and, you know, and having a program [00:27:00] where we are busy, but we still cycle through these things.

Melissa Gutierrez: And I think, you know, on that point … I mean, it's, it's a really insightful point, Andy. And when, when you think about being a care provider, being a service provider, right? It's all about relationship.

Dr. Andy Roark: Yeah.

Melissa Gutierrez: And to me, people will come back time after time after time when they have that relationship. And so, making sure that the patient is fully looked after is part of it. And so, you know, it's, it's, again, I, I don't, I, I think there's probably a misperception [00:27:30] that you have to be an expert in pet insurance to bring it up, but I think it's just enough to say, “Have you considered it? It might be of help. Lots of information available,” you know, and, and as you said, “Even a couple of choices,” or “Here's where you can go look.”

Dr. Andy Roark: Yeah. I, I think that, I think that that's really important. I think, you know, I'll add, I wanna add one to your list of, of reasons. I think that, that it doesn't get broader, it doesn't get communicated well. It's almost like it, it's, it's tied into the, um, the unsought good idea [00:28:00] for the pet owners. And I hadn't seen it from, from their side of the table. I, I don't like to bring up scary things to pet owners. You know what I mean?

Stephanie Goss: Yeah.

Dr. Andy Roark: Like, I don't wanna be the one who's like, “Hey, your pet is going to get sick. Like it, it's coming. It's, it's, uh, (laughing), it's, it's in the cards for all of us.

Stephanie Goss: (laughs).

Dr. Andy Roark: Uh, you know, like I think that's not, (laughing), that's not a relationship building conversation. And so-

Stephanie Goss: No.

Dr. Andy Roark: … I think a lot of us, you know, we don't say, “Hey, love your puppy. Super beautiful. You know, these dogs get hip dysplasia-“

Stephanie Goss: (laughs).

Dr. Andy Roark: “… and you, (laughs). Like, [00:28:30] so I, I really, I think, I think having some phrases and some graceful ways to … But Stephanie's dying. Graceful ways to bring, (laughing), these up. I, I think that that's really important, but that's the type of planning that we have to do is, you know, what are you gonna say? How do you open the, how do you open the door? Um, how do you bring up the fact that, “Hello, you just bought a Cavalier King Charles Spaniels-“

Stephanie Goss: Yes.

Dr. Andy Roark: “… and they're wonderful, loving, (laughing), loving creatures who have bad hearts, uh, [00:29:00] often, you know. Um, you bought a Boxer. Come here, we need to talk.”

Stephanie Goss: (laughs).

Dr. Andy Roark: Um, and I think … Uh, and I'm, we're joking around, but, but this stuff is important, right? Like I, like, “You have a Dotson. Uh-“

Stephanie Goss: Totally true.

Dr. Andy Roark: “… we need to talk about w-, what, why I see Dotsons in the middle of the night. Um, and, and, and what that means. And so that you can be prepared.” And so, I, it's, we joke and we laugh, but that, that is the real challenge. Right? And so, have we thought about our phrases? Have we talked to our staff about how we bring these things up and how we present something? [00:29:30] So one, I really do think is we have to be willing to wade into those, into those waters and say, “Hey, I am your veterinarian. And I care about the long-term health of your pet. And so we are gonna talk about the long-term health of your pet today and bring that up.”

And the other thing I, and I really think this is a simple thing, but it falls off the radar. You know, it's rare for anyone to say to me, “Hey, Andy, here's a really good idea,” and, and for me to go do it. I'm just, I'm busy, like everybody else is. I need to hear that three or four times, like, “Hey, have you done this? Have, (laughs), did you, did you get to [00:30:00] this?” I'm not convinced that if you really want pet owners to have pet insurance and be able to use it, that you can bring it up at the first visit and, and put it aside and never revisit it.

I, I think you have to have a graceful way to, uh, to just bring back up and say, “Hey, last time you were here, we talked about this. Did you go in that direction at all? Did you, did you research in the pet insurance?”

Stephanie Goss: And I will say that I think having, having been on the floor and having to be the one to be like, “Oh crap, did I remember to have the pet health insurance conversation wi- …” Right? When it's a new puppy or a new pet, it's easier, but to Andy's [00:30:30] point, for those follow-up visits where you know you should be saying it, you're pressed for time. And you-

Dr. Andy Roark: Yeah.

Stephanie Goss: … that is often the first thing that goes out of your mind. And I will tell you for our listeners right now who are thinking like, “This is one more thing I have to add to my list,” there was a really very simple, subtle change that, um, we made in one of my prior practices that made all of the difference in the world. And it was when everybody checked in at the front desk, the CSR teams started asking clients, “Are we billing pet [00:31:00] insurance today?”

And, uh, it was, that started the conversation, and it started it before the exam room. And it was one of those things that we did, we thought, “This is never gonna work,” but it made all of the difference in the world, both for the clients and for our team, because then if the client said, “Yes,” we would make sure, did we have their forms? Did we have an email to send them a copy of their invoice, so that they could submit it to the insurance company? Um, and if [00:31:30] they said, “No,” the CSR team could flag it, so that the exam room assistant or the technician helping the doctor had a visual cue of like, “This is a client who, who probably needs some information.”

And it was so, so simple, but it made a huge difference. And I think that is one of the barriers, to Andy's point. Everyone is so overwhelmed and everyone-

Dr. Andy Roark: Yeah.

Stephanie Goss: … is like, “I can't add another thing into the list.” And so, we don't start those conversations, because we feel [00:32:00] like … I know I have been there, feeling like, “I don't know how to completely explain insurance, and I'm afraid I'm gonna screw it up. And I don't wanna come across as a salesman. So I'm just not gonna say anything.” And to your guys'-

Dr. Andy Roark: Yeah.

Stephanie Goss: … points earlier, like, it's really easy to just say, “Hey, have you thought about insurance?” But I think for a lot of, uh, veterinary team members, that is really the pain point for them is like, “I don't really know what to say. It's a lot more time, and I'm not sure I can get into this conversation right now. So, I'm just not gonna say anything.” And they're not doing [00:32:30] it, uh, you know, with any mal intent, but, but it is, it is, um, not good for the pet in the long run when we think about it from that perspective. Right?

Dr. Andy Roark: Uh, well, I love that you set it up that way, right? So-, social proof is a big part of wellness. Uh, everybody wants to believe that what they're doing is the normal thing to do. Nobody wants to be the one person who's got pet insurance, right?

Stephanie Goss: Mm-hmm (affirmative).

Dr. Andy Roark: They, that, that, that clearly means that I'm the odd one out here. And so when the front desk says, “Uh, are we building pet insurance? Are you paying with pet insurance today?”

Stephanie Goss: Mm-hmm (affirmative).

Dr. Andy Roark: “Uh, [00:33:00] do you have the paperwork? Do you need me to pull it up?”

Stephanie Goss: Mm-hmm (affirmative).

Dr. Andy Roark: Uh, it normalizes it. Like, “They wouldn't ask if other people weren't also doing this.”

Stephanie Goss: Mm-hmm (affirmative).

Dr. Andy Roark: And it's a simple way to get, to gain trust and to bui-, to build some credibility into the recommendation that you make. I think, I think some basic training, uh, just basic training on how pet insurance works, I think is super important. I hope this podcast will be, uh, will be a, a benefit for, for staff training as well. I mean, I, I, I, I think that everybody needs to have some comfort with how it works, just so they can talk about at a basic level. I would say beyond that, [00:33:30] you don't need to know all the-

Stephanie Goss: Mm-hmm (affirmative).

Dr. Andy Roark: … ins and outs. And what I would say is, every, every policy is different. Every company is going to be different. You need to know the basic functioning mechanism of pet insurance, how it works, and then be able to say, “Here are some companies that our, our clients use and seem to be happy with. Here is the information. Reach out. You can get all the information you need from them.”

Stephanie Goss: Mm-hmm (affirmative).

Dr. Andy Roark: And, and that's as far as our people need to go down that path, but they at least need to have a basic understanding of what they're recommending and why they're recommending.

Stephanie Goss: Mm-hmm (affirmative), mm-hmm (affirmative).

Dr. Andy Roark: Melissa Gutierrez, thank you for [00:34:00] here. Uh, thanks for taking time, uh, talking with us. Is there any final points that you wanna make? Uh, any words of wisdom, uh, any, uh, any mistakes that we should make sure to avoid-

Stephanie Goss: (laughs).

Dr. Andy Roark: … as we go out into the world?

Melissa Gutierrez: No. It was absolutely a pleasure. I have, I have, uh, no, no edits. I think it was, it was a joy-

Stephanie Goss: (laughs).

Melissa Gutierrez…: … talking to both of you and really appreciate it. I've learned a few things myself and-

Dr. Andy Roark: Well, thanks.

Melissa Gutierrez…: … um, yeah, it's really very fun-

Stephanie Goss: [crosstalk 00:34:26] excess fun.

Melissa Gutierrez…: … spending this afternoon with you.

Dr. Andy Roark: Well, definitely. Come back and see us again. Uh, guys, uh, thanks [00:34:30] so much for being here. Stephanie Goss, anything from you?

Stephanie Goss: No. Ha-, uh, we are recording this right before, before the holidays. So, say happy holidays to everybody, even though it'll probably be after the holidays when this comes out. But, uh, have a great week guys.

Dr. Andy Roark: Yeah. See you guys. Take care.

Melissa Gutierrez…: Take care.

Stephanie Goss: Thanks so much for being with us this week, everyone. We really enjoyed the opportunity to have this conversation with Melissa. And once again, we wanna thank our friends at CareCredit for sponsoring this week's episode. If you or your team wants more information about Pets Best, you can check out their website at [00:35:00] petsbest.com. We'll see you all again soon. Take care, everybody.

Written by TylerG · Categorized: Blog, Podcast

Jan 12 2022

A Balancing Act

Uncharted Veterinary Podcast Episode 160 - A balancing act cover image

What's This Episode About?

This week on the podcast, Dr. Andy Roark and Stephanie Goss are tackling a mailbag letter from a practice owner whose inquiring mind wants to know: how do I get my associate(s) to be more productive and still support work-life balance? The ask by this practice owner is being influenced by the fact that they seem to produce more revenue in 3 days than an associate can produce in 4 days a week. The practice is growing and profitable and everyone is on board with the idea of expanding their hospital footprint and this practice owner is feeling the weight of the world on their shoulders, financially speaking, and want to feel support from their associates in terms of increasing revenue, to help feel better about leaping into big financial investment in terms of renovation. Andy and Stephanie dive into their thoughts on these concerns and questions and talk about how they would approach the conversation and the action plan. Let’s get into this…

Uncharted Veterinary Podcast · UVP 160 Balancing Act

You can listen to the episode on Apple Podcasts, Spotify, Google Podcasts, or wherever you get your podcasts.

Got a question for the mailbag? Submit it here: unchartedvet.com/mailbag

Upcoming Events

Starting January 26: Strategic Planning with Andy Roark and Stephanie Goss

Back by popular demand, Dr. Andy Roark and Stephanie Goss will be leading attendees on a theoretical and practical approach to developing a formal strategic plan for your practice. This time, we will be breaking this course into four parts – each consisting of a two-hour session! You can register for each individual session independently or sign up for the entire series. For those attendees who complete the entire four-part series, an Uncharted Strategic Planning Master certificate of completion will be offered. 

April 21-23: The Uncharted Veterinary Conference, LIVE in Greenville, SC

The Uncharted Conference in April is our flagship event. In celebration of 5 years serving the veterinary profession, we have shifted the focus of this conference inward. You’re not looking to grow your business outwardly – you’re looking for ways to build resiliency and reignite your love for your career. During this 3-day adventure in beautiful Greenville, South Carolina, you’ll be discussing topics like hiring for culture, creating the story that becomes your path, and building smoother, more simple ways to practice. This event is open to members only. Registration for this conference closes on April 1, 2022. DO NOT MISS OUT – Snag your spot today.

A UVC MEMBERSHIP IS YOUR KEY TO FINALLY GETTING THINGS DONE AND GROWING YOUR VETERINARY PRACTICE.


Episode Transcript

Banfield Pet Hospital Logo

This podcast transcript is made possible thanks to a generous gift from Banfield Pet Hospital, which is striving to increase accessibility and inclusivity across the veterinary profession. Click here to learn more about Equity, Inclusion & Diversity at Banfield.

Stephanie Goss:

Hey, everybody. I am Stephanie Goss and this is another episode of the Uncharted Podcast. This week on the podcast, Andy and I are tackling a topic from the mailbag. We got a letter from a practice owner who has a very inquiring mind, and they want to know, “How do I get my associates to be more productive and still support their work-life balance?” The ask is being motivated by the fact that the practice owner seems to produce more revenue in a three-day-a-week period working with patients than the associates are all producing in four days a week. The practice is growing and profitable, and everybody wants to expand the practice footprint, and the practice owner is totally onboard for this, and so they're wondering, “How do I get them to produce more? And also how do I support them, because I don't want to run them ragged? Is there a common ground?” Let's get into this, shall we?

Stephanie Goss:

And now, the Uncharted Podcast.

Andy Roark:

And we are back. It's me, Dr. Andy Roark, and Stephanie check-your-balance Goss.

Stephanie Goss:

How's it going, Andy?

Andy Roark:

Good. Good. It's good.

Stephanie Goss:

Good.

Andy Roark:

We're recording this over the holiday break, and I did a Tacky Lights Tour with the kids.

Stephanie Goss:

Fun.

Andy Roark:

And with my wife, and we went to the Greenville Spartanburg Motor Speedway.

Stephanie Goss:

Nice.

Andy Roark:

Because they had lights. And man, you talk about knowing your audience. There we are, family's in the minivan, and you go through the line. You have to pay admission to get in and drive around, and ultimately we ended up on the racetrack with the minivan and a bunch of other cars. And so we're driving around the racetrack, and they've got the racetrack really decorated, and you're listening to the radio station that comes from the Tacky Lights Tour, right?

Stephanie Goss:

Okay.

Andy Roark:

And so you're listening. And at one point, one half of the track starts to blink, and this one big Christmas tree shaped light starts to flash, and on the radio you hear it. And then the voice, the female voice of this tree, it said, “Boy, I sure do love how my side of the track looks,” and then the other side starts flashing, and there's another tree over there, and they're like, “Yeah, but my side is better,” and the first one goes, “Nuh-Uh. My side is better.” And then they say, “Let the people decide. If you like my side, honk them horns.”

Stephanie Goss:

Stop it.

Andy Roark:

I am not kidding. I'm like, “These people know their audience.” Right? And then the other side is like, “If you like my side, let ‘er rip. Honk them horns!” And I'm driving around the Speedway blowing my horn in the minivan, and I'm like, “This is amazing. I got every penny of my money's worth to come here.” And my wife… And I have been settling debates all week, because we'll argue, and then I'll look at the kids and go, “Hey, if you think your dad's right, let ‘er rip! Honk them horns!”

Stephanie Goss:

I'm sure Allison loves that.

Andy Roark:

Oh, she was in stitches. Honestly, know your target market. And the people who come to look at Christmas lights at the Greenville Spartanburg Motor Speedway, they're all about honking their horns.

Stephanie Goss:

That's fantastic.

Andy Roark:

They drive around they're like, “Woo!” Honk, honk, honk. But, oh man, that was the most exciting thing that happened to me in the last couple of days. “Let ‘er rip! Honk them horns!”

Stephanie Goss:

I love it.

Andy Roark:

Oh, man. How about you? Can you compete with that?

Stephanie Goss:

No. I don't think there's any competing with that. No, it's been quiet around here.

Andy Roark:

Yeah. I have a feeling the Olympic Peninsula Motor Speedway would sound different.

Stephanie Goss:

Not.

Andy Roark:

Maybe not, though. I would like to go see.

Stephanie Goss:

I have a feeling it would, if that existed. No, it's been really quiet. We actually got the white Christmas that the kids are hoping for, and so the Upper Olympic Peninsula in Washington is not prepared for snow, and so when it snows here… I've lived here now for seven years, and it has snowed almost every single year, and yet they are completely unprepared for it, and everything shuts down because they don't… They have plows, but they don't salt the roads, they just sand them, and so it becomes a sheet of ice and it's a hot mess, so we have just been hanging out. The kids have been running around in the snow, and thoroughly happy with their five inches of snow that's on the ground, and have been flooding, and spending most of the day outside, and I have been curled up in front of the fire with a book because it is freezing out and I have less than no desire to be outside in six degree weather.

Andy Roark:

Oh, man.

Stephanie Goss:

There's that.

Andy Roark:

Yeah. One of my favorite movies is… I love the recent Muppet movies. You know the ones that came out with Jason Segel, and then there was a more recent one that had Tina Faye in it and Ricky Gervais. Anyway, they're both amazing. That one, I love that movie. And in that movie, there's this thing where the Muppets are being subverted by the bad guy, and of course Kermit is the voice of reason at the beginning of the movie, and Gonzo wants to do an indoor running of the bulls, and Kermit is like, “This is a terrible idea. This is completely going to be a nightmare,” and [inaudible 00:05:55]. Well, ultimately Kermit gets ejected and removed, and Gonzo does the indoor running of the bulls, and someone runs into the screen and goes, “The bulls are out of control!” and someone else goes, “Who could've foreseen this?” and I die laughing at that every time. And when the most obvious thing in the world happens, my wife looks at me and goes, “Who could've foreseen this?” Like “honk them horns” and “who could've foreseen this” are two inside jokes. And so whenever they're like, “Oh, man. It snowed again and we didn't salt the road,” who could've foreseen this?

Stephanie Goss:

Basically. So we're staying home, and we have been just playing games, and reading books, and doing low-key stuff, and it's been great. I love the snow when I don't have to be out in it for extended periods of time. I went out and did the snow thing with the kids, and we played, and cleaned off the driveway, and all of the cars, and then I was like, “Okay, I'm done now. I can watch it from inside where it's pretty.”

Andy Roark:

Oh, man.

Stephanie Goss:

So it's good. It's good. But we have some questions from the mailbag.

Andy Roark:

Yeah.

Stephanie Goss:

Which I'm excited to talk about.

Andy Roark:

Let's do it.

Stephanie Goss:

This one is a good one. We got a question from a practice owner who has a question about their associate vets, and they were wanting to know, “How do I get my associate vets to be more productive?” Currently, they bring into the practice… They're seeing patients three days a week, and they're bringing in more revenue-wise than any of the associates do seeing patients four days a week, and so they are looking at the team and the wishlist, and the things they want to do as a hospital, which includes an expansion, and this practice owner is feeling like, “We could be way more profitable and we could start working on the expansion. And I would feel much more comfortable, from a money perspective, if I could get them to say yes more often to taking on extra cases, and being more profitable in their four days a week.” And so this practice owner is asking, “How do I find the balance between pushing them a little to see more and do more, and then also promoting good work-life balance for them and for the team?”

Andy Roark:

Yeah. This is a great question, and business owners everywhere wrestle so much with this, and I have wrestled with this at many different times. And so headspace is really important here, and so we need to lay down some headspace pieces. And if you get this, you're going to be okay; if you don't get this, then you're going to continue to struggle, in my experience. Okay? Here's how it goes.

Andy Roark:

First of all, 100% validate the scenery. I think every business owner feels this way at some point and goes, “If the other people that work for me would work as hard as I do, then boy so much would be possible, and this would be amazing. And why don't they work like I do?” Everyone has that thought if they own a business. And even if they don't own the business, I think at some point we all look around and believe that we're working harder than everyone else around us. You know what I mean?

Stephanie Goss:

Yeah.

Andy Roark:

It's called information bias. There's a natural tendency where we don't know what people are doing and we assume that they're not doing as much as us, and so I think everybody has that. Okay. So validation comes first and say, “Yeah, I see that. I hear that. I think everyone who is a manager has felt that.” The truth of the matter is, first, information bias is a thing, meaning a lot of times we don't know what other people are really doing. We look at one specific aspect of their job and say, “Well, if they did this as well as I do, then things would be different,” and you go, “Well, if you did the other things that they're doing, then you wouldn't be as productive in this area,” and thus you'd have a more fair comparison. And so that's just one thing I always put on, is a lot of times we don't exactly know what other people are doing, we don't necessarily understand if their role are different than ours, and so first thing to do is put that in perspective.

Andy Roark:

The second thing is to know that perspective is wholly location dependent, meaning where you are standing dictates what you see.

Stephanie Goss:

Sure.

Andy Roark:

I had a friend who was one of the most liberal in their political views, people that I know, so they were very much about employee benefits and employee rights, and taking the position of the worker. [inaudible 00:10:42] turn people off by saying it's liberal in their political views, but that is very much… The picture is very much like workers' rights, take care of people.

Stephanie Goss:

Pro-employee. Sure.

Andy Roark:

Yeah. That's very much who they were, and they held those beliefs until they became the owner of a business, and that is the biggest change I have seen in someone that I have known well in my life. And don't get me wrong, they didn't become Scrooge McDuck.

Stephanie Goss:

Right.

Andy Roark:

It wasn't a radical change, but boy were these strongly held beliefs re-evaluated once they were the one who could see what the books were, and could see what was going on in the business, and was really forced to look and make hard choices about what we were able to do, and what we were not able to do, and what was in the budget, and what was not in the budget.

Stephanie Goss:

Sure.

Andy Roark:

And again, it was not like comedic, “This person is a completely different person.” No, they were still the same person. But man, so much of their beliefs just shifted when they were on the other side of the balance sheet looking at the real numbers and trying to figure out how to make this work. And I'll never forget that change in this person. I think it was one of the things in my life that really hammered home for me that what you see depends on where you're standing.

Stephanie Goss:

Sure.

Andy Roark:

And I put that down not for good or bad, for any other reason, other than to say most people who are business owners did not look at the practice the way they look at it now before they were business owners. Right? And the idea that people who are not business owners are going to look at your business as if they're business owners, that's just not realistic to me. They're just in a different place.

Andy Roark:

And I think everyone should work to have empathy for everyone else. It shouldn't be no one has empathy for the business owner unless they're a business owner, and it shouldn't be that business owners have no empathy for workers who aren't business… All of that is ridiculous. It's just true that perspective comes from where you are. And people who are not a business owner, and never been a business owner, they're not going to feel the same way that the business owner is going to feel, and I think everybody should just acknowledge that and be okay with it, because being mad about it is not helpful. You're not going to talk people into it. They have the perspective or they don't have the perspective, and to some degree we just have to accept this is how they see their job, and it's different from how you see their job, and you better just come to peace with it.

Stephanie Goss:

Yeah. That makes total sense. Having been on both sides of the coin, I can see that, and I can say that I have perspective now that I didn't have-

Andy Roark:

Sure.

Stephanie Goss:

… as just an employee. And as an employee, even someone who… I feel like I was always the employee who was willing to go the extra mile, and I think I did have a bit of a business sense even before I looked at it from the practice owner perspective; and at the same time, it is a job.

Andy Roark:

Right. Yeah.

Stephanie Goss:

And I was always the team member who was accused of being the one who cared more than the practice owners, and that's hard too, right?

Andy Roark:

Yeah.

Stephanie Goss:

You can have team members who care in a way that is different, and then you're between a different rock and a hard place, so I think that that's super important.

Stephanie Goss:

And I think your point about perspective is a really good one, especially for this practice owner in terms of getting into the headspace to really look at this honestly. Because if you're coming at it from a perspective of, “They don't care as much as I do. I need them to do more,” I don't think that the problem-solving and the action steps are going to go as well. I think your point about the headspace, and the perspective at which you're looking at this, are really, really important.

Andy Roark:

There's another piece of it too, right? The first part is just people who aren't in a leadership role don't necessarily understand what is needed by the practice, and so you say, “Well, why aren't they jumping in and doing these things?” and you go, “They don't know or they don't see it,” or they don't have perspective that you have because they haven't… and they don't spend time in the position that you spend time in, and I think it's important.

Andy Roark:

I think another part of it too is I think a lot of us as business owners forget what it was like to not have the organizational power that we have, right?

Stephanie Goss:

Uh-huh (affirmative).

Andy Roark:

And it's really easy to feel bought into something when you have the power to change it and mold it in your vision. Right?

Stephanie Goss:

Uh-huh (affirmative).

Andy Roark:

And so you go, “Well, why don't they care about it as much as I do?” and it's because you have the power to change it and they don't have the power to change it. It's a job for them, and their power in that job is fairly limited, and so their ownership of that job is going to be directly proportional to the amount of power that they have in it, and so it's interesting. I think sometimes we say, “Why don't they feel about it like I do?” and you go, “Because they don't experience it the way that you do.”

Stephanie Goss:

Right.

Andy Roark:

And I think that that's really important to think about as well. Ultimately, we go through this mental exercise of trying to separate-out the… So yes, to separate apart what it means to be a good employee from what it means to jump to ownership-type responsibilities. I want to pull those things apart. These people maybe don't… they're not doing what you think they should do, and I think that there are good reasons for that.

Andy Roark:

And I think that what we're ultimately trying to get here is that we need to achieve a balance, and I really think… I applaud the way this question was written because I get the sense that they get that. It's about trying to achieve a balance. We want to push people, right?

Stephanie Goss:

Uh-huh (affirmative).

Andy Roark:

We want to motivate people. We want people to work hard. And the idea, “Oh, no. How dare you try to motivate people to see more cases than they see right now?” you go, “Well, that's the job of the leader and manager is to motivate people.”

Stephanie Goss:

Sure.

Andy Roark:

And I think we all need some motivation at some point. At the same time, we should not have the expectation that someone is going to love your baby as much as you do; and if that's your expectation, then you're always going to think that your employees are not living up to their potential, and that's just unrealistic. And so all of that to say what we're trying to find here, the headspace is: what is the healthy place where people are motivated, but where I as a business owner/leader also have a realistic understanding that these people are not owners in this business. It's a job for them, it's not their business that they own and that they're trying to grow, and so we're trying to strike the balance between those things. Being the owner and being the associate of that are a fundamentally different thing; and in this headspace, we should also therefore not necessarily compare performance of the associate to performance of the business owner; they're just radically different things.

Stephanie Goss:

Yeah. I think that is totally fair, and I think that point goes to what this practice owner asked in their question, which is, “How do I promote a good work-life balance for them?” And I think that the work-life balance, the way that someone can view themselves in a work-life balance, is fundamentally different between an associate for whom it is a job, and they may love it. It may be something that they're super passionate about. They love their clients, they love their team, they're your A+ rockstar associate: at the end of the day it's still a job. And if they had a family emergency… or if someone, their partner, got a job halfway across the world… they could away tomorrow and be okay with that because it is just a job; and at the end of the day, the practice owner has made the choice-

Andy Roark:

Sure.

Stephanie Goss:

… to have that commitment to maybe not walk away. Maybe still they could walk away from it, but they're viewing it through a very, very different lens. And so I think your point about not comparing is really, really healthy from a headspace perspective. Because if you wait for your team to look at it the same way that you do, you will be disappointed until the end of time.

Andy Roark:

Yeah. I just think it's a hundred percent vital, right? The practice owners that you and I work with at Uncharted, they think about their business all the time.

Stephanie Goss:

Right.

Andy Roark:

You know? They take a bath and think about their business, and they cook dinner and think about their business.

Stephanie Goss:

Right.

Andy Roark:

And it's not obsession, but it's constantly there, and it's not that way for the associate who comes in, sees their case. They may go home and think about the cases that they're working on, but they don't think about the business.

Stephanie Goss:

Right.

Andy Roark:

And that is why I go, “Those two positions are so fundamentally different.” The first piece of advice I would give to our writer is to say: stop comparing the associates to you, even in production.

Stephanie Goss:

Right.

Andy Roark:

Now, I get where they're coming from, but I don't know… Sure, there are blazing fast associate vets out there that tear through rooms and work hard and can produce, outproduced, the practice owners, that definitely happens: those are exceptions to the rule, not the rule. I think that generally, because of their position, because of their perspective, the practice owners are going to be generally more motivated to do these types of things than the associates are, and I think that that's reasonable and we have to be okay with that. And so the first thing I would say is I would discourage you from saying, “This is what I produce. Therefore, this is the target that others must meet in order to be seen as good or competent associates, in my eyes.” I think that is a recipe for frustration.

Stephanie Goss:

I agree. And I would say, when we start to talk about action steps, for me a lot of it is centered around, “How do we take the emotion out of it? And how do we look at the concrete?” and not just from a numbers perspective, because the revenue piece of it can be a very good driver for associates and team members who are financially motivated, and it can be a very sharp edge for those who are not financially motivated. And so the quickest way to divide the team, or turn off and get people to shut down who are not financially motivated, is to come at it from a perspective that is looking at it from the revenue point of view.

Stephanie Goss:

For me, it is very much, when we think about action steps, it is about looking at things as concretely as possible; and looking, for me, at the workflow, and looking at what is the same and what is different. Because I will tell you, as a practice manager who has worked with a variety of different practice owners over the years, practice owners have the ability, we all as humans have the ability, to look at things and have our perspective very clouded by the lens with which we're filtering it through. And I have worked with lots of practice owners who are amazing vets and who could do things very fast, and often think of themselves as being more efficient or more expedient or faster than the associates, or looking at it from very much the similar position that this practice owner is, “Why can I outproduce them? I'm only working three days and I produce more than them, and so how do I fix that?” And for me, when you dive into the specifics and you start to look at the concrete, often there are things that skew it in favor of the practice owner.

Stephanie Goss:

I've worked in many practices where the practice owner works at a significantly higher tech-to-doctor ratio; so yes, they're producing more, but they have more bodies every day. Or they are doing appointments in a different style. It comes down to, when we look at the concrete stuff, there can often be specific things that can be pulled apart, and I think that that's the really important part. When I think about looking at it from an action step perspective, is how do we make this… how do we take it out of the shades of gray, and how do we look at it from the black-and-white concrete perspective so that you level the playing field in a way that feels as equitable as possible, and you take the ownership piece out of it, and look at it on a doctor-to-doctor perspective.

Andy Roark:

Ah, interesting. I'd push back against this a little bit, and here's why. For me, the steps to resolving this issue are separate… Discard the idea that the owner and the associate vets are the same, and look at the associate vets as their own entity; and then address the problem, which is still the problem of, “I think that the associate vets could be more productive, and we could be more profitable, and then add the expansion that we want to add if they sell more cases.” I guess why I say that is I think comparing the production of the associates to the owner, as you were saying, it generally doesn't make a lot of sense. And we can dig in, and we can find all these different reasons that those things are not the same. To me it doesn't matter. You know what I mean?

Andy Roark:

If you need to dig into the reasons to convince yourself that these positions are not the same, then that may be a good exercise that someone might need to do to get into a good headspace. If you can buy into the idea that associate vets are associate vets, and we should set aside comparison to anyone else and just manage the associate vets that we have, then I think you're going to have a much more straightforward challenge than teasing apart, “Well, this is why their experience is different from mine.”

Stephanie Goss:

I think that makes sense, and I think that works significantly easier in a practice if you have multiple associates. If you can compare associate to associate, then you're talking more honestly about apples to apples, versus apples oranges, and you still have to sort out the things that are different. Are they all seeing the same time, length of appointments? Are they working the same days? Is one working more surgery days than another? There's inequities that have to be sorted out and teased apart when you're looking at the actual numbers. But to your point, when you're looking at associates to associates, and you're taking the owner as a doctor out of the equation, it is much easier to have it be equitable. And where I have seen this be a big struggle is for smaller practices that have one or two associates, and often it's a lot harder to make that equity. When you only have one associate, you don't have anybody to compare them to, or you have two associates, but there might be differences between those two associates. Right?

Andy Roark:

Yeah.

Stephanie Goss:

And so I think that, for me, is about if you don't have the ability to separate it out… To your point, if you have that ability, phenomenal, do it, take the owner out of the equation and look at it just from an associate to an associate perspective. And if you are a practice owner who's like, “Well, I only have one associate,” or “I have two of them, but there are differences,” that's where for me you really have to lean into picking it apart in a way that sets it on the most level playing field possible, and all of those things are really important to look at when you're looking at metrics because they do all impact it. When you have a doctor who does way more surgery days… or who works Mondays than Fridays, which are arguably the busiest days for any practice… the numbers and the dollars are probably going to be dramatically different, through no fault of their own, to the associate who then works Tuesday, Wednesday, Thursday. Right?

Andy Roark:

Yeah. No, you're exactly right. And I'm right back with you. That makes a ton of sense. Yeah. And let me put one more thing forward here. Because when you're talking about equity and you say we should look at the schedules, and are people working different schedules? And if you've got a doctor that works Saturdays versus… You know, if one of your three days is Saturday, and they don't work on Saturdays, I go, “Well, I'm not surprised that you're doing as much as they are,” because you're doing Saturday, which you know is a bonkers day, and so anyways I think that's important.

Andy Roark:

But here's the other one I think is more important, from looking at these things equitably, and I see this all the time. I see practice owners who get really frustrated at the production of the veterinarians, and like, “I do so much more and I produce so much more than this person,” and often… And again, I don't know this scenario specifically to say this was going on here, but I would just say I see it a lot. Often, the owner has been there for a decade and has built relationships with these clients, and the name of the building is after them, and the practice owner has credibility and relationships with clients, and loyalty from clients, that the new associate who's been there two years just doesn't have, and it's not about your skill in the exam room. It's about the fact that you have talked to your clients and known them for eight years, and this new associate has known her clients for one-and-a-half years. And so when you recommend a dental cleaning, you're more likely to have that person agree to it and do it because you have that longstanding relationship, which the other person doesn't have. It's why we talk so much about, when new vets come in, endorsement from the owner or the established vet to help build them that trust and credibility.

Stephanie Goss:

Sure.

Andy Roark:

That stuff is so important. But anyway, the point being sometimes there's nothing different that the new vet is doing or the younger vet is doing than the older vet; they simply don't have the long-term relationships. And I think a lot of times we say, “Oh, I'm working harder,” or “I make better recommendations,” and the truth is like, “No, you've been here a long time and people know you, and they like you, and you should be proud of that,” but oftentimes it can just be a matter of time, and those things can even factor in. So again, comparison is the thief of joy. Comparing yourself to others, for good or ill, generally just leads us to be unhappy, other than setting a certain benchmark for what we think is possible.

Stephanie Goss:

If you're a practice owner and you are in the place that this practice owner is, how do we actually attack this and try and answer the question for, “How do I find that balance?” And for me, that's a question of, “How do I address it with them?” Because you can't find balance without talking to the team about it.

Andy Roark:

Oh, yeah. Well, yeah. Let's take a break, and we'll come back, and we'll dig into the actual plan.

Stephanie Goss:

Okay.

Stephanie Goss:

Hey, everybody. It's Stephanie. I just have to break in here for one second and make sure that you know about an awesome opportunity that is coming up that we do not want you to miss. We are back. We are back in person in April in Greenville. That's right. Our flagship conference in Greenville, South Carolina, is happening in person for the first time in three years, and we are so, so excited to be back with you guys. It is happening April 21st to the 23rd, so put that on your calendar now. And if you head over to the website at UnchartedVet.com/April, you can find all of the details as we sort them out, and you will get to see the schedule as soon as we have it, you will get to see information on the speakers. We've got an event FAQ. You can shop for Uncharted gear. We've got safety information if you're wondering about being back in person. So if this sounds like something you would be interested in, head over to the website at UnchartedVet.com/April and reserve your spot. This event will sell out. We cannot wait to see you, so don't wait to put this on your calendar. You do have to be an Uncharted member to attend. You can find out all the details at the website.

Stephanie Goss:

We'll see you soon. Now back to the podcast.

Andy Roark:

All right. Let's get into what are we going to do here, right? We want to increase the production of our associate vets; and if we did that, we'd have a more profitable practice, and we could even do an expansion maybe. How do you go and say to the vet, “Hey, I need you to work harder, and do more stuff, and sell more stuff,” but do it ethically, and don't take advantage of people, and don't upsell people, and be someone who's worthy of the reputation of my vet clinic, and take care of pet owners, but also get your production up and work harder.

Stephanie Goss:

Right.

Andy Roark:

And do more things, and life balance. Don't forget life balance. Go. Right?

Stephanie Goss:

Uh-huh (affirmative).

Andy Roark:

Okay. How do we do that? Here's the thing. The first point that I made I think is set aside comparison between… Just manage the person, and help that person to find motivation, give that person the resources and the support that they need to be successful, and then help them manage life balance by setting boundaries to take care of that person. How that person stacks up to you is not important, unless it means that person is unmotivated or unsupported or is not getting their work done.

Andy Roark:

The way that I would start, there's really three steps I think in this problem; and these are very simplistic, but I think that's what they are. The first one is that metrics are key. If you don't measure it, then you won't manage it. You know?

Stephanie Goss:

Uh-huh (affirmative).

Andy Roark:

And that's what it means. If production is important, then we need to measure production, and we need to talk to the owners about production, right? We need to say, “Hey, this is what you did. This is what we're looking for. This is what our targets are,” and people won't even have those basic level of conversation about expectations. And I can tell, as an associate vet, I would like to know what your expectation is; and if I'm not meeting it, I want to know that. But I think I'll lot of times we have these talks and we say, “Well, they should be producing more,” and I say, “Well, what are they producing now?” and they're like, “Well, I'm not exactly sure,” and then you say, “Well, what should they be producing?” and they're like, “Well, I don't exactly know that either.” The very first step is you've got to start to get some data. Right?

Stephanie Goss:

Yeah.

Andy Roark:

You can't have a production-based conversation when you don't have production data and you're not willing to share production data.

Stephanie Goss:

Yeah. And I would say that this is the first step, and this is often where I see practice owners make the biggest mistake because too many times I think people try and go from zero to a hundred with no plan. And so practice owners will often… I think this is a great example. You have a practice owner who wants to expand their facility. The team's brought, there's team openness and discussion to wanting to expand the practice. For a lot of practice owners, instead of approaching it from, “Hey, this is something we all want. What is it going to take for us to get there?” which is very much an open-armed getting their buy-in approach to it, too many times people look at it, see the first step as being important, see that we need to be looking at metrics, and try and go from having no discussion about numbers and revenue, to throwing open the books in a way that comes across as dumping your problems on everybody else and expecting them to solve it, and that is the biggest mistake.

Stephanie Goss:

And so this is where this part makes me super happy because I love spreadsheets, and I love of getting nerdy with numbers, and so this is where I would say to this practice owner, or any practice owner, “If this is not you, if the numbers scare you, if you don't like spreadsheets, get someone on your team who can help you because you need someone who can look at it from an objective, unbiased perspective.” And so whether that's your practice manager or a CPA, this is an investment worth making, and it's one worth taking your time for. And so my suggestion would be to start actually looking at the numbers and pulling together the data, and doing it quietly and to yourself before you go jumping in the deep end with your associate team because that is where the most mistakes get made, in my experience.

Andy Roark:

Absolutely. No, I completely agree. If all of this is new and it's all at once, it feels awful and feels like the whole place has sold out-

Stephanie Goss:

Right.

Andy Roark:

… to try to make money and revenue, and that's very demotivating for a lot of people in vet medicine, probably most people in vet medicine. I love the idea. My point is it's more so than making a presentation to the associates or the staff. It is you have got to start picking these numbers up.

Andy Roark:

The other thing is the metric that we were given was, “Here's what the associate makes compared to me the owner,” and I go, “I'm more interested in what did the associate make this spring compared to last spring.”

Stephanie Goss:

Right.

Andy Roark:

That's what I'm more interested in.

Stephanie Goss:

Sure.

Andy Roark:

And there's wild variation month to month, and you go, “Oh, look at December. We lost money. ” Well, guess what? You lose money every December, right?

Stephanie Goss:

Right.

Andy Roark:

Every December things fall off, it's not a continuous upward trajectory, but you have to have some back data to know those things.

Stephanie Goss:

Yeah. And that's where someone who is going to look at it objectively can help you pick out parameters, and even it out, so that you're not looking at it in an obsessive blip-to-blip fashion, which is so easy to get siloed when you're looking at numbers, into those little things, and you have to be able to zoom out and look at it from the big picture perspective, and so I totally agree that that makes sense.

Stephanie Goss:

And I think that there can be value, if you have multiple associates, in looking at them in comparison to one another, if you level the playing field. But to your point, it is far more valuable to look at a new associate who's been with you two years, and look at what is their year-over-year growth as an individual, versus how are they comparing to your other associate vet who's been with you for 10 years, for example, and has been out of school for 20. Those things impact. And again, we're not comparing apples to apples, to your point, when you have a new associate on your team. All of those things matter. And so starting to strip away some of that, and also take the pieces that need to be taken into consideration, in terms of balancing your skills, is really important.

Stephanie Goss:

So I agree. I think starting to talk about the metrics is important. And I would caution practice owners that if this is the first time that you're really starting to talk with your associate vet, or associate vet team, about metrics, this is a long game. This is very much a marathon, not a sprint. And if you approach it as a sprint, it will probably fall apart.

Andy Roark:

Yeah. I completely agree with that. This is slow. It's introducing the idea. The first part of this is not holding people to metrics; it's just introducing the metrics. Be like, “Hey, we're going to start looking at some numbers.” But I do think it's amazing; just sharing metrics with people is motivating. I remember the first place that I worked as a vet, every quarter I got my production numbers, and I had a spreadsheet at home that I put them into just so I could look and say, “How am I doing? Am I getting better? Am I growing and am I meeting expectations?” It depends on the individual, of course, but just getting… You have to get numbers on the table; otherwise, it's about how you're feeling.

Andy Roark:

And one of the things I will say is some of the hardest working veterinarians that I know are the lowest producers, because they run themselves ragged doing work that doesn't get paid for, doesn't get billed for, or things like that, and so it's not about how hard you work. A lot of times it is what systems are you using, and how are you moving clients through the building, and how are you working-up your cases? And so that's the first part is really metrics are key. If we're not looking at numbers and looking at numbers with our associates, we need to start introducing that. Because if we're going to try to manage them to production, we need to introduce the idea of production early on and let people get used to it.

Andy Roark:

The second part is presenting the problem with true curiosity. I think one of the mistakes that people make is they go to the associate and say, “Hey, you are not working as fast as I am,” or “You are not seeing as many cases as I am,” or “You are not working-up your cases as much as I do, and that's why your average client transaction is not as high.” And once you put that on the table, you have just framed this issue very tightly. And what I have found usually, I'm a big believer in seek first to understand, I don't know why this vet's numbers are what they are in the exam room because I'm not in the exam room with him or her. You know? I may be able to paint a picture and I can look at some things, but I don't really know.

Andy Roark:

It's amazing. Again, another thing I see is practice owners that have their go-to technician who only works with them, and she's amazing. And meanwhile the associate vets have other very nice technicians who are much less experienced, for example, and then that senior vet goes, “Gosh, I crush you guys. Why can't you keep up?” and it's like, “Oh, because you have… ” You know?

Stephanie Goss:

Yeah.

Andy Roark:

You have Obi-Wan Kenobi technician with you, and I have a six months of experience technician with me who's going to be great, but right now she's learning as I'm learning, and it's unfair to compare those two things.

Stephanie Goss:

I think for me those are where, going back to what we were talking about earlier, that's where, from a metrics perspective, for me we have to look at some of the inequalities, and I don't mean from a revenue perspective. This is not just a conversation about money. This has to be a conversation about workflow and process in your practice and your team as well, and so it only behooves you as the practice owner to identify some of those inequalities and figure out how do you level the playing field. Because if you want to be more profitable, is it more profitable for you to keep your super experienced technician all to yourself three days a week, or is it more profitable for you to lend that technician out two days a week and work on them training some of the newer two members to gain more skills with the associate vets, so that in the long run they're producing more as a result of that. That's where for me part of it is digging into the workflow and looking at the pieces that may not be the same between the practice owner and the associate, but also associate to associate. Picking apart all of those things.

Stephanie Goss:

And then the other piece, to your point, I love the idea of presenting a problem with curiosity. The other thing for me is this is about getting buy-in, and so for me the balance… This practice owner is asking, “How do find the balance,” right?

Andy Roark:

Uh-huh (affirmative).

Stephanie Goss:

Between pushing them and promoting good work-life balance. To me, the answer only lies in them being bought into the vision. And so if they want to expand the practice, my road and my path to having this conversation, and whatever results may come of it, is going to be far easier if they're bought in on that than if they don't want that. If they're an associate who's like, “I want to work two days a week and go home, and I could care less about what's happening around here on the other days,” those are two very, very different things.

Stephanie Goss:

And so for me, part of it is from a place of curiosity and buy-in, in that, “How do I get them onboard with where we're trying to go, in a way that feels inclusive to them?” And so I would look at it from that perspective and think about what is important to them in terms of their work-life balance. What are they asking for? Because if they want new equipment or new facilities, or an expansion, it's way easier to have the conversation… any of the conversations, including the hard ones… about some of the metrics and workflow that you're going to have to tease apart, if they're bought into that idea.

Andy Roark:

Yeah. Here's the thing, because they do ask, “How do we maintain work-life balance?” and it's always my assumption, when we talk to the associates, that maintaining work-life balance is important. I think it just is. It's how you treat them. If I come to you, Stephanie, and you're an associate vet, and I say, “Dr. Goss, you are not seeing enough appointments in a day and I need you to go faster,” that is a tightly framed conversation. You know what I mean?

Stephanie Goss:

Yeah. Absolutely.

Andy Roark:

And does it take into account your work-life balance?

Stephanie Goss:

No.

Andy Roark:

Or your stress level, or your anxiety, or any of these things? No, it doesn't. I gave you a problem with only one solution, which is work faster.

Stephanie Goss:

Go faster.

Andy Roark:

And quite honestly, do I know what you're up against or if working faster is even a possibility for you? No, I don't know. And I see all the time people go, “You know what? I'm just going to be honest with you. You don't see enough appointments, and you work faster.”

Stephanie Goss:

Right.

Andy Roark:

And I'm like, “Oh, man. You made a bunch of assumptions about Dr. Goss and about what is possible.” And going to someone who's working as fast as she can and saying, “The only answer is for you to work faster,” that's how people break and quit. You know?

Stephanie Goss:

Yeah.

Andy Roark:

But here's the thing: none of us get compensated for how fast we go, right? None of our practices are successful because of the speed with which people move through the building. If they were, you'd have practices where people just sprinted around all the time. Sprinting does not translate to patient care.

Stephanie Goss:

Right.

Andy Roark:

Or to revenue. It doesn't. And so don't tell them the problem is that they're not going fast enough. Go to them and present the problem and listen with curiosity, which means… The problem is not, “You are not moving fast enough.” The problem is, “We need to increase revenue in our hospital, and I need your help, and I want to talk about ideas that you have and what might be possible,” and now my friends: now we're talking about what is possible. And it may be, “Hey, I need to speed up,” or more likely the associate vet is going to look at me in my eyes and say, “If I had trained technicians like you do, I could do a lot more business.” And what happens? My head just deflates because the whole time I was like, “I'm so much faster, and I need you to go as fast as I am,” and then it's shown clear to me, “Oh, I'm faster because I have high-quality support staff clustered around me, and the associate has the less trained, less experienced support staff clustered around her.

Stephanie Goss:

Right.

Andy Roark:

And so now it's not about her going faster. It's about us doing training protocols, and shuffling our technicians, and cross-training and mentoring support staff, paraprofessionals, so that we can build efficiencies and move people through the room a whole lot faster, and she's not working faster. It may turn out that she's twiddling her thumbs in the exam rooms because she doesn't have the support staff around her that she needs, and I just use that as an example of what might potentially be the problem. But if you go and you say, “I need you to go faster because you need to see more rooms,” that is a very narrow framing, and it does not take into account what is possible or what is accurate, and it's probably going to go badly. The more wider framing of, “We need to raise revenue, and I would like your help with that, and I need to know what your ideas and thoughts are. Start thinking about it, and we're going to talk in a couple of days, and I want you to go through with me what do you think is going to help, because we need to get our numbers up.”

Stephanie Goss:

And this is where I think the headspace piece is most important for the practice owner because it can be very easy… When you start the conversation and you start to pick apart some of this stuff, it can be very easy to take it personally, and to take what they're saying personally, “Well, I don't have the most experienced technician. That's not true.” Right?

Andy Roark:

Yeah.

Stephanie Goss:

That's a really easy human response to being presented with that, and so this is where the headspace is really, really important. And so for me, the challenge is not only in presenting the problem with true curiosity, but then sitting back and truly listening to what is said. And I would offer to you as the practice owner: just listen, take notes, hear them out, and then say, “You guys have given me a lot to think about. Thank you for your feedback. Thank you for sharing. I want to process this.” Right?

Andy Roark:

Yeah.

Stephanie Goss:

Walk away from the conversation because no good is going to come from you trying to respond in the moment regardless of how positive their feedback might be. The best thing for you is to say… to shut up, listen, and then say thank you, and walk away for a little bit, and really truly digest it. Because it can be very, very easy to take it personally. Because, to your point in the very beginning, no one is ever going to love your baby the way that you do, and they are talking about your baby, whether you consciously think about it that way or not in the moment.

Andy Roark:

Yeah. No, I agree. And I love the way you said that too because it really does hammer on that point that I wanted to make so clear at the beginning, is you have got to separate the associate vet from yourself because they are going to give feedback and they are going to have ideas. And if you say, “Oh, no. This is a competition between the two of us, and this person is being measured against me,” you're never going to be open and receptive to their feedback. They're not the practice owner, they're not you, and so just put your performance aside and have this open conversation with them coming from a positive and supportive place. How can I help you?

Andy Roark:

One of the things that also I'll put forward as a tool for having this conversation, about presenting a problem, a lot of times what happens is we go to people and we say, “This is not working. Here is the problem,” and we present like that, and it's very demotivating.

Stephanie Goss:

Sure.

Andy Roark:

Think about someone coming up to you and saying, “Look, there's a problem. This isn't working.” You just feel the wind going out of your sails. One of the best things we can do is go in when a person has been successful, and has been having a good day. It's when you go in and you recognize that they had the most productive month they've ever had before.

Stephanie Goss:

Right.

Andy Roark:

And that's when you go to them and say, “Hey, you had a fantastic month last month, from a production standpoint. What happened? What was good about it? What made this work? Tell me about the things that happened, so that we could have more months like this, because you were amazing. You're doing so great. I want to support this.” And then what happens, you're coming to someone saying, “I see you winning, I see you succeeding, I see you excelling, and want to help you do more of this. How can I support you so that this is easier or there's more,” I don't know, more routine, or so this happens every day you come in? And that's just a nice way to open the conversation up, and a way the person generally receives very well. Everyone likes to be told, “Hey, I see you doing an amazing job. What are you doing? What has changed? What is helping you? How can I support you where you are now? Because you're just putting up awesome numbers.” Yeah. I think that is a happy, positive reinforcement way to approach it.

Andy Roark:

The last part for me: we've talked about metrics are key, you've got to have some concrete numbers, you've got to present it as a problem, and then listen to what the person has to say, and try to get their input, because that's how… You can't guess what their life-balance needs are. I just think that's such an important lesson. You can't guess what someone else's life-balance needs… You're like, “Well, I scheduled you so you would have life balance.” It doesn't work that way. The person that has got to say, “Hey, this is how I'm feeling. This is what I'm experiencing. These are the constraints that I have. This what I'm working against.” I can't know those things. The person has to tell me. And so presenting that problem and listening with curiosity is the only way I get there.

Andy Roark:

And the last part is flexing to motivate, and I think a lot of people assume that money is a universal motivator or that's what people really want. It's like, “Well, I pay them a percentage of their production, so they're going to obviously want to generate more money,” and you go, “You know what? A lot of people are not motivated by money in medicine,” and good. You know?

Stephanie Goss:

Uh-huh (affirmative).

Andy Roark:

For a lot of people, and again I'm talking specifically about veterinarians: once you have enough money, money is much less of a motivator for a lot of people.

Stephanie Goss:

Sure.

Andy Roark:

Once your base needs are met you go, “Oh, well. I'm not really here for the money. I'm here because I want to do good work,” or “Because I like the challenge of this job,” or “I want to work with people and support people.” If the only motivator you have is, “You need to hit these numbers and I'll pay you more,” you're going to find a significant percentage of our colleagues who are not going to be motivated by that, and that's not a flaw; that's a feature. That's the people that we are and the people that we deal with, and so we have got to figure out, “What does this person care about, and what does motivate them, and how can we lean into that?” Does this person… Do they respond to educational opportunities? Do they respond to days off for schedule flexibility? Do they respond to bonuses? Do they respond to leadership opportunities, to moving up, to having more ownership of the operation. You know?

Stephanie Goss:

Uh-huh (affirmative).

Andy Roark:

To having more input into how the practice is run, and people respond to different things. I need to figure out what motivates this person and try to lean into their motives. A lot of times what happens is, and this is one of the downsides I think in production-based compensation, there's a lot of people who said it and forget it, and they say, “Well, the doctors get paid a certain percentage of what they do in the exam room. Motivation: check. Moving on.”

Stephanie Goss:

Right.

Andy Roark:

And I go, “That's not how you motivate people.” And so are we motivating effectively?

Stephanie Goss:

Well, and I think, to the motivation, for me, also here is very easily tied to ownership. And so as an owner, if you're looking at this and you're feeling like you're producing more than your associates, you're only looking at one piece of the ownership puzzle. And so the reality is there are doctors on your team who are motivated by the patient, and the patient care matters the most to them: that's an opportunity for you to create ownership drive in them in a way that it's still going to benefit your practice in the long run. Put them in charge of creating new patient care policies or protocols, or training the team or… There are a million different facets of that from an ownership perspective, and that takes something off of your plate. It doesn't all have to be financial. There are associates that are driven by their interactions with the team and their love of the team that they're working with. Create opportunities for them to take ownership of that.

Stephanie Goss:

Again, you are not directly solving your revenue question, but practice ownership is not solely a picture of numbers and revenue. And so this is an opportunity for you as a practice owner to maybe take some things off of your plate in other areas of ownership, even just a little bit, by allowing your associates to take ownership in other areas, that then frees you up to think more creatively about the revenue pieces, if that's not something that motivates them. Because I think your point is really important, Andy, which is that so many times we forget that the money doesn't motivate, I would say honestly the vast majority of people in veterinary medicine, and so we need to think creatively about, “How are we going to motivate them?”

Andy Roark:

Yeah. There's a scene from the show, Mad Men, that I always really liked, and it was just one that… I did not follow the show very closely, but this is a scene that I saw that just stuck with me or whatever. Don Draper is there and he's been paying his assistant, and she's doing this work, and she's doing this creative work, and at some point she's upset and she's going to leave, and Don says, “Why are you leaving?” and she says, “You don't show me appreciation,” and he said, “That's what the money is for,” and I see that sentiment.

Stephanie Goss:

Sure.

Andy Roark:

Like, “What do you mean? That's what the money is for.” And that resonated so strongly with me of like… Because you see that mentality and you go, “Yeah.” That's not what a lot of us are looking for. So anyway.

Andy Roark:

I think this has been really good. I'm glad we walked through it and everything. I hope this is helpful to the writer. It's a good challenge. It's a creative challenge.

Andy Roark:

I think, just to summarize: if you let yourself get into the mental pigeon hole of, “This person is not as effective as me,” and the only answer to this solution is for this person to work harder and faster, I think that your options are very limited, and I've seen that challenge go very badly. I think if you say, “The problem here is… ” my production uninvolved in this, removing myself from this equation, “we need to get revenue for our practice up.”

Stephanie Goss:

Sure.

Andy Roark:

“And I would like to go have a conversation about how we're going to do that,” and the first thing we're going to do is start tracking our revenue.

Stephanie Goss:

Right.

Andy Roark:

And looking at production. But then beyond that, we need to talk about what we can do to increase production. And the reason I would say that too is, to put it this way: if there is a solution where the associate veterinarian does not work any faster and generates significantly more revenue for your practice, are you with that, or do you just really need this person to work faster?

Stephanie Goss:

It's a good question.

Andy Roark:

Yeah. That's the point. Open yourself up to a broader conversation. And at the end, we're working with what we're working with, which means it doesn't matter that the other associates are motivated by X if the associate I need to motivate is motivated by Y. It doesn't matter that that's how people are motivated.

Stephanie Goss:

Right.

Andy Roark:

And it doesn't matter what I do versus what someone else does.

Stephanie Goss:

Sure.

Andy Roark:

And it may also be that this veterinarian is not fast and they're not going to be fast.

Stephanie Goss:

Right.

Andy Roark:

And does that mean you're going to chase them off because they're not as fast as you would like them to be? If you've got your pick of veterinarians and they're just lined up down the road waiting for an opportunity, and you've got so many of them, then maybe it does mean that they're not going to work out. But if they're a good cultural fit and the biggest problem is they're not as fast as you like, I don't know if that's something I want to part ways over.

Stephanie Goss:

Yeah. Agree.

Andy Roark:

Cool.

Stephanie Goss:

Have a great week, everybody.

Andy Roark:

Yeah, everybody. I hope this was helpful. You guys take care of yourselves.

Stephanie Goss:

Well, again that's a wrap on another episode of the podcast; and as always, this was so fun to dive into the mailbag and answer this question. And I would really love to see more things like this come through the mailbag. If there is something that you would love to have a talk about on the podcast, or a question that you are hoping that we might be able to help with, feel free to reach out and send us a message. You can always find the mailbag at the website. The address is UnchartedVet.com/mailbag, or you can email us at podcast@unchartedvet.com.

Stephanie Goss:

Take care, everybody, and have a great week. We'll see you again next time.

Written by TylerG · Categorized: Blog, Podcast

Jan 11 2022

The Case for Cubex in the Short-Staffed Clinic

Uncharted Veterinary Podcast Episode 159 - The case for Cubex in the short-staffed clinic cover image

What's This Episode About?

This week, Dr. Andy Roark and Stephanie Goss have a bonus episode for you! We recently sat down with Joey Campagna, the head of Marketing and Business Development for Cubex. We wanted to talk with Joey because the hiring environment is so difficult and it seems like everyone is short-staffed. So in an effort to find solutions to help offload some tasks that might be automated, we’ve been talking a lot about CUBEX inventory management and the possibilities to leverage the system as sort of an inventory assistant – kind of a robot buddy. It helps the rest of the staff by handling a lot of the boring inventory stuff (controlled drugs logs, counting, ordering, etc.), allowing them to get back to patient care. Let's get into this…

Uncharted Veterinary Podcast · UVP 159 The Case For Cubex In The Short – Staffed Clinic

This episode of the Uncharted Veterinary Podcast is sponsored by Cubex.

You can listen to the episode on Apple Podcasts, Spotify, Google Podcasts, or wherever you get your podcasts.

Got a question for the mailbag? Submit it here: unchartedvet.com/mailbag

Upcoming Events

Starting January 26: Strategic Planning with Andy Roark and Stephanie Goss

Back by popular demand, Dr. Andy Roark and Stephanie Goss will be leading attendees on a theoretical and practical approach to developing a formal strategic plan for your practice. This time, we will be breaking this course into four parts – each consisting of a two-hour session! You can register for each individual session independently or sign up for the entire series. For those attendees who complete the entire four-part series, an Uncharted Strategic Planning Master certificate of completion will be offered. 

April 21-23: The Uncharted Veterinary Conference, LIVE in Greenville, SC

The Uncharted Conference in April is our flagship event. In celebration of 5 years serving the veterinary profession, we have shifted the focus of this conference inward. You’re not looking to grow your business outwardly – you’re looking for ways to build resiliency and reignite your love for your career. During this 3-day adventure in beautiful Greenville, South Carolina, you’ll be discussing topics like hiring for culture, creating the story that becomes your path, and building smoother, more simple ways to practice. This event is open to members only. Registration for this conference closes on April 1, 2022. DO NOT MISS OUT – Snag your spot today.

A UVC MEMBERSHIP IS YOUR KEY TO FINALLY GETTING THINGS DONE AND GROWING YOUR VETERINARY PRACTICE.


Episode Transcript

Banfield Pet Hospital Logo

This podcast transcript is made possible thanks to a generous gift from Banfield Pet Hospital, which is striving to increase accessibility and inclusivity across the veterinary profession. Click here to learn more about Equity, Inclusion & Diversity at Banfield.

Stephanie Goss:

This week's episode is sponsored and made possible by CUBEX.

Joey Campagna:

What we're best known for is inventory management and really more specifically, controlled substance management. That's where we start most conversations with customers. I've got my controlled substances out of control, and I need help. And frankly, I think if the DEA stopped by, I'd be in big trouble.

Stephanie Goss:

Hey everybody, I am Stephanie Goss and this is another episode of the Uncharted Podcast. This is a bonus episode for you guys. Andy and I have been doing a lot of talking lately about workflow and efficiency because we know everybody's stressed out, we know everybody's shorthanded, and hiring is really hard right now. And so, one of the ways that we can improve our lives is to improve our workflow and efficiency in the practice, right? So one of the tools that we have been discussing is an option called CUBEX. And we've been talking about it in the context of workflow and efficiency. We reached out to our friends at CUBEX and today we are happy to have our friend Joey Campagna from CUBEX, who is an all around great guy and a lot of fun on the podcast with Andy and I, and we just wanted to talk about how do we make our workflow easier? How do we improve efficiency and how does a tool like CUBEX help us with that? So let's get into it.

Announcer:

And now, the Uncharted Podcast!

Andy Roark:

Hey, Stephanie Goss. How are you doing today?

Stephanie Goss:

Hey, Andy. How's it going? I am good.

Andy Roark:

It is awesome. I am glad that you're here and I am glad that we have our guest with us today. We have Joey Campagna from CUBEX. Joey, how are you doing?

Joey Campagna:

Hello, Andy. I'm doing great. And Stephanie. Hello to both of you. I'm so thrilled to be here.

Stephanie Goss:

Hi Joey.

Andy Roark:

Oh, man. Thanks for being here.

Joey Campagna:

Are you kidding? The privilege is mine. I've been an Andy Roark stan for like 10 years.

Andy Roark:

You and I have met a long time ago. You were with IDEXX when I met you back in the day and you've done a lot of stuff in your career. You move around, you're an entrepreneur. How did you go from IDEXX to CUBEX?

Joey Campagna:

Well, it's interesting. I've told the story a few times now, so I think I've got it down. Essentially, in 2018, after being at IDEXX in 14 years, I felt like diagnostics was largely a solved problem for most veterinarians, for most practices. When I came into the industry in 2004, there were a lot of practices that were waiting two or three days for blood work from a reference lab that had little or no capability of running blood work in-house. There was a real need there, clinically, to raise the standard of care so that you could get results much more quickly, whether it was from outside or from inside. Fast forward 14 years, and I think IDEXX and other companies in the space did a really good job innovating both on the technological side, but also on the business and process side so that for most practices they're waiting no more than 24 hours for blood work.

Joey Campagna:

In most cases we were talking to veterinarians about getting their second or third generation of in-clinic analyzers. So it kind of felt like, this is something that we've solved. I looked at the inventory side of the house, which is about 30% of revenue for the average practice. That's anything that is driven by the sale of a product, whether it's medication or otherwise, usually winds being about 30 cents out of every dollar that practice makes. I looked at that part of the business, and it was like in the stone age compared to diagnostics. I mean, when I left IDEXX, and this is true for most of the other options out there that aren't IDEXX, it's hard to run a blood profile on a patient and not have those results go back to the electronic medical record and also to make sure that the pet parent is charged for those results. Everything's automated, it's all interconnected. Then you look at the inventory side and it's like people grabbing pill bottles left and right-

Stephanie Goss:

Far from that.

Joey Campagna:

Right?

Andy Roark:

Yeah. Oh man. You talk about, about loss, missed fees, just stuff going out the door without getting billed for and yeah. It's a problem people wrestle with, but it is definitely not one that's figured out.

Joey Campagna:

So it was so appealing to me because I was like, this is the next wave. This is the next place where we're going to use technology to make veterinary professionals' lives better and to enhance patient care through time, right? That's really the only thing that we all have in common. It's 168 hours a week for me, for you, for all of our listeners, that's all we get. Most of our customers tell us that the fewer of those 168 hours they spend on inventory stuff, it's better because they'd rather spend it elsewhere.

Andy Roark:

Yeah. For people who aren't familiar with CUBEX, can you just give us a high level, just tell us about CUBEX. I always struggle a little bit to talk about it, like it's a collection of solutions… It's kind of a robot, it's kind of a collection of solutions, and kind of a subscription? Can you just break down at a high level, what is CUBEX what the heck are we talking about?

Joey Campagna:

It's easy to get into the boardroom word salad, the corporate jargon, because some of that's my fault, because I wrote most of the copy in the website and it's like… I actually think human, people stories, are more interesting than company stories and product stories generally. CUBEX has a really interesting human story attached to it. The company's actually founded by the son of a veterinarian. That veterinarian's name is Dr. Chris Visser. He's one of the six founding members of the American College of Veterinary Dentistry, really well known guy. He's in his seventies now. He immigrated from South Africa in the 1980s with his young family, his wife and his three sons came to Arizona and he started his first practice there and by the time he retired he owned several. He brought his sons up all through the industry, and you've probably got a lot of listeners who grew up in a veterinary practice.

Andy Roark:

Yeah.

Joey Campagna:

So his eldest son, Anton, went on to work in the human space for a company called Pyxis, which was then sold to Becton Dickinson. They do inventory management on a large scale in human hospitals. Anton became really familiar with how human medicine deals with all the challenges we face every day in this industry with inventory. At some point his dad said, “Hey, I could really use one of those cabinets in my veterinary practice.” And a light bulb went off. He said, “Wait a minute, veterinarians really need this too.” So in 2008, he and a couple other folks started CUBEX.

Joey Campagna:

What CUBEX is really all about is maximizing the health of the veterinary practice, right? That's the marketing copy. Well, what does that mean? What we're best known for is inventory management, and really more specifically, controlled substance management. That's the urgent inventory problem that usually drives the most energy. So that's where we start most conversations with customers, is “I've got my controlled substances, are out of control and I need help. I need a way to feel better about the security and the safety of those drugs, and I also need a way to get out of the business of these manually kept log books because I don't trust them. And frankly, I think if the DEA stopped by, I'd be in big trouble.”

Andy Roark:

Yeah, that's not at all in uncommon. I think most of us have either worked at that practice or are aware of that at practice, or it's the practice down the road.

Joey Campagna:

So what CUBEX usually turns into for a practice is a hardware plus software solution. Everybody knows us as the automated cabinet company, and that's the iconic product that comes to mind. That's part of the solution. Another part of the solution is the software that powers it and that's really important. Then the third part, really are the people on our team, the inventory experts that come in and help you make all this stuff work and get the most out of it.

Andy Roark:

Yeah, you guys have really invested in training to get this thing up and going. So I had a specific thing I want to talk about with you today. So CUBEX does a lot. I wanted to talk to you a bit about efficiency, and there's a couple reasons. As we look at some of the economic reports that are coming out in vet medicine, we see the AVMA says, “We have an efficiency problem more than a staff shortage problem,” and things like that. It was highly controversial, the position they took, at least on the internet. I think people looking at the problem probably agree with the AVMA. It's like, yeah, we need to get more efficient in how we do things. I think we also look at the way that we use our staff and our paraprofessionals and we talk about people practicing at the top of their licensure, and we talk about freeing people up to do the jobs that they are trained for and not tying their hands with mundane things.

Andy Roark:

We look at, how do we delegate the work that we can take away from our skilled medical professionals and make our businesses run more smoothly? When I look at CUBEX, I've seen it in a certain amount of your marketing stuff, it does lead with efficiency as a benefit of having the cabinet, having the software, having the services. I wanted to explore that with you a little bit today. Talk to me a bit about how, down in the weeds, really, on the ground, how does having something like CUBEX system, how does it increase my efficiency in the practice? How can it help me shift my people around? There's a lot of people who are struggling to hire, they've been working shorthanded for the last year and they're going to be shorthanded for another year, help me understand how they get helped with a CUBEX system.

Joey Campagna:

If we think about the basic tasks that you have to undertake in order to have and manage inventory, just on a really simple level, you have to know how much stuff you have because you have to know what you're short on because you have to know what to order, right? That's a whole basket of things you need to know. That knowledge comes at a cost of time. You've got to go count pills, shake pill bottles. The first time I saw that happen, I was like, are you kidding? This is really how we do it? But that's how most practices will do it. They'll shake the pill bottles.

Stephanie Goss:

True story.

Joey Campagna:

Right? So I've got to know what's there, then I've got to order it. I've got to go shopping, right? Vetcove is a great example of a solution that's that's meeting a need. I think there are a couple ways you can look at Vetcove. It's fantastic because it's an efficient marketplace, but it's also sort of endemic of this challenge that we face in the industry, which is veterinary professionals need to go shopping regularly to get the product that they need to power the practice. So somebody's got to go shop for it.

Joey Campagna:

Then, if it's a controlled medication, you've got to record who got it, and when, and how much, and why and all of that. Then you have to make sure that gets back into the medical record. You also have to make sure that the pet parent is getting charged for it, and you've got to follow that through to completion. Then when new stuff comes in, in those nice brown boxes from the UPS guy, you got to open that up and then you've got to go into your system and say, “Hey, I've got some more stuff,” and change your inventory totals.

Joey Campagna:

All of those tasks are tasks that CUBEX either makes much easier or completely automates, depending on how you have our system set up and that sort of thing. If you think about all the time that's spent on those tasks, and you total it all up at the end of the week, it's different for every practice, but all of those hours you then have to do something else with. The other aspect of this, and we have to be delicate with this conversation, but CUBEX is sort of better at those tasks than most of the people that do them, because people are-

Andy Roark:

Yeah, you mean they don't make human error, yeah.

Joey Campagna:

Right. Even, Andy, CUBEX handwriting is legible. I've seen some gnarly [crosstalk 00:13:14] logs.

Stephanie Goss:

Right? True story.

Joey Campagna:

Yeah. So that's on a really core level, and it's amazing to me when we… We've got, I think, two kinds of grassroots level folks out there that don't have CUBEX. The vast majority of them are, “Oh my gosh, I wish we could get CUBEX because I realize that this is going to make my life easier.” Then you've got those folks who are like, “I don't want to get CUBEX because it might create more work for me because this is going to be this other thing that I've got to deal with.” Those folks are really fun to take through the process, to watch that sort of realization happen, “Wait a minute, this is going to be a net time savings to me like I never even thought it was going to be.” I'd love to tell you that when a practice decides to get CUBEX, every single one of our thousands of practices, every time, has every staff member super on board with it. But that's not true for anything.

Andy Roark:

No. Well, I think whenever we introduce technology into practice, there's a certain percentage of people who freak out.

Joey Campagna:

Oh my gosh.

Andy Roark:

Right?

Joey Campagna:

Yeah, of course.

Andy Roark:

Anything that's newly technological that's introduced. Some people, change is scary, right? Some people don't like change. A lot of people have been doing it this way, whatever their way is for 25 years and the idea of doing something different… You talk about moving their Gs, we're moving big Gs. This is a radical departure from what they've done in the past.

Joey Campagna:

For sure.

Andy Roark:

I want to talk about that a little bit, because I think that that's probably the number one concern that a lot of people have is, how do I get my staff on board? I'm expecting anytime I introduce anything remotely like technology, there's this upheaval and there's this fear. I know you guys have really done a ton in training, but if you don't mind, can I get you just to break down the process. Do you walk through with practice to make it less scary before you touch anything?

Joey Campagna:

Yeah. Just ahead of that, can I tell you what the real number one concern is that we get on the front end? This is like tip of the concern spear, if you will. I've got a seizing patient, all the drugs they need are in CUBEX. What happens? How do we do that? It doesn't help us to say, well, AMC, Gulf Coast Vet Specialists, half the vet schools in the country, all these big practices in the groups, they all use CUBEX, don't worry about it. That's not a helpful way to answer that question. The helpful thing for us to do is to show them the video where a technician gets into the CUBEX without any data being entered into it at all in 16 seconds.

Joey Campagna:

That's the time it takes to get in there, and everything's logged, then in that case. So it's not like this five minute long process to get the medication. So when we start there and we can kind of allay those fears, or another fear that this is going to take an hour out of my week just to do inventory. We actually show videos of how it works, but the pre-implementation process that we have actually begins with a survey. We learn about the practice. I'll tell all the folks listening to the podcast right now, if you decide you want to move forward with CUBEX, this isn't a thing that we can have on your doorstep next Tuesday. It's a weeks-long process for us to partner with you, learn how your practice works. Not only the kinds of medications and other items that they use, but also how they use them.

Joey Campagna:

We've got to build the integration with your practice management system. We've already got the tool set to do that for all of them, but everybody's workflow is a little bit different so we need to custom build that integration, and then we need to build your database. We learn the items that you use and we have the export reports, usually from the practice management system. Then we build that database for you, then we ship the product, and then we schedule training. We have a combination of virtual and onsite training that we do. One of the things that I've learned about CUBEX is that it touches every part of the practice. You've mentioned this a couple times, Andy. Training is our number one priority, because we know if we don't train every member of the staff to use CUBEX and feel confident using CUBEX, we're going to be booking a return flight to that practice at some point in the future, we're going to be filled in calls.

Joey Campagna:

We take it really very, very seriously. It's not like… Again, my last job, if we installed the SediVue Dx UA Analyzer, and Kelly who works evenings on Tuesdays and Thursdays never gets trained, IDEXX can manage that because Kelly just doesn't need to be the one running the SediVue. Everybody on the staff needs to know how to use CUBEX. So we take it very, very seriously, but we learn what your work are. The metaphor I use is, if you think about it, there are probably 46 different ways to make a peanut butter and jelly sandwich, right? You could take the bread out first, then the peanut butter and then the jelly, or you could take the jelly out first and then get the bread out and then put the jelly on the bread and then get the peanut butter, and so on and so forth.

Joey Campagna:

With CUBEX you can't use all 46. We probably got about 15 or 16 ways to make that peanut butter and jelly sandwich. So some of what we do is talking to the customer about how they make the sandwich and then figuring out what the closest way that we can is, and sometimes we have to change our software a little bit to manage a novel workflow. Most of the time we're working with practice on, we're still going to wind up with a sandwich, don't worry. We're just going to get the peanut butter out before the bread. It's all going to be okay, Kind of thing. It's a process that we work through together, if that makes sense.

Andy Roark:

Yeah, no, it definitely… It is funny too, because you started talking about the peanut butter and jelly and the 48 ways to make it, and I immediately thought, no, there's one way. There's only one way to make a peanut butter jelly sandwich. That's exactly how people are about their practices. They're like, “Nope, that's not how you do it.” So I just want to compliment you on a very good analogy.

Joey Campagna:

It's true [crosstalk 00:19:45]-

Andy Roark:

Talk to me a little bit about-

Joey Campagna:

I'm sorry.

Andy Roark:

No, go ahead.

Joey Campagna:

One of the things that… I'm someone that likes to read the two and three star reviews before I buy a product, right? Those are really helpful for a couple reasons. Number one, the one star reviews, we all know they either got something that was broken out of the box or they've got a chip on their shoulder.

Andy Roark:

They've got something else going on. Yeah, right. There's something else going on.

Joey Campagna:

Something's going on. But those two and three star reviews, they're going to tell you what the experience is that they had that was not all positive, but not relentlessly negative. I've never seen a veterinary practice that has a 5.0 stars on Google. There's always those couple three reviews. If CUBEX could do all 46 ways to make the sandwich, we'd probably have a five star review, but it's a process that we go through with customers. We deliver a lot, but the practice has to be in the game with us and has to want to get better. They have to want to improve inventory, and it's amazing to see folks take ownership of that and really run with it and then become inventory experts with CUBEX as the tool that they use. It's just an awesome process.

Andy Roark:

Well, as we're talking about the ways that different practices use CUBEX and do inventory management, can you talk to me a little bit about the differences in how smaller practices and larger practices use CUBEX, because you talk about AMC, you talk about the vet schools. I think that's where I first saw CUBEX products, was in the vet schools. Now there's two and three vet practices that are running these types of programs. Do they use them the same way? Are there differences in the big clinics, in the small clinics? Can you speak to that a little bit?

Joey Campagna:

So, generally large practices want to talk about inventory more than small practices do. Small practices almost always want to start the conversation around controlled substances, because that's, again, the most urgent and acute challenge. For most large practices, they understand the risk posed by controlled substances, but they're also more interested in talking about inventory at large because the dollars are bigger for those practices. A 3% excess cost of goods sold for a $10 million practice is, do the math, that's $300,000, right? For a $1 million practice, it's $30,000. It's still a lot, but qualitatively, it's a different kind of a number.

Andy Roark:

Sure.

Joey Campagna:

The other thing that we learned, I should say that I learned, as I came into this space, is that in smaller practices the conversation is more often about efficiency at first than it is about safety. Large practices immediately get the fact that with controlled substances specifically, there are a lot of hands in the cookie jar. There are so many staff members there, especially coming and going, being hired and then leaving. It's very difficult to, to have a concrete idea of where everyone is at both in terms of their mental health, but also in terms of their past. In some cases they're not all vetted, there aren't background checks done.

Joey Campagna:

If I own a 12 doctor practice, I'm much more likely to readily admit that I might have someone who has a problem on my staff, who has a problem with opioid abuse, whereas two doctor practice, it's like, “Hey, I've hired everybody here. Kelly and Jamie are the only two with keys for the drug box. They've worked for me for 12 years. I trust them implicitly. No problem.” It's more about getting Jamie and Kelly out of the business of updating the logs manually and they've got better stuff to do, that kind of thing.

Andy Roark:

Gotcha.

Joey Campagna:

At the large practices, it's really more like, “Hey, can you put a camera on this thing too, because we want to have more security, not less.” I'd say that's the big difference.

Andy Roark:

Yeah, no, that totally makes sense about… I mean, I figured that there would be different drivers, so that definitely makes sense. Talk to me a little bit about, just briefly want to touch on this, PIMs Integration. I know there's a lot of people who are like, I don't know if… Does that work with my stuff? You said you pretty much work with everybody. Is that really pretty universal at this point?

Joey Campagna:

Yeah, I mean, there are systems that we don't have an interface with, but they're rare. All of the big ones. IDEXX Cornerstone, AVImark, ImproMed, easyVet. We cover all of those, and some of the emerging PIMs like Rhapsody. We have an integration with Vetspire. Over 90% of customers will have a practice management system that works with ours. If you use SmartFlow, and you use a practice management system that we don't support CUBEX will still integrate because we can integrate through SmartFlow. That's almost never a problem today. It was five years ago. That's not the case anymore.

Joey Campagna:

When we talk about integration, there's really three components. There's the patient information coming over from the system into CUBEX, so we're not typing in anybody's name. There's the medication profile coming over into CUBEX from the system so we know what drugs have been prescribed or written for. Then there's the billing information being sent from the CUBEX back to the practice management system to make sure that all the charges are right.

Joey Campagna:

On that note, it's very interesting when we look at our own data about how customers use the system, because for the most part, the practice wants all the meds to be entered in the practice management system, and then you go over to the CUBEX, pull the patient up and Oreo's there and it's like 1cc of buprenorphine. Okay, I grab it. Depending on the practice we look at, between 10 and 20% of transactions originate at CUBEX and then are sent back over to the practice management system. What that tells us, is that that is a charge that was likely to have been lost in a manual system.

Joey Campagna:

I'm not a vet. I'm not even close to a clinical professional. I come from a medical family. My brother's a surgeon and so was my grandfather, a human surgeon. My mother was a registered nurse. I have some idea, especially after almost 20 years hanging out in veterinary practices, how things get in the treatment area. But, Andy, you know this better than I do, sometimes you just ask somebody for something because your hands are busy doing something else.

Andy Roark:

Sure.

Joey Campagna:

Right? And that ask doesn't wind up getting input into easyVet. It just happens. So between 10% and 20% of those medications that we grab, especially in the treatment area. In the treatment area, it's actually more than that. That's the highest risk area. So we try to expand the conversation beyond just controlled substances to really encompasses all of what are known as drugs of concern. Gabapentin is one of these propofol drugs that even the pads that you use to write prescriptions, those are an item of concern, right? Those are items that we encourage folks to manage with CUBEX, because while they may not be controlled in terms of the federal Title 21, they're still dangerous and you still want to know everything you can about them.

Andy Roark:

Can you talk about the costs of manual logging? I think that's a great example of it. I truly believe people are generally good and I really do think highly of people in our industry and maybe that's a big stereotype, but it I like that people and I found them to generally be really good people. I don't think that people mean to use drugs on patients without billing for them, things just fall through the cracks.

Joey Campagna:

Yeah, absolutely.

Andy Roark:

As we're working fast and things like that. So when you say, “Hey, we've got 10% to 20% of our drugs are getting entered in into the CUBEX system and not into the PIMs,” I completely agree that yeah, it's not hard to see how those things traditionally would've been taken with the idea that we'll put them in later and it's just too easy to forget, right? We're all busy. You've got some numbers I've seen before, I think, on the cost of manually logging medications. Can you talk about that a little bit?

Joey Campagna:

We've looked at this a couple different ways. Your listeners can think about this in a couple different ways. First is just the raw time that it takes. We just did a study with one of our large corporate customers who asked us to look into this. We found that on average, their practices were accessing CUBEX 18 times a day. Right now all they use CUBEX for is controlled substances. That's 18 controlled substance transactions a day. We measured the time it takes them manually to log those before we put them in, and it's on average three minutes or so. That's about 54 minutes of time every day that's just devoted to manually logging controlled substances.

Joey Campagna:

But there's another cost that comes with that, right? You might look at that cost and say, okay, well, we pay our technicians, let's say $20 an hour, so that's about $18 in cost. There's also the opportunity cost of that time, right? What else could the technician be doing in 54 minutes and how much revenue could that activity generate versus logging control substances, which isn't really revenue generating. But there's also the cost of missed charges. I pause before I say that because people tense up when they hear that. Three out of four times we say those words, we get, “Well, Joey, that's not a problem in our practice. We don't miss any charges. We're great.” We always say the same thing, that might be true. We can only talk about averages, what we see across [crosstalk 00:30:30]-

Andy Roark:

Totally. Not your practice, but other practices like yours. Yeah, no, I get it.

Joey Campagna:

Yeah. Other practices that aren't staffed by people that are so charismatic and smart and good looking, right? At the end of last year we did a multi-site case study for another group practice. Group practices are great for data collection because they give you a larger end, right? So instead of looking at one practice, we can look at several across the country to try and control for variables.

Joey Campagna:

We looked at the SKUs, the items that CUBEX managed the year before CUBEX was installed, how much revenue was generated for those items, and then how much revenue was generated for those same SKUs the year after we installed CUBEX. What we found is startling. I'll give you the link to this study, you can put it in the show notes, Andy, but we found in every case, the revenue growth for those SKUs dramatically outpaced the revenue growth for the hospital as a whole to the point where most practices had a six or seven times ROI in CUBEX. In some cases the CUBEX revenue, the revenue from SKUs managed by CUBEX, was four or five times higher than the hospital. So what does that mean? Does it mean that all of a sudden, when we put CUBEX in and veterinarians are using all those drugs, three, four times more?

Andy Roark:

Right, yeah. That we're selling a lot more drugs, yeah.

Joey Campagna:

Probably not. Relative to everything, what it probably means is… Again, these were almost all drugs of concern. They were controlled substances or injectables. These are drugs that are used in the treatment area. What it means is that we were giving a lot of them away.

Andy Roark:

Yeah, yeah. I have no doubt.

Joey Campagna:

That's not my… The study authors are Pam Stevenson and Cammy Bailey. They've both been in the industry 30 plus years. Cammy is a CPA and Pam Stevenson is a CVPM, really smart folks. They looked at this and they're like, this is the most reasonable conclusion, because yes, you could change protocols and all of a sudden start to use one drug more than another, we see that, but across four different practices to have the trend line all pull that same way, it seems really likely that they're… Here, we're talking like tens of thousands in revenue in each practice every year. Like you said, it's that other practice. This isn't your practice, this is somebody else, but boy, it's easy to do.

Joey Campagna:

Like I mentioned earlier about 10% to 20% of our transactions start at the cabinet. That's telling us the normal process wasn't followed. This is why software only inventory management is really tough, because with software you can still just go grab the bottle if you're in a hurry. With CUBEX, you have to go through some sort of automation in order to get the door to open or the drawer to open, and then you get your med, which means every time every dose is dispensed, it's recorded and then charged for.

Andy Roark:

Joey, this is fantastic. Is there anything I haven't asked you about that you think that people would like to know? Is there any questions that come up for you that I haven't thought of?

Joey Campagna:

Well, there is one other thing that we do and that's PMP, or PDMP, the prescription monitoring program. This is a thing… America is like 50 little countries all living together with one family, right? Sometimes we get together better than others, just like a real family, right? But some of those little countries, some of the states, are requiring veterinarians to report every prescription that they fill. This is in direct response to the opioid epidemic. Oftentimes this means a daily report has to be run and then either faxed into the state or uploaded to a website. It's a real time drag to the extent that, we've talked to many veterinarians, a saddening number of veterinarians, about the fact that they're not filling prescriptions anymore for controlled drugs because they don't want to deal with the headache.

Joey Campagna:

CUBEX has a software product called PMP, CUBEX PMP. Really creative name, I know, but it's a software product that actually will do that automatically for the practice and submit the report every day to the state through their website. It's push button, really, really easy. You can start that for $19 a month, that's the trial price, and then moves on to 50 bucks a month for most practices. That's another product that we've put out there and we're trying to develop more of those kinds of smaller starter products for practices to come on board with CUBEX and to begin to experience the benefits of automation in inventory.

Andy Roark:

Dude, that's fantastic. Where can people learn more about CUBEX? Where can they find you? Where can they get their questions answered?

Joey Campagna:

Go to cubex.com. That's our website www.cubex.com. If you Google CUBEX, there's a printer company called CubeX. There's a rapper named Cubex. You might see them too, but keep scrolling. You should hopefully find us. Veterinary CUBEX might get you there faster. We're also a Covetrus partner. Covetrus sells CUBEX and actually offers a rebate to help cover the cost of CUBEX if you purchase product through, through Covetrus. It's a great program. We just started it in June, we're off to a wonderful start. They've been a great partner for us to work with. So you can ask your Covetrus rep about CUBEX too.

Andy Roark:

Yeah, totally. I'll put links down in the show notes for people who are looking for it. Joey, thanks for being here. Stephanie Goss, thanks for being here as always.

Stephanie Goss:

Yeah.

Andy Roark:

Guys, have a wonderful rest of your day.

Stephanie Goss:

Thanks so much for joining us today, everybody. We always want to talk about tools, tips, and tricks that we hear about, or have used that we feel like might benefit some of you guys in your practice. So hopefully this was helpful. If you are interested in any of the solutions we talked about on the show today, you can find CUBEX at cubex.com. That's C-U-B-E-X dot com. Thanks so much for joining us. We will see you guys again, same time, save that channel.

Written by TylerG · Categorized: Blog, Podcast

Jan 05 2022

Can We Offer Flexibility In Veterinary Medicine?

Uncharted Veterinary Podcast Episode 158 Graphic

What's This Episode About?

This week on the podcast, Dr. Andy Roark and Stephanie Goss are tackling a mailbag letter from a technician who is looking around at our field and wondering – How do we compete with other industries? In a time where more and more employees are looking for flexibility in their schedules, in their work environments, in their benefits, and in their roles within companies, how does veterinary medicine redefine ourselves and shake up the status quo in a way that allows us to remain competitive and adaptable to change? Andy and Stephanie both agree that the possibilities seem endless and that the conversation must start with an open mind and a flexible headspace. Let’s get into this…

Uncharted Veterinary Podcast · UVP 158 Can We Offer Flexibility?

You can listen to the episode on Apple Podcasts, Spotify, Google Podcasts, or wherever you get your podcasts.

Got a question for the mailbag? Submit it here: unchartedvet.com/mailbag

Upcoming Events

April 21-23: The Uncharted Veterinary Conference, LIVE in Greenville, SC

The Uncharted Conference in April is our flagship event. In celebration of 5 years serving the veterinary profession, we have shifted the focus of this conference inward. You’re not looking to grow your business outwardly – you’re looking for ways to build resiliency and reignite your love for your career. During this 3-day adventure in beautiful Greenville, South Carolina, you’ll be discussing topics like hiring for culture, creating the story that becomes your path, and building smoother, more simple ways to practice. This event is open to members only. Registration for this conference closes on April 1, 2022. DO NOT MISS OUT – Snag your spot today.


Episode Transcript

This podcast transcript is made possible thanks to a generous gift from Banfield Pet Hospital, which is striving to increase accessibility and inclusivity across the veterinary profession. Click here to learn more about Equity, Inclusion & Diversity at Banfield.

Stephanie Goss:

Hey everybody, I am Stephanie Goss, and this is another episode of the Uncharted podcast. This week on the podcast, Andy and I are tackling a topic that we got through the mailbag, and we had a technician writing to us asking a very good question that Andy and I would love to talk about as we head into 2022. And that is, is there a way for veterinary medicine to have flexibility that other industries seem to enjoy? And this technician was asking the question in the context of how do we create opportunities for flexibility, whether it's with the schedule, whether it's work location, whether it's hours worked in a week, whether it's tasks being done? How do we create flexibility in all of the jobs that happen in a traditional veterinary practice, so that we can compete with other industries?

Stephanie Goss:

And I think this is a great question and Andy does too. I'm really looking forward to diving into this one with him and hearing you guys' thoughts on this episode, because we can think of a bunch of different ways that we can be creative and flexible, but it all starts with getting in the right headspace, so let's get into this.

Speaker 3:

And now the Uncharted podcast.

Andy Roark:

And we are back it's me, Dr. Andy Roark and Stephanie it's five o'clock somewhere Goss.

Stephanie Goss:

I do like that. How's it going, Andy?

Andy Roark:

It's good. It is good. It is good. I can see 2022 from where we're recording-

Stephanie Goss:

Secretly.

Andy Roark:

And yeah, it's exciting times.

Stephanie Goss:

It's so crazy. This year has just in so many ways has seemed like it's 10 million years long, but also it's flown by. And it's crazy to think that we're almost to January and the new year, and you and I are going to be doing some traveling next month and it's crazy.

Andy Roark:

Yeah.

Stephanie Goss:

It's crazy.

Andy Roark:

We're going to Orlando for the VMX program. Hey, yeah, if you're there and you see us come say hi.

Stephanie Goss:

Yeah, heck yeah.

Andy Roark:

Steph and I love to meet people who like the podcast so come up and say hi. If you say you like the podcast, we'll be friends immediately. I'll immediately go, “Oh, thank you.” And like-

Stephanie Goss:

I will giggle awkwardly.

Andy Roark:

I'll melt in your hands. Stephanie will giggle, and my head will expand pushing people off the escalator.

Stephanie Goss:

I will giggle awkwardly and turn tomato red.

Andy Roark:

Yeah, not to be missed. All right. So, yeah, that's the plan. You and me going to Orlando next year or next year. Yeah, next year.

Stephanie Goss:

Right? True.

Andy Roark:

This is also next week.

Stephanie Goss:

I know. It's crazy. We have a good one that I think is a good topic to kick off the new year with actually, because it's a question that I know a lot of my peers as managers are wrestling with. And we got a question in the mail bag and it was from someone who was asking about schedule flexibility, and they said, “I think we know that schedule flexibility has been a hot topic as a result of our post-COVID world, and although it is easier to use work from home or work whenever you want, just get your job done schedules in other industries, as a service-based industry like veterinary medicine, this seems impossible to me.” And so this person was saying, “I think that I could see a front office maybe being able to work from home if they had a VPN set up, and a cloud-based practice management software. I could see where a doctor could take telemed appointments from home, but the core work of our patient care team, technicians, veterinary assistants, they can't really do their job from home. Can they?” Is what this person was asking.

Andy Roark:

Right.

Stephanie Goss:

They were saying, “We can't do patient care from our homes, we can't trim nails, we can't talk to clients in the exam room, we can't do bandaging wounds, we can't do the patient care fundamentals from home.” And so they were saying in their practice, the best thing that they have come up with so far is to overstaff so that the team can take days off whenever they need to, including those days when they have to call in the morning of because they're sick or they just need a day off. And so they were saying this doesn't though feel like a long term solution, “And so as a leader in my practice, I am wondering what do you and Andy think? Is there a way for veterinary medicine to have the flexibility that other industries seem to enjoy in terms of working from outside of our clinics?”

Andy Roark:

Yeah. So this is a super good question. Yeah, so let's go ahead and start at a high level. So let's start with some headspace. It's very easy when we start talking about schedules to get myopic really fast. And there's a lot of really important caveats in this question, I really loved the way they laid it. They're not like, “In a dream world…” They're like, “No, when patients come into building, how do we… We don't work from home when they're coming into the building.” But I still think it's important to start with a open mind and a very broad perspective, because if not doing that, it's very limiting. So, let me give you an example, I was reading recently about Blockbuster Video, which I remember as a kid, right? I get nostalgic for… You know what I mean? The blue building with the yellow signs.

Stephanie Goss:

Yes.

Andy Roark:

And every Friday, the place was just packed, right? And so it's absolutely packed. And the biggest frustration that customers at Blockbuster Video in the year 1995 had was that they would go on Friday afternoon to get a movie and rent it for the weekend, and the new releases are sold out, they're gone. And you've got… that was the most frustrating thing, right? They still had the box, but you didn't need the box, you needed the white paper copy of the box that went behind the box, because that's what showed they actually had the thing. So anyway, so Blockbuster Video is looking at their business model and the biggest pushback they get is their target customer, who is the soccer mom who's doing a bunch of things and grabbing a movie for the family on the way home. That's not for me, that's for blockbuster, how they describe it, but the soccer mom was their target-

Stephanie Goss:

Sure.

Andy Roark:

… demographic. The biggest frustration they had is that their kids have looked forward all week to the new release that they have been told is coming out, and they have signs up saying, “On May 30th, this movie will be here.” And then they get there and Finding Nemo is not there and there's tears and they don't want to watch something else and so that was the biggest problem they had. And so the adjustment that Blockbuster made was that they steadily decreased the number of older videos they had in their store so that they could increase shelf space for new releases. And so they shifted from being a store that said, “We have all the things,” to more and more, “We have new releases and we have 80 copies of finding Nemo.”

Andy Roark:

And they even did the guarantee of, “We guarantee we'll have a copy of this when you come in.” I don't know if you remember that, but it was guaranteed or it's free. It's something, “If you come in and we don't have it, we'll give you coupon, you'll have it for free.” That's what's called an incremental adaptation. They took their business model and they looked at it and they said, “Man, these people come in and they want these new releases, and so we're going to shift what we're doing within the framework of what we do to try to address this need.” Now at the same time Netflix is getting started and they have every video out there, and there's no late fees and they'll send them to your house, and this was game breaking. Not only do we not only do we have all the old stuff, we also have the new stuff and no late fees.

Andy Roark:

And they just completely changed the way that people get movies in their house, and now they pioneered streaming and just completely changed the way they did it again. That's transformational adaptation, it is. We're just radically, wildly differently. I bring those things up because one, I get nostalgic for Blockbuster and Netflix, but two, there's nothing wrong with incremental adaptation, right? It's good business. Most of the time and we're talking about technology… Most of the time incremental adaptation is how we move forward. We look at what works and we try to do it better. We look at what our clients like, and we try to serve them better, that's fine. Sometimes it is really good to look, not adaptation or at incremental adaptation, but at transformational and be like, “Let's just put us side are preconceived notions and reimagine the problem.”

Andy Roark:

And I go through all of that stuff to say that when we're talking about scheduling and what will be possible in the future, transformational adaptation is a good place to start and think. I think it's dangerous to say, “Here's our appointment scheduler. How would you do this differently?” I'm like, “Man, by the time you're looking at your appointment schedule, you're already too far down the rabbit hole to really visualize what is truly possible.” I think the letter writer is right on, we're looking at a lot of things right now and people want to work for home. I was talking to one of my friends that works at one of the large corporate vet groups and they were at the main corporate office, and I said, “What's it like now?” The pandemic, it was winding down at the time. I was like, “What is it? What is it like there?” And they're like, “Oh, it's a ghost town here.” And I said, “Are you guys going to have people come back to the office?” And she laughed, and she was like, “Oh no. No one wants to come back.”

Andy Roark:

And so, as a result, they're still largely working from home, and then they have optional days that people could come in. I said, “Well, that seems good.” And they were like, “It's not good because you come in and no one else is here, so you might as well have stayed home because the people you came to see, they're not here, and so it's not working.” The idea that people would just not come to work and that they would work from home, and that there might be some optional days that people could like… That's so revolutionary and we just didn't even think that that was possible.

Andy Roark:

But now the problem for the corporation, they've got this massive building in an urban area and they're like, “What the heck are we paying for this thing for?” And so, there's opportunity for radical change. We look at pet hospice, like Lap of Love, and those guys, love those guys, I'm such a big fan. Their business model is amazing, which is, “Hey vets, you will do hospice care and you'll set your own schedule, and you let us know when people can book you, and then they're going to book you then, and then you're going to go and you're going to do these things.” Dr. Sarah Boston, up in Canada was talking to me recently about a teleconsult business. She's an oncosurgeon and you can use a vet and talk to Dr. Boston and she'll look at your case, and try to help walk you through how to approach it. And that type of access and availability, and she sets that schedule, that's amazing.

Andy Roark:

Anyway, I've got another friend who just went back for a nontraditional radiology residency, and she's going to be reading radiographs from home, and all of these things are real. You and I are big fans of Guardian Vets that have after hours call service, where clients call into your clinic and a registered vet tech at Guardian Vets picks up the phone, and asks them, “What's going on?” And tells them if they need to go to the emergency clinic or book someone an appointment at your clinic for the next day. There's virtual CSRs, “Hey, your front desk is overwhelmed.” You can flip a switch and now someone offsite will start picking up the phones and helping out the front desk. All of these things are… they're real, they're not pie in the sky, they might happen one day.

Andy Roark:

Clinics that we work with in Uncharted, they're doing these things. And so why wouldn't we start to think about what might be possible from schedules, right? Why wouldn't we start to think about what is the sacred cow, that we have had forever that you go, “Oh, you can't do it differently. It has to be this way.” I don't know it has to be that way anymore. And so I think that just starting with this with a very open mindset and saying, “What is possible?” I think that, that's an exciting way to look at schedule.

Andy Roark:

And I do think that as we look at burnout and we look at what employees want. The reason this question is coming up is because in other industries, people are loving working from home and they don't want to go back to the clinic. And we're seeing research on burnout that says, “If somebody gets to work from home for a day, it can have a massively positive impact on their mental health if one day, a week, they just work from home. And they're in their own place and they get this downtime and then they come back in and they're happier in the office.” It's like all those things are real and we should be looking at them, and so I'm glad that people are starting to do so.

Stephanie Goss:

I think part of the headspace piece too, besides the fact that I think this question comes from a place of discomfort for a lot of us, because veterinary medicine is very slow to adapt to change. We are creatures of habit, and if COVID hadn't forced us to make so much radical transformational change over the last two years, I don't think either one of us could have looked at a crystal ball and predicted that we would have practices who would be doing digital credit card transactions, for example, that's a small thing, but it's something that we wouldn't have. So the vast majority would not have even considered pre-COVID because… Or texting with our clients as the primary communication source, we wouldn't have considered that pre-COVID, that truly has been transformational.

Stephanie Goss:

And at the same time, we don't like change, it's scary, and so I think for a vast majority of our profession, this question comes from a place of discomfort because it is scary. It's scary to think about that much transformational change continuing to happen. And I think that a lot of us have spent the last two years looking down the road, thinking at some point, “This has to level out. At some point, this has to go back to normal.” And I think there still are a lot of people in the veterinary industry and industries, this is not unique to veterinary medicine, who are still sitting and wondering, “When does this go back to normal?”

Stephanie Goss:

And so I think that part of it for me from a headspace perspective is we have to accept the fact that it's uncomfortable, and I think your point about starting from a place of transformational vision is really important. And I had this, I had the same thoughts when I was thinking about answering this question. We are a service industry and our job exists in the clinic, however, I will tell you that over the last five years of getting to know people across veterinary medicine, my eyes have been opened to possibilities for the definition of service industry and for the definition of clinic or practice in ways that I never thought I would have comprehended. And so I would challenge everybody, yes, we are a service industry and yes, our fundamental patient care role does exist in practice. But when you're sitting at the beginning of thinking about this question, I would challenge you to think about what truly is the definition of client service and what truly is the definition of practice for you, because there are a million different options.

Stephanie Goss:

You mentioned several of them. We've got mobile practices, we've got end-of-life and hospice care practices that happen in people's homes and that is where the practice happens, right? We've got mobile nursing services where licensed technicians go out and provide patient care in people's homes. There are things that alter on a fundamental level, the definition of being a service industry and our work occurring in the practice. And so I would echo you in saying that when you're thinking about this question, I think this writer very much pigeonholed themselves in a way that I totally understand, because at the beginning of the pandemic, I did it too. I saw things like, “Well, I could have a CSR answer the phones from home, and I could have a doctor do follow ups and telemedicine from home,” right?

Stephanie Goss:

But those were the only two things that I could really see as being ways for the team to work outside of the building. Because I really thought the same way this writer did, which was we are in a service industry and our patient care work takes place in the practice, and you have to have a brick and mortar of some kind or a mobile setup of some kind to be able to provide those services. And I would challenge all of us to really question that, because my belief has shifted. It started shifting before COVID and it certainly has shifted dramatically since COVID, and I think the possibilities are really endless.

Andy Roark:

Yeah. I feel like the… So I want to jump back to one of your earlier points for a second about what does it mean to be in vet practice? The question that I like to ask people right now is, “Are you in the veterinary medicine business, or are you in the pet health business?” Because they're very different. And if you say, “I am just in the vet medicine business,” it's okay, that's fine, but recognize that that is a choice and that's different from being in the pet health business. And I bring that up and I ask that question because there are so many options right now. A lot of people will ask me like, “Well, where do you think the industry is going? Or where do you think practice is going? Or what is the future of practice?”

Andy Roark:

And I think that, that's a really interesting question. And I think when people ask that the analogy in my mind is I remember being a kid, and we had three channels that the TV got, and that you watched those three channels. There were CBS, NBC, and PBS or whatever.

Stephanie Goss:

And you had to get up and flip the dial.

Andy Roark:

Yeah. You had to get up to flip the dial, that's it [inaudible 00:18:57] myself, that's what it was. I was like, “Man, what is this?” And then, cable TV came along and it was more, but it was still the same. It was still like, oh, you watched these things, there's advertisements on them, and that's how it's provided and that's what the thing is. And that's just how it was done, that's what entertainment was. Was TV, possibly movie theater.

Andy Roark:

And I feel like that's the history of vet medicine is like, this is what vet medicine is. Well, now all of a sudden we've had this explosion and I don't have cable and I haven't had cable for you years. I have Netflix and Disney Plus, which are totally different than the… And they don't have advertisements on them. And I watch YouTube, which is just a complete hodgepodge of all kinds of things, and then there's TikTok and there's Instagram stories and all of these are videos, but they are not NBC, CBS and PBS. They are so radically different, and also, there's an endless amount of them. Just entertainment has shattered and fractured, and now you can grab onto weird YouTube channels and just watch thousands of hours of this niche, weird content.

Andy Roark:

The options for entertainment today are endless. I think that, that's what happens in vet medicine, right? I think the pandemic shatters the ball in a lot of ways, and now I don't think that there is a future of vet medicine. I think the future of vet medicine is this fractured wildly divergent series of paths that everybody is able to go on. I look at our profession and where it's going, and I promise it's coming back to the schedule, but you have got the rise of house call vets.

Andy Roark:

There's a lot of people who want to control their own schedule and it's just them or them and they have one technician who is their only employee, and together Batman and Robin, ride out to the house and they do the thing. And then I already mentioned pet hospice, like Lap of Love is a great example, but, “Hey, I'm going to set this time. I'm going to go to people's houses. I'm going to provide this high cost, high value service, and I'm going to give it a lot of time when I go and that's going to be my business model, and I'm going to control this schedule.”

Andy Roark:

And then you've got a VEG Veterinary Emergency Group is one of the examples. Adobe Animal Hospital in California is another one that are open practices where pet owners can go wherever they want inside of the building. And you go, “What?” And like, yes, they can… they are not separated from their pet, they get to go wherever they want. And that's how these very successful practices are running. And people go, “That's so different from what we've done.” There's telemedicine, there's going to be a lot of vets, they already are but there's going to be a lot more vets that are just doing consults to pet owners from their house.

Andy Roark:

And they're going to do… And pet owners want it, and entrepreneurs are figuring out how to pay for it and how to make it an attractive, viable financial model for vets. And so all of these things, I can just keep going and going, going, and there's not a right answer. We looked at practices, working in Uncharted as the pandemic came on and people were having out outages, labor shortages, people getting sick, people were just getting burned out, and we had practices that just decided they were going to be closed on Wednesday. And you're like, “You can't just close on Wednesday.” Yeah, they did. They just said, “In order to have flexible schedule, we're just going to close on Wednesdays.” We had other practices that decided, “I've always hated to work on Saturdays and I've got more business than I can do, and we're a profitable practice. I'm not going to be open on Saturday.” And what happened to them? Do you know what happened to those poor, poor, sad, sad souls? Nothing. Yeah, they do the financial hit-

Stephanie Goss:

You know what happened to them?

Andy Roark:

… but that was fine.

Stephanie Goss:

Their team got really excited because they didn't have to work Saturdays anymore, and their clients adjusted and their clients still come in Monday through Friday.

Andy Roark:

Yeah, exactly. And don't get me wrong. Let's not rosy coat this, right? There's a financial trade off like Saturday is convenient, I'm sure there's people who go to other practices because they're not there on Saturdays. All that stuff is true, but it was not the catastrophic thing of, “You have to be open as much as everybody else is open or else you are going to have this horrible backlash.” That's not true. And so in all of these things, when we're talking about the scheduling was possible, it's fractured, everybody's going different ways and there's not going to be one way that vet clinics work. And it's a beautiful thing, it's a scary thing though, right?

Stephanie Goss:

Yes.

Andy Roark:

Please tell me how to run my practice, please just tell me and then I'll just do it, and then that will be that, but we want that there's a security in that. But at the same time, the freedom to do what you want to do is, it's wonderful, but it's scary, but it's wonderful. And so we are in this wonderful wild west time. And so can you have people work from home? Yeah. You and I talk about that a lot. We're at the practice managers summit that we did last year, we talked a lot about, “I think that there is a very good case and it depends on the practice. It depends on how you work, and where you work, and where you are, what stage of life your business is in, and how developed it is, and how trained people are, and all those things that said practice manager working from home one day a week, doesn't sound like a bad idea to me.” I think that you can make a very good case for a lot of good things.

Andy Roark:

And one of the things that I would say too is practice managers, if they are not in the vet clinic, they would work on the vet clinic a heck of a lot more than they do. How many practice managers do you know go into the vet clinic and spend 85% of their time putting out fires and chasing laser pointers, because people know that they're there and it's [inaudible 00:24:42] thing versus if they went home and were shut off for the day, they could actually do things that mattered. And boy, that business would benefit.

Andy Roark:

And so I think there's a good case for your regular practice manager working from home for a day. And granted, again, every practice is different, it's not a do-it-this-way or no way. As I said, it's all fractured, but I think that stuff is true and real. I think virtual CSRs, I think they make a ton of sense, and I think that, that's a feasible thing that you can do is cycle the front desk, so that all the front desk people get to work from home one day a week. And they're answering phones, but they're working from home and then you cycle through. There's so many op opportunities and so many options. I just think that that stuff is super important to put down and get in that headspace before we start talking about, “What are your options, right? Knowing it's a service business, what do you got to do?”

Stephanie Goss:

Yeah. I think that that dreaming piece is really important and I think it's also the most scary, because I think for a lot of us, we don't know what we don't know. And so for most of us, those of us who have been in veterinary medicine for a while, or who have been in our particular mode of veterinary medicine for a while, whether it's GP or specialty or whatever, you know what you know. And so it is scary to think about how do I take this model that I know and think about it from a transformational way? And so I think acknowledging that fear and anxiety that could surround that is step number one in the headspace perspective. And to your point, Andy, I think we have to look at it in a very transformational and visionary way. We have to break it open and think about, “How do we redefine these ideas that we have had as an industry, and how do we find our own place within the fractures as you called it?” Because, I think that's the very true point.

Stephanie Goss:

And it's interesting, because I went to lunch recently with some friends who are our practice owners and it's a husband and wife team, and he's a manager and she's a veterinarian. And we were talking about finding veterinarians for their practice. And we were talking about the fact that more and more associate veterinarians are leaving traditional practice and becoming locum or relief vets because to your point, they want to be able to control their schedule. They want to be able to run their life without the commitment that being a practice owner has, because that comes with different chains and shackles along the way, when you're a practice owner. And so I think it was interesting because we were having the conversation, one of them asked me, they said, “Well, surely we can't… It's unsustainable as an industry to think about all of our veterinarians becoming relief vets. That isn't something that we can continue to support.”

Stephanie Goss:

And when we were having the original conversation, my brain agreed with that because I was like, “Yeah, logically, that makes sense. If every veterinarian becomes a relief veterinarian, then who is going to staff our practices? And I found myself agreeing and the conversation went on, but that stuck with me, and I have been thinking about it ever since we had lunch. And what I realized is that I actually didn't agree with it at all, because I truly believe for that…

Stephanie Goss:

And this brings me to my second point about headspace, that we can be whatever we want and we can do whatever we want. There are consequences to every choice that we make as individuals and as practice, and when we use the word consequence, most often people think about it in a negative context, right? But the true definition of consequence is just the outcome of our choices. It can be good and it can be bad, and so as a practice, I can choose to redefine what my practice looks like, the same way a veterinarian can say, “I want to be a relief vet because these are the things that it offers me.”

Stephanie Goss:

And sometimes those relief vets find those things that they're looking for within the context of one or two regular practices. And maybe they went out with the intention to truly be a relief vet, but then they find a practice or two that suits them, and they essentially become a part-time associate at both practices because that gives them… their needs are being met. And so, the more and more I thought about this, the more I was thinking about the fact that you say this all the time, this is truly a case I think for this writer and for anybody else, who's considering this question of where we have to pick our poison.

Stephanie Goss:

And so I would say, when my friend asked me that question, my mind went to, “Well, of course, if all the vets leave our practice, then we can't serve our clients, and who would we staff six days a week at the hospital with?” Well, who says we have to be open six days a week? Who says we have to be open 07:00 to 06:00? Who says we have to be open evenings, two days a week? All of those questions, the more I thought about it, the more I realized we were taking things that had maybe been normal for a lot of us in our positions of leadership within the industry, and are taking that for granted that it has to stay that way forever.

Stephanie Goss:

And so for me, the second piece of headspace really is, “Look, we can be and do whatever we want.” Really truly, the possibilities are endless for us as a individual practice, within the scope of our field, and for our field as a whole, there are consequences to all of those choices. Some are going to be good and some are possibly going to be not so good. And so this is where we really have to think about picking our poison, and when I thought about it in the context of this writer's question, I initially was like, “No.” I initially thought, “Yes, technicians can do other jobs, but they can't truly be a technician if they're not in the practice.”

Stephanie Goss:

But the more I thought about it, I don't think that's true. That is my brain falling into the trap of, I know what I know, right? And when I think about a general day practice, which is what I have run my whole career, I couldn't run a practice from 08:00 to 06:00 without technicians in the building. But that doesn't mean that there don't exist opportunities for technicians to provide patient care in hospitals in endless ways that are not an 08:00 to 06:00, Monday through Saturday general practice, right?

Stephanie Goss:

So, I think this is really a headspace thing for me in terms of really sitting back and thinking globally, to your point about, “We can do anything we want, we can be whoever we want to be.” And we should let ourselves dream a little bit because if we don't, we only know what we know. And to your point, it's really hard to look at the schedule and think, “Well, how do I change this, right?”

Andy Roark:

Yes. That's a mental-

Stephanie Goss:

This is my existing world.

Andy Roark:

That's a mental challenge most of us are not up to. Once you go that far down the path, you're locking in assumptions, right? Because on the schedule you're looking at, those assumptions are rock solid. We need get back out of it. Hey, let's take a break here, and we'll come back and let's start talking about what levers we can actually pull, and what techniques and possibilities are actually out there.

Stephanie Goss:

That sounds good.

Stephanie Goss:

Hey, everybody, it's Stephanie, I just have to break in here for one second and make sure that you know about an awesome opportunity that is coming up that we do not want you to miss. We are back. We are back in person in April in Greenville. That's right. Our flagship conference in Greenville, South Carolina is happening in person for the first time in three years. And we are so, so excited to be back with you guys. It is happening April 21st to the 23rd, so put that on your calendar now. And if you head over to the website at unchartedvet.com/april, you can find all of the details as we sort them out. You will get to see the schedule as soon as we have it, you will get to see information on the speakers, we've got an event FAQ, you can shop our Uncharted gear. We've got safety information if you're wondering being back in person.

Stephanie Goss:

So if this sounds like something you would be interested in, head over to the website at unchartedvet.com/april and reserve your spots. This event will sell out. We cannot wait to see you, so don't wait to put this on your calendar. You do have to be an Uncharted member to attend. You can find out all the details at the website. We'll see you soon. Now, back to the podcast.

Andy Roark:

All right, let's go ahead. Let's just go ahead and start to put some of the options on the table. So, getting back to our original question of, “Hey, we are a brick and mortar practice.” And so let's put the things down that are not assumptions, they're real. “We are a brick and mortar practice and clients are coming to our building and bringing their pets with them. How do we provide schedule flexibility for our staff?” And so let's just go ahead right now and start to talk about some of the options that we've seen or that we see out there. And some of the things that we could at least start to consider.

Stephanie Goss:

Yes. And I would say for me, it starts one step further back, which is the question that was getting asked here is, is there a way for vet med to have the flexibility that other industries enjoy? And for me, I think part of it is looking at why other industries are doing what they're doing. I think the problems that other industries are having are very much similar to the problems we're having in veterinary medicine, in the sense that, to use your story about the veterinary medicine example, where they stopped going into their office, right? And now they're like, “We don't want to go back to being in the office.” I think that's happening in other industries. And so the why, the flexibility is being created in those other industries isn't because they're not service industries, and because work doesn't have to get done in certain places. But because I think, a lot of businesses are looking at it from a place of, “I want to retain people.” For a lot of them, it's about, “I want to retain good people. So how can I be flexible?”

Stephanie Goss:

And I think that's part of the mental challenge for us is that we think so inflexibly in veterinary medicine. And so when I think about that question, how do we create flexibility? Is there a way for us to create flexibility? I would say yes, because I would say, if you look back to the beginning of the pandemic, and you asked law offices, “Could your people work solely from home and never come into our big corporate fancy office downtown?” Their answer probably would've been no, right? They need to have meetings, they need to have phone calls, they need to do the lawyerly stuff that costs a lot of money and it happens in their building. And I think it's the same for us in veterinary medicine.

Stephanie Goss:

And so for me, the root of answering this question goes to, how do we figure out that way of doing it and how do we think outside the box? And because for me, the answer to the question is, “I would way rather retain good quality people, because I know how hard it is to find new people.” And so to your question, yes, I have a business model where clients bring their pets to me in my building currently. Could I continue to have that business model and also change my hours to meet more of the needs of my team so I can retain the existing team I have? To your point, can we close on Wednesdays if that's the slowest day of the week to give the team a break in the middle of the week where we can do other things outside of the building, right? For me, the answer very much lies in the people, and I have to think about that from a global perspective of my team and also the client's needs too.

Andy Roark:

Yeah. I think to the point of, will we ever be as flexible as other industries? I think the answer is no, as far as any other industry, right? We are a service industry that requires touch. We're in the same category as food service, right? Is there a virtual chef? No. There's virtual cooking coaches and there's quality control, and there's managers, but ultimately the patrons come to the restaurant and they need to get the food, which needs to be prepared. Is there a virtual auto mechanic? No. Someone needs to actually go under the hood and fix the thing. And at the same time, I think your point is spot on that we look at other industries like food service, and they are desperately struggling to retain employees, because other industries do allow people to work from home and things like that.

Andy Roark:

And so I think that the short answer is, “No, we'll never be as flexible as the web designers who have always worked from home. We'll never be as flexible as a marketing firm, but we also very much need to be looking at what we can do,” because throwing up our hands and being like, “That's not who we are, we can't do that,” I think that is going to be very problematic. And that is going to make it hard for us to continue to bring good people into our practices and to retain them. But those things can both be true. You can say, “Well, we're never just going to have everyone work from home.” That said, let's go ahead and figure out the best way that we can do our thing to give that flexibility while still meeting the needs of our pet owners and that's the battle that we face.

Stephanie Goss:

Yeah. And this is where I think, thinking outside the box is really beneficial. And honestly this is probably an exercise that I would do for myself individually when I think about what you and I have said so far about headspace, okay. I would want to be in this dreaming space and think, “Okay, if I set aside all of those little voices inside my brain that tells me, ‘I might be thinking crazy if I think like this,'” Let's start by looking at what are other industries doing? What are other companies that are not veterinary medicine are doing first? That's where I start, and then I narrow my vision and my scope down from there, because I don't think that the answer… To my friend's point, who was asking the question about relief vets, I don't think the answer can be everybody leaves and goes to work for companies in the pet health space to your point, right?

Stephanie Goss:

Because veterinary medicine at its core is providing patient care, and so in order to do that, there are some things that we have to put our hands on the patients to do, a lot of things that we have to put our hands on the patients to do. And I think it's also not wrong, and is important from a headspace perspective to not not narrow our vision, to a place of fear of like, “Well, all my vets are going to leave me and become relief vets.” Or, “All my technicians are going to leave me and go work for Guardian Vet.” Because when, when we start thinking about those things in the pet health space that are… When we start looking at them solely as competition and not as mutually beneficial relationships is a very dangerous mind space to be in.

Stephanie Goss:

So I would think more globally and look at other industries, having flexible schedules, having parents who are trying to still in so many places, homeschool their kids and have their kids home during the day. As a mom, the ability to be able to work from 5:00 PM to 11:00 PM when my kids… when I have help with them or somebody else can take the evening shift, and I could work so that I could be with them during the day to homeschool them. Having a schedule flexibility like that at the beginning of the pandemic, I would've dropped a lot to take on an option like that.

Stephanie Goss:

So it's about thinking in little ways, outside the box of what can we do to support our team. And so maybe that is taking one of your technicians who's really struggling to keep up with the schedule and say to your point, “Hey, do you want to work from home one day a week?” Or, “Do you want to work in the evenings two days a week, and we're going to create a new job description of things that you are still going to do that are beneficial to the practice, that you wouldn't necessarily be doing if you were here in the building, but that still benefit the team as a whole. And then in turn, benefit you on a personal level.”

Stephanie Goss:

And so for me, during the pandemic, I went through this with some of my team, and that was very much where I started, was like, what are the needs of my immediate team? And what are the needs of our clients? And where are the discrepancies and where are the easy wins? Where can I create some space? Because starting with those little steps makes the big steps feel so much easier, right? And sometimes we just have to get a win or two under our belt to be able to think bigger and more global.

Andy Roark:

I worked a practice, and they ran basically a split schedule, which I thought was great. They worked in the mornings, and then they geared down for about two hours in the middle of the day, and then they geared back up and went into the evening. And that gave a nice… Basically, they dealt in half days, and so you could work half days and you could trade around, and they let people trade their schedules, which was, “Hey, we just need to have coverage. And if you want to trade a half day to this person and you guys do that,” they let employees work that stuff out, and swap around. I will tell just that by itself increases a lot of flexibility, for people to be able to get off, if they can trade with other people, it makes life really easy. So just a split schedule that worked really well.

Andy Roark:

And then what they would do is in order to cover that two hour period, they'd go down to a skeleton crew, but they had one of the vets, and she had kids at kids in school. And so she would come in and start at 06:30 or 07:00 in the morning. And so as soon as the front desk arrived, she would be there. And man, they'd start rocking out appointments at 7:00 AM, and if you think nobody will come for a 07:00 AM appointment, you're wrong. They will a hundred percent come.

Stephanie Goss:

Absolutely.

Andy Roark:

And they will do it and drop that pet back off at home, and they'll get to work at 9:00 AM and feel great about their day. And so she would come in, she's seen appointments at 7:30 in the morning, and fill it up. And so she would work through, and then late morning she would take a lunch break, and then she would work with a technician and assistant, and she would work through that split shift, so she would cover those hours. So if someone burst in the door during the lunch break, we had a doctor that was there, and then as soon as lunch ended, she was off. Her day ended at 02:30 in the afternoon, and she was out, and she went and picked her kid up at 03:00, and it worked for her.

Andy Roark:

That's not rocket science, you know what I mean? But it is just having good conversations about, “What does your schedule look like? And what do you need?” Your point people go, “You can't have someone work from 5:00 PM to 11:00 PM.” Yeah, you can. If you really ran an audit of the things in your practices that needed done-

Stephanie Goss:

So many things.

Andy Roark:

Yeah, exactly. There are so many things that do not need to have other people. You don't need to have other colleagues around for inventory, basic inventory. For ordering, for bill pay, for payroll, for all of these administrative things. If someone can work that time and you can set that up and facilitate it, that stuff is all fair game. We're seeing a lot of practices that are going to four 10s. We see that a lot in Uncharted and a lot of employees really want that. They want to come in, and they want to work four 10 hour days and be done. We have a lot of practices that do it and do it well, and it's really a personal preference. What do you want? But those things can make a big difference.

Stephanie Goss:

Yeah. And I think a lot of the time… And I sense this from this writer, and I feel it because I've been there. Again, it's easy to think about what we might be able to do for the front desk or for our doctors who can see telemedicine. It's a lot harder for a lot of us to think about the technicians, because we think about their gifts solely from a patient care perspective. And I think it's really important to think about to… And it's very easy. I know this was my challenge as a manager. If I look at Sarah and I think Sarah's an exceptionally skilled LVT and she runs our surgery. And if I don't have her there, surgery doesn't run as smoothly. And I need somebody else to fill in that gap, it's very easy to pigeonhole,

Stephanie Goss:

But there are things that Sarah could do that might not be maximizing her patient care skills, the way running surgery in the practice Monday through Friday can. However, if I can make what might be short term changes, they may also wind up being long term changes. But if I can flex to meet Sarah's needs and retain Sarah as an employee, isn't that far better for me in the practice, in the long run than if I say, “I only see value in Sarah's tech skills, and so I can't think outside of the box beyond having her run surgery during the day, right?”

Stephanie Goss:

We often think about our skilled employees as we have to maximize their skills, and that is true. They worked really hard to put themselves through school, to get credentialed, and we should want to maximize their skills. And it is also not smart for us to not ask them what they want, because we may be making assumptions about what they want and what they need without asking them. And so I was so surprised during the pandemic when I asked some of my Sarahs, “Hey, I don't want to make assumptions about your skills, and I see the value, and I want you to be able to leverage your skillset when you're here. Is this what works best for you?”

Stephanie Goss:

I was surprised at some of their answers, and I was surprised at how, for some of them, the answer was, “I'm really struggling with child care right now. And it would mean the world to me if I could flex my schedule one day a week to make this, this, and this happen in my personal life.” Or, “I'm content with where I am, and I don't want to change.” Or, “Can I be a CSR because I really need to work from home, and if I can't change my position within the company that drastically, I can't continue to be an employee here.” And you bet your ass as a manager, I would rather keep Sarah employed in the short term, doing CSR duties from home and have her be a part of the team, than lose her all together, because as I can't flex to meet her needs.

Stephanie Goss:

And so for me, the thinking outside of the box, I started with looking at other industries, and then I started looking at what were my peers doing in veterinary medicine. And this is where groups like Uncharted in our community is invaluable to me during this time to be able to see what are other are people doing, because I'm one of those people where it's really easy to get pigeonholed into my frame of mind. But if you show me a template or an example, all of a sudden the ideas become unlocked, and I have all of the creative possibility in the world, but getting started is my hurdle. And there are a lot of people that are like that.

Stephanie Goss:

So reaching out and talking to our peers and seeing what are other people doing. And the last piece of that for me very much is asking the team. And obviously you want to do it in a way that doesn't open the flood gates, right? I can't commit to anything without knowing what their ideas are, but I also can't work with them to solve this problem without asking them for their input. And so I started with my hospital leadership team and said, “What do you guys think?” And then we expanded it from there. And I asked the team and I was really surprised at the creativity that came from the technician team about things that they could do that directly impacted patient care, but that weren't laying hands on patients in the practice.

Stephanie Goss:

So we had a technician in my team who switched to doing a lot of the case follow up and client contact, and so they took on making… We had always had technicians do callbacks in our practice, but we were able to take that to a whole other level, and they became the triage point of contact for the doctors. And so all of that patient care contact was run through that person from home, and it freed up the doctor's time to put hands on patients, and it freed up another technician to put hands on patients. And it was something that was so simple that I never would've thought that they would've wanted to do, because I wouldn't have thought that, that would've been maximizing their skills, but I didn't ask them. And it was only until I asked them their perspective and their opinion that my perspective was able to be shifted and changed. Yeah,

Andy Roark:

No, I think that, that's great. I think what I want people to leave this podcast with is a belief that every practice can be different.

Stephanie Goss:

Yes.

Andy Roark:

And there's not going to be a set standard of how we do our schedule, but the scheduling is very important, and we need to be thinking of about what is possible in your practice. And not being bound by the assumptions we made in the past or conventions. It does not do us any good to make a schedule that no one's going to show up and work, and so I think that's really it. So I hope this is just giving people ideas, and I wish I could say, “Here's how you do your schedule.” It's not possible. All the practices are too different. We're all looking at different things. But looking at your own at your own practice, and also looking around and seeing what other people are doing for schedules in other industries, I think that, that's the smart play.

Andy Roark:

Get serious about looking at all the things that happen in your hospital. Break them out, I think Stephanie's point about the technician being virtual is a great one. You go, “But they need to put hands on the pet.” It's like, “Your technicians can be your best communicators, they can be planners, they can be patient advocates, they can be educators, they can be all of these things.” It as possible to have leveraged technicians that are not there in the building, but you have to be creative and you have to be smart about how you build that job description out. So a lot of it is thinking about, what do we really do with our time and can we rearrange these things to maximize flexibility for people? But guys, I think that this is an area that we're going to keep getting better and better at. And I think, the days of, “We all do it the same way and we all scheduled the same way,” I think those days are over.

Stephanie Goss:

I would agree.

Andy Roark:

Awesome. Thanks for doing this with me, Steph, I really appreciate it.

Stephanie Goss:

Yeah. Have a great week, everybody.

Andy Roark:

See you everybody.

Stephanie Goss:

Well, everybody that's wrap on another episode of the podcast. Thanks so much for spending your time with us. We truly enjoy spending part of our week with you. As always, Andy and I enjoyed getting into this topic. I have a tiny little favor to ask, actually, two of them. One is if you can go to wherever you source your podcast from and hit the review button and leave us a review, we love hearing your feedback and knowing what you think of the podcast. And number two, if you haven't already, hit the subscribe button. Thanks so much for listening guys. We'll see you soon.

Written by TylerG · Categorized: Podcast

Dec 29 2021

Between a Rock and a Hard Place

Uncharted Veterinary Podcast Episode 157 Graphic Between A Rock and a hard place

What's This Episode About?

This week on the podcast, Dr. Andy Roark and Stephanie Goss are weighing in on a recent conversation that Stephanie had with a fellow manager. This manager has a technician on their team who is excellent at their job, has high skills, and is overall well-liked by the team. However, it seems like they have a teeny, weensy little flaw in that they are one of the most pessimistic people that this manager has ever encountered. Most of the team shrugs it off as “This is just Kelly, being Kelly” and yet there are a few members of the team who really struggle with taking the pessimism personally. This manager feels stuck between a rock and a hard place in terms of conflict managing this situation, knows that they do not want to lose good people on either side of this apparent battle, and was reaching out saying “Please help me!” Let’s get into this…

Uncharted Veterinary Podcast · UVP 157 Between a Rock and a Hard Place

You can listen to the episode on Apple Podcasts, Spotify, Google Podcasts, or wherever you get your podcasts.

Got a question for the mailbag? Submit it here: unchartedvet.com/mailbag

Upcoming Events

April 21-23: The Uncharted Veterinary Conference, LIVE in Greenville, SC

The Uncharted Conference in April is our flagship event. In celebration of 5 years serving the veterinary profession, we have shifted the focus of this conference inward. You’re not looking to grow your business outwardly – you’re looking for ways to build resiliency and reignite your love for your career. During this 3-day adventure in beautiful Greenville, South Carolina, you’ll be discussing topics like hiring for culture, creating the story that becomes your path, and building smoother, more simple ways to practice. This event is open to members only. Registration for this conference closes on April 1, 2022. DO NOT MISS OUT – Snag your spot today.

A UVC MEMBERSHIP IS YOUR KEY TO FINALLY GETTING THINGS DONE AND GROWING YOUR VETERINARY PRACTICE.


EPISODE TRANSCRIPT

Stephanie:

Hey everybody, I am Stephanie Goss and this is another episode of the Uncharted Podcast. This week on the podcast, Andy and I are tackling a topic that I was recently discussing with another practice manager, who is struggling with a team member who is very pessimistic. And this manager was looking for some advice and some support on how to conflict manage the situation. Because this pessimistic technician has most of the team just looking at it, rolling their eyes and saying, “This is just her being her,” and there are a few people on the team who don't feel the same way. And this manager is struggling with how to figure out, which way to address this from and the best way to approach it without making everybody upset. Let's get into this one.

Speaker 2:

And now the Uncharted Podcast.

Andy:

And we are back. It's me, Dr. Andy Roark and Stephanie, stuck between a rock and a hard place, Goss. That's a rolling stone song I think. I'm pretty sure. It's like new Rolling Stone, newish Rolling Stones.

Stephanie:

How's it going, Andy?

Andy:

Oh boy. It's bonkers. As we're recording this, it's the week before Christmas and it's crazy. The kids are out of school and just there's holiday things, which are great, not complaining, it's just a lot.

Stephanie:

Yes.

Andy:

Yeah.

Stephanie:

Yes. Well, this is that time of the year too, towards the end of the year all of the stuff has to get it done. And I just like, there's personal stuff that has to get done and lots of work stuff that's happening, and trying to think about holidays and all of the things. It is definitely, definitely crazy.

Andy:

What's funny like is and it's a conflict too, right? Like there's all the personal things. Everyone has their stuff they're trying to get it done, but they need other people and those other people, they have their own things that they're trying to get done. And so when you ask other people for stuff it's a long slow process, but at the same time we all feel great stress to get things done.

Stephanie:

Yes.

Andy:

I think that's the weird paradox of the end of the year is at the time it's most wonderful to be present, it is also ridiculously hard because the world around you is swirling and everyone is trying to do their own being present thing.

Stephanie:

Yes. Yes. It's crazy.

Andy:

All right. Let's get into this episode because we got a good one here. I'm actually really excited.

Stephanie:

Me too. So there was a recent conversation that I was a part of and it was a manager who was asking for some help with conflict management within their team. And they are struggling because they have a team member who they said is incredibly pessimistic.

Andy:

Yes.

Stephanie:

They said, “They're potentially the most pessimistic person I've ever met and they are also an incredible technician. Maybe one of the most incredible technicians I've ever worked with.” And so they said 99% of the team just ignores the pessimism and just thinks of it as Kelly being Kelly, when they're having a moment. However, there are a couple of team members who are much gentler, more sensitive souls and they take Kelly's pessimism totally personally. And that when she goes on a rant or is just in a pessimistic state, they take it super personally.

Stephanie:

And so they are coming to the manager and are upset and frustrated because they feel like Kelly is directing negativity towards them as individuals rather than the situation itself. And so they are with being able to see past taking it personally. And so it is causing drama within the team because everybody's upset. This manager was like, “I've talked to everybody individually and I've tried to get them to work it out. But I feel like I'm not getting anywhere because Kelly is who she is. And her love of pessimism and her outlook is just who she is. And that it, I don't feel like I can change that.

Stephanie:

And I'm also really struggling to get the other team members who are more sensitive and gentle, that's part of their personality. And so I can't really ask them to change that either. And so I feel like I'm between a rock and a hard place, and I just don't want to lose anybody because I'm not solving the problem.” Because everybody on the team looks to the manager to be the voice of reason and just solve the problem. And so this manager was just like, “I don't know what to do. How do I mediate this conflict because I don't even know where to start?”

Andy:

I like this question a lot. I like it a lot because the simple answer is that this manager has made a number of assumptions that have made her or him incapable of getting to a good solution.

Stephanie:

Sure.

Andy:

As I read this, I go, “That's an assumption, that's not true. Nope. That's not true either.” And there are so many things here that I would push back against and question and tinker with. And I was like, oh boy, I would say this manager has told herself a story that does not have an escape hatch, but I don't think that story is accurate. And so I'm really excited to pick this story apart and try to make this situation look entirely different. So I'm not there, I don't know these people. I can't say exactly what to do, but I can tell you an entirely different story that is much more hopeful than what is here.

Stephanie:

I am glad about that because I will admit this is one of those episodes where I will say, it's me. This was me. This was me, this was my clinic. I've had this person, I've been this manager and trying to see past… I think you hit it spot on, and I'm super excited to get into this, but trying to see past the absolute of the situation and feeling like I have one of two solutions. That was me in the moment I got very narrowed down into like, “This is the only way out.” And so I'm super excited to talk about it from a place of perspective now and to talk about it with you, because I think it's so easy in the moment to see through a very new narrowed lens because you're too close to it.

Andy:

I love these conversations in person because I'll be in an event, I'll be at a conference and someone will come, “Tell me this.” And they see two options and I love it because I can make their head explode. Just standing there, give me 90 seconds. And I will. And I can often, it depends on the individual, I can often just shock them because I know this trap, I've seen this. We've all seen this trap. When you get to the place where you think you have two options and neither of them are acceptable, you are probably mistaken.

Stephanie:

Sure.

Andy:

So you could be in a nightmare scenario, you're living in a Saw movie and there are horrible options and that's all there is. Probably not, probably not. So, okay, the first thing that you have to do in this case is stop thinking in absolutes. The writer is like, “Well, I got two options. I can put up with this forever until everyone-

Stephanie:

Quits.

Andy:

… quits. Or I can fire this really great person who has one bad habit immediately and lose them forever. And I just don't know what to do.” And I'm like that those are not your two options. Stop thinking in absolutes, it's not put up with this or fire this person. It's time to set realistic expectations. So let me just go ahead and start to lay down some realistic expectations about culture. I wrote an article about this it's going to be coming out in… I think it's going to be February, probably around February 1st, it's going to be in Today's Vet Business is my column. So it's already gone in to be edited, but I really like the piece and it's because I've seen so much of this.

Andy:

People think that that culture and having a good practice fit is a binary condition. You have it or you don't have it. And if you can build it then you built it and it's built, and now you've built it and now you have it and you're going to continue to have it, and that box has been checked. And now you get to just live and enjoy living with the goodness of the culture that you have built, that's not how this works. Doesn't work that way.

Andy:

That's a ridiculous expectation and people… And the thing is I get calls and you get calls, we get calls all the time, from people who are like, “I have failed. My team used to be happy and now it's not. And people aren't getting along and someone has quit their job and left. And the only reason can be because I have failed them in building a good workplace for them to be in. Just slap me across the face please because I deserve it.” And those are the types of self flagellating emails that I get. That's just lunacy. This is not how this works. Look, culture is a process, team fit is a process. It never ends if you are having a wonderful time and everyone is getting along hold that trophy, suck that joy up, suck it in through your pores because it's not going to last forever, something is going to happen.

Stephanie:

Yes.

Andy:

It's going to happen. The only constant is impermanence.

Stephanie:

Yes.

Andy:

That is it. That is the only constant. And you got a good thing now and that's great. And your chances of having a good thing and getting back to a good thing are higher, much higher when you're a good leader and you manage for culture and you prioritize for culture. But it doesn't matter how good a leader you are or how much you prioritize for culture, you are going to hit rough spots. And people are going to leave and they're not going to get along, and they're going to go through things in their personal life, and they're going to bring that stress into the workplace. And it's not about you, but you're going to deal with it and you're going to say, “Oh, I have failed.”

Andy:

You've got to put that aside and recognize culture is a process and it is cyclical. And we are all going to go through, hopefully, we're going to go through good periods and we're all going to go through bad periods. And if we're lucky, we're going to through a lot more good periods than bad periods. But the truth is guys, most of us are going to spend the majority of our practice life, somewhere in between a not good workplace and an amazing workplace. And we're on the treadmill and we're trying to get in cultural shape and that's the way we live our life.

Andy:

And so when this person says, “Fire this individual or I can not fire them and everyone continues to suffer forever, and those are the only two options.” I'm going, “No, the option's the treadmill in the middle.” The option is managing this and every now and then other people are less happy. And every now and then this person is going to go back to their old ways and you're going to have to deal with it and you're going to deal with it and it's going to be okay, but it's going to be a process. It's not going to be a problem that you probably fix and have it fixed.

Stephanie:

Yes.

Andy:

I think people feel like if it's not a problem that I can fix and have fixed and check the box on, then I must not be doing it right. And that's not true, some burdens can't be solve they have to be carried and that's culture a lot of the time. Is you go, “I can't fix people. I especially can't fix people who don't want to be fixed or who don't want to help themselves, so I have to carry the load.” And by carry the load, that doesn't mean suffer in silence. It means I have to, “God forbid, I have to manage these people.” And you're like, “Don't say that, no.” Yes. We have to manage these people.

Stephanie:

Well, so I have a question for you. So you are one of the most like a positive and hopeful outlook people that I know. And it's funny because I probably, I don't know, maybe 10 years ago in my career in VetMed shifted to the mindset that you're talking about. That I really got to a place where I was like I am exhausted by constantly looking at things from a place of absolutes and feeling like, “Yes, I finally got this amazing team and oh, someone quit.” And it would devastate me because it was like, I had worked so hard and I felt so good and then it all fell apart. And that I know you were partially joking when you were teasing about people's self flagellating, but that is a really real place, especially for someone who is a high achiever-

Andy:

Sure.

Stephanie:

… of feeling like this all fell apart and this is all my fault.So I through a lot of therapy, got to a place in my own personal management journey where I was like, “This is life.” And I got to that place that you're talking about, where I was like, “It's all cyclical.” And eventually someone is going to move, someone's going to have a baby, something's going to change within the team and we're going to have to start all over again. We're not starting from square one, we're starting from the middle and so we'll march back up. And I started having this conversation with friends and I got accused more than once of that being a very negative outlook, that something was always going to… like it's always going to fall at some point. And in our team we say the cup is already broken.

Andy:

The cup is already broken.

Stephanie:

But people were just like, “That's such a negative outlook.” And I really struggled with that because I was like, “I feel like this is the most positive, healthy outlook that I could possibly have.” Knowing that we're going to have ups and downs and it's going to be good, and it's going to be bad and it's going to be in between, and I can't control that. But I'm curious to hear your take on that because I can imagine that there's people listening to this who are just like, “Well, if you think about the fact that it's always going to break, isn't that a really negative outlook?”

Andy:

Yeah. No, the answer is no, yes and no. So here's the thing. So here's the weird positivity that I deeply believe in. You've heard me talk about life is suffering and life is struggling. And I believe that, honestly guys, I believe. So here's the short version. I believe that we are creatures formed in the fires of natural selection, I believe that that is our hard wiring. The stuff that drives us is the stuff that we have picked up evolutionarily from natural selection.

Stephanie:

Sure.

Andy:

Natural selection does not want us to be content.

Stephanie:

Sure.

Andy:

Contentment is dead species. Species that are content, they don't explore, they don't innovate, they don't seek out new environments, they don't take risks, they don't do anything that a species would need to grow and thrive, they sit.

Stephanie:

Sure.

Andy:

And evolutionarily speaking the temperature changes, the new predator arrives, that species is dead, they are extinct, they are wiped out, that is the history of the world again and again and again. And so we have been the most successful species on the planet. You know why? Because we are not wired to be content. We are wired to want. We are wired to struggle, it's called the hedonic treadmill. If you got the biggest raise that you could ever want, the one you are thinking about, the one you're like, “Andy doesn't mean this much money.” Yes I do. That's how much money I mean. You were like, “I would be happy.” And I would say to you, “No you won't. No you won't.” People who win the lottery, there's research on this. Lottery winners are generally happy for about three months.

Stephanie:

Yep.

Andy:

And then they're just the same person than they were before but now they have money. And they're like, “None of these other problems went away. My kids still won't talk to me. I still have headaches and my bunions and all the things that I have, and I don't look good in a swimsuit.” And all the things that they are you sure they don't come back and it's just like, “Well, money's one less thing.” So anyway, we're not wired to be happy, there's no point where we're like, “Yes, we made it.” Okay. So we are not wired to be happy, which means we are always going to be struggling. And so if you look around and you're like, “God, my life is hard and I'm tired.” That's normal. You're doing it right. That's unfortunately, that's what we signed up for, that is the experience.

Andy:

And so a couple of things come from that, number one, you better hold onto the good stuff and enjoy it and I really think that people don't do that. And that is one of the biggest things. So when I say, hold the trophy, like I said, five minutes ago, that's what I mean. And you should hold onto the trophy, so that's number one is hold onto the good stuff. Number two, realize that the greatest empowerment you can have is choosing how you struggle. It's like there's no perfect job. Every job is a job. As soon as it becomes a job, it's a job. You know that hobby that you love doing, the thing you're like, “This is great.” If people started paying you for it and you relied on it for your income, it would stop being a hobby, it would be a job.

Andy:

And there would be parts about it, you'd be like, “I hate this.” And this is just how it is. And so at least in that way you would choose, “This maybe a job, but it's still my job and it's still what I choose to do.” And so we choose how we struggle related to that. The cup is already broken. And what I mean when I say that and again, it's the same mentality. So the cup is already broken comes from a story of a Buddhist monk and he is sitting with his students and he's got this teacup. And so he's got this teacup in his hand and the students are asking him about impermanence. About how nothing in life stays, “Isn't that depressing? Isn't that sad?” Isn't that exactly what we're talking about here.

Stephanie:

Right.

Andy:

When you say, “I know that none of this is going to last. I know that people are going to leave. I know I'm going to be back on the struggle bus dealing with this again,” isn't that sad. And so they say that to the Buddhist monk, “Isn't that sad?” And he looks at them and he holds up his teacup and he says, “This is my teacup. This was given to me as a gift from one of my friends and it makes me happy when I see it. And I love the way the sunlight hits it and it sparkles on the design. And it's so beautiful and it holds my tea quite admirably, but I know that this cup will break. It will break. All things break, it will break.

Andy:

In my mind this cup is already broken. And so every day that I wake up and it is not broken is a gift to me. And when it does break, I will be okay because I knew long ago that it was already broken.” And so on our team when we say the cup is already broken, that's what I mean. Nothing is permanent. And so every day that we have it is a gift and every day that we don't have it, it's okay because we knew we weren't going to have it. And guys I believe that that is the definition of true practical, sustainable happiness and positivity. And so thank you for saying that I'm an optimist. I am an optimist. And thanks for saying that I'm positive. And that's how I stay positive is not in some panacea world where I think everything is great, it's going to be great. But I can look at the broken world around us and the cup is already broken and that makes me happy.

Andy:

And so the same thing is true here when we look at our team and we look at these people who are not getting along, the cup is already broken. And if we can get it to not be broken and then every day's a gift. And so that's why I see that and that's kind of how I have that kind of… That's kind of how I have positivity in these scenarios and also to be honest about what are we up against?

Stephanie:

So I have a question for you so I was not kidding when I said this, we're talking about one of my practices-

Andy:

Yeah. Sure.

Stephanie:

… and I've been there, been this manager. And on my team the conversation from Kelly herself was, “This is just who I am. I'm a bitch get over it.” That was the conversation. And I really struggled with that on a personal level, but also from a trying to manage this and manage the people perspective. Because when I looked outward in at the situation, it wasn't about Kelly and who she was, it was about what she was doing-

Andy:

Yes.

Stephanie:

… the things she was saying, how she was saying it, the behaviors. And I really struggled with it because the team members who were the ones who got offended were just like, “Okay. So, I guess, I just brush it off because that's who she is.” And I was like, “No, no.” Because we have team rules that we don't yell at each other. And we don't we don't throw each other under the bus or whatever the behaviors were that were being exhibited. And so I was like, “You don't just give up on this conversation because it's not about the person, it's about what they're doing.”

Andy:

Yep. Totally. Okay. So this is assumption number two, that has locked our manager into a trap, she's entrapped herself with assumption number two. And the assumption number two is and she says this, “This is who she is. This is who our pessimistic person is. And then the front desk, this is who they are, they are these soft people who get their feelings hurt and that's who they are. And I can't change who they are, so I'm defeated.” And I'm like, “If that's what you believe you are to defeated.” This is your conversation because you're right I can't help you, but that's not true.

Andy:

It's not true. This is not about who she is, this is about a behavior that she is exhibiting. And so the classic mistake here with manager is to confuse the behavior and the individual. And once you say that something is an individual, you are screwed, you're screwed because you can't change people. And there is no changing who someone is, and also it's hard to give people feedback and have them hear it. Because if you criticize who I am as a person, “Boy, I have got some evolutionary, tribal status defense systems here that are going to rise to the battle, and make me argue against you and reject what you're saying, because you're talking about who I am and my identity.”

Andy:

It's all trap don't even go there, that's a swamp that you should not lay into, it's not who she is. She if she is a good technician, as you say, then she is a compassionate kindhearted person who is very smart and competent, who is choosing to communicate pessimistic thoughts continuously to the staff. And that is the behavior of this person and do not let them say to you, “This is who I am.” I reject that. And I think we talk a lot about your job being a relationship, and that's just a metaphor that helps me a lot and I like to think about it. And so our job is a relationship, which means if you're my technician, we have a relationship.

Andy:

I'm not interested in being in a relationship when someone who comes in treats me like crap, makes me feel bad and then says, “Well, that's just who I am, you couldn't deal with it.” I can deal with it by deleting your phone number from my phone and not having you around.

Stephanie:

Walking away.

Andy:

And walking away and that is how to deal with it because I'm not going to deal with someone who can't take any feedback like that or who treats other people that way. This is a relationship and so I can say, “Hey, this is a behavior and this is how it makes me feel or these are the problems that it causes. And I like you and I see the goodness in you, I see the benefits in you, this behavior needs to change.” And by twisting it back to this behavior, she's not a pessimist. And if you say she's a pessimist, you are tying your own hands. She's not, she is a competent professional who communicates in a pessimistic way or communicates pessimistic negative thoughts to other team members. Who reacts negatively to new ideas.

Stephanie:

Right.

Andy:

Those are behaviors that can a hundred percent be put down or coached or changed. But you have got to reject assumption number two, which is this is who they are. No, can't change that. I'm here to tell you, it's not who they are, they are who they are, but this is a behavior and we are going to address the behavior. And so they certainly have the power to change their behavior.

Stephanie:

Well, and I think part of it, part of why it's such a swamp and a trap, I call these the big gopher traps. Like that is a big giant gopher trap, don't step in it. Because when you make it personal and look at it as that's just who they are, “This is Kelly's personality.” Then you're disciplining or having conversations that are disciplinary in nature on a personal level, which is unacceptable from an HR perspective, it feels punitive, it can feel retaliatory on both sides. And that's the point is on both sides, so you are labeling them as a person and they can absorb that information from a personal perspective, “She doesn't like me. She's against me. She's out to get me.” But I will tell you as the manager, it is also so easy it into your own head that you are labeling this person and that is your view of them.

Stephanie:

And that is a very quick and fast slippery slope, because I will tell you having walked through this, it was very easy for me to look at Kelly and be like, “God, she's a great technician, but oh my God, I just want to ring her neck.” And that's not healthy for me or for Kelly because the truth was I really liked Kelly. And I all of a sudden all of the other behaviors and all of the other things about my interactions with her were colored, because I was making it personal versus looking at it for to your point Andy as, if I just look at it and I step back and take that 30,000 mile view, I can look at it objectively and look at the behaviors and it doesn't feel personal.

Stephanie:

And so I think that that goes both ways and I think that's, for me, that's why number two, trap number two is so important because it can affect them and their perception of you and how you deal with the situation. But it also very much affects you and your outlook on that person and the situation as a whole.

Andy:

I agree with that. Assumption number three is this is a great technician. We got that piece of information and they're like, “Oh, she's super great.” And I'm like, “Wait a second let me get this right. You have a fantastic employee that you think might potentially drive away a number of other staff members who are also very good. I just want to make sure I'm processing this.” Like, “Oh, she's the best, except that she's toxic. She's fantastic. Like that's what I'm hearing from you, just want to make sure that I got this.”

Stephanie:

Yes. That's what you got.

Andy:

All right. Okay. So let's get in [crosstalk 00:27:55].

Stephanie:

Oh gosh.

Andy:

But that's what I hear and I go, “This does not make sense.” All right. So here we go. Let's talk about evaluating employees for a second. There's a number of different skills that I like to use that you have talked about a number of times. And the one that I'm going to reach for into my tool bag right here is the old fit skill tool. So what I would do is I would turn to this manager and say, “Let's talk about Kelly the pessimistic technician. You say she's great. On a scale of one to 10, I want you to rate for me how skilled is Kelly. And when I say skill I mean technical skill, blood draws, catheter placement, general radiograph however you gauge skill. Is she a 10? Which means she's the best I've ever seen. Or is she one where she's God awful, you would not let her touch your own pet.”

Andy:

Where is she? And I would get a number on fit and scale. Now, usually when people come to me with things like this, what they're saying to me is she has high levels of skill. She is highly skilled and they'll say, “She's a nine.” And I go, “Okay, cool. She's a nine. So she's really technically very good.” Okay. The other part of this, which is equally weighted, at least equally weighted is fit. Is she a good fit? Does she fit in with the team? Do they like to be around her? Does she make the workplace better? Does she communicate well? Does she fit in with who we are, with our values and with the people that she has to work with?

Andy:

And I want you to rate her on that on a scale of one to 10 and here's where the rubber meets the road. This is where I'm going to really make my decision about how we're going to go here. If you come back to me and you say, “Ooh, she's like a three, she causes fights all the time.” Then I would say, “Okay, cool. You have a high skill, low fit employee.” Alternatively, you might come back and go, “She's like an eight. Once you know her she's really great. She has this bad habit, but she's really great.” And I go, “Okay. These are very different positions.” The toxic technician just so you know is a high skill, low fit employee and that is how this works. So let me run through the quadrants real quick. Let's say that we have someone who's high fit and high skill.

Andy:

They're great technically at their job and everybody likes them. We retain this person. We invest in this person. We chain this person to… We don't let them go home at night because they might not come back. We carry them on our shoulders from their car to the buildings and their feet don't have to touch the ground, that's how we celebrate them. So that's high fit, high skill. Now you've got high skill, low fit, which is where we are right now, we'll come back to that. We've got high fit, poor skill. This is the person everybody likes, but they make a lot of mistakes.

Stephanie:

Yep.

Andy:

And the last is the low fit, low skill. They're not good at their job and nobody likes them. We don't tend to see a lot of those people because they have been liberated. They don't stick around because nobody likes them and they're not good at their job, those people are employed somewhere, which is sad. But if they were liberated, they would go find somewhere else where they had skills that better fit the job and they would fit in better. And so keeping them is probably not serving them any better than serving you. So anyway, that's a brief overview of the four quadrants. Now, toxic techs are high skill, low fit. Why is that? It's because if they weren't good at their technical work, they would be in the quadrant as low skill and low fit-

Stephanie:

You wouldn't keep them.

Andy:

… you would fire them. They only get to be toxic because they're really good at the technical part of the job, so we can put up with the awful communication relationship part and that's a mistake. It's possible that Kelly is toxic. It is possible that she is technically good and she is sucking the soul out of the team and dumping toxicity into the waters. It is possible. If that is true, she needs to be let go. And people are like, “Wait, wait, wait, we can talk to her. Yes. You can talk to her and we can try to coach her. And I'm happy to talk to you about how to try to coach her. Just go ahead and start the cup is already broken and go ahead and start making plans.” Because 80 plus percent of the time, you're not going to coach back a toxic person.

Andy:

Once they're toxic, they need to be liberated to get a fresh start somewhere else. And again, I'm speaking broad generalities, but it ain't my first rodeo, so just file that away. I suspect based on the fact that I hear that she is the best technician, and some of the other words that I'm hearing, I don't believe that this is necessarily a-

Stephanie:

Toxic.

Andy:

… good skill, low fit, toxic person. I think this is a good skill, good fit person who has a bad habit or has a behavioral pattern, that is career limiting for them. And that's how I would talk about it, “This is career limiting. You are not going to get opportunities. You are not going to move on and move up and get to do more things, when I have to keep cleaning up after the mess that you make.” And so, anyway I run through that exercise just because if you go, “Oh no, she's a three in fit.” She's probably toxic and I'm going to be looking a lot more towards liberating her to go find somewhere else. Everyone would probably be happier if she goes away, including her.

Andy:

If she's not, if she a high fit, high skill employee with a bad habit, now this is worth coaching. And we can 100% coach this person, if she wants to be coached. But often if they're a good fit, they do want to be coached. And so, anyway, those are two different scenarios. That's the third assumption is this is a great employee who's driving the staff away, and I can't change her because that's who she is. I'm like that doesn't stack up to me, something is wrong here in this assessment. Cool. And so I put all those things down. Stop thinking in absolutes, it's not keep this person and suffer the consequences of this behavior, keep going on and on and on or let this person go. The answer is often in the middle and we manage this person and they'll probably have… Hopefully, we can get them back on the straight and narrow and they'll probably fall off, and then we'll probably pick them back up and this will be something that we'll continue to work on and coach.

Andy:

Because a lot of times we have personality types and we have to work through them and change takes time. So have realistic expectations about the amount of improvement that we can expect. The second assumption is assuming that this is how the person is. It's like, nope, separate the behavior from the individual, coach the behavior, not the individual. And the last thing is really evaluate this person. What are you dealing with? And if their evaluation is negative, that may decide what we do. And ultimately, based on how we feel about those things, we are going to come to the big head space question for me. And that is what is kind, what is kind? Because I am not a hard ass. Sometimes I wish I was, I'm not, I'm a softie. I'm a softie, I get my feelings hurt [crosstalk 00:35:08].

Stephanie:

It's a true story.

Andy:

I'm not. And so I'm not, but I am a 100% unwilling to let my business suffer and I will absolutely make the hard call. And here's how I make the hard call and here's how I feel good about it. I ask myself what is kind, what is kind to me, what is kind to my family, what is kind to my staff, what is kind to the other doctors, what is kind to the people who have to work with this person, what is kind to the person who's causing the problem. And if the kindest thing for the person who is not happy here and is pessimistic and just thinks everything is awful, and the people who are feeling bummed out and criticized by her, and me and my clients is for this person to leave then I should do the kindest thing, which is liberate this person. Honestly, that is the mental trick I play on myself, some self kung-fu that I do.

Andy:

And ultimately I go, “Yeah, that is the kindest thing. And so I'm a softie I'm going to go do the kind thing. But I have to believe in what the kind thing is and then I can do it, but I have to believe what it is. The other alternative is that the kindest thing possible is to have a candid conversation with this person, this technician and say, “This is what I'm seeing and this is what I'm feeling. And this is these behaviors are being received and we need to make changes to go forward. And you need to know that this is not sustainable and I really like you and I really want you to be here.” It's not kind for me to not tell you if we have come to that point. I always say people should not be surprised when they get let go and if they are surprised then someone did not communicate to them, how their behaviors were being perceived and again that's broad generalities, but you get the point. It's not kind for me to not say anything to this person as relationships burn around her.

Stephanie:

Well, and I think the reason that so many managers, myself included because I've been here, sit in this place of indecision and don't do anything is because we're looking at it from a personal perspective. And so most of the time it's feeling like you don't have the tools and you're not equipped to do the kind thing and have that conversation, because there's some part of our brains that is still looking at it as, “Kelly is being a pain in my butt and this about her as a person. And I don't know how to tell her that I'm going to let her go because her pessimistic attitude is the problem.” It is still personal and so we do nothing because we know we shouldn't just fire people because we have a personal problem with them.

Stephanie:

And we don't feel like we have the tools to be able to address it from an appropriate place. And so I think this is a good place to take a quick break and then talk about how do we actually have that conversation, because that is definitely a learned skill to be able to address behavioral challenges like this.

Andy:

Let's do it.

Stephanie:

Hey, everybody it's Stephanie, I just have to break in here for one second and make sure that you know about an awesome opportunity that is coming up, that we do not want you to miss. We are back. We are back in person in April in Greenville. That's right, our flagship conference in Greenville, South Carolina is happening in person for the first time in three years and we are so, so excited to be back with you guys. It is happening April 21st to the 23rd. So put that on your calendar now and if you head over to the website at unchartedvet.com/april, you can find all of the details as we sort them out.

Stephanie:

You will get to see the schedule as soon as we have it, you will get to see information on the speakers. We've got an event FAQ. You can shop our Uncharted gear. We've got safety information, if you're wondering about being back in person. So if this sounds like something you would be interested in, head over to the website at unchartedvet.com/april and reserve your spot. This event will sell out. We cannot wait to see you. So don't wait to put this on your calendar. You do have to be an Uncharted member to attend. You can find out all the details at the website. We'll see you soon, now back to the podcast.

Stephanie:

Okay. So part of the challenge goes back to what we talked in the beginning, which is that you have to get out of the personal head space because you can't discipline Kelly for being a pessimist.

Andy:

Right.

Stephanie:

From an HR perspective that's the wrong thing to do, right?

Andy:

Yep. Totally. “Hey, I'm going to punish you for being who you are.” That's not who she is, that's not who she is.

Stephanie:

That's the point.

Andy:

That's the point. Yes.

Stephanie:

So the question is if we're asking ourselves what is kind, then we have to flip back to what you mentioned in the very beginning, which is that this has to be about the behavior-

Andy:

Yes.

Stephanie:

… that she is exhibiting because the action steps we have to take here are all about having conversation, documenting those conversations, doing some coaching and to your point, it's going to be ongoing. This is a behavior that has been exhibited more than once. If you have somebody who makes a mistake the first time, it's really easy to have a conversation with them and say, “Hey, I noticed this thing didn't go so well, let's talk about this.” And that conversation is not the problem. The problem is for so many of us as managers, the behavior has repeated itself two, thee, 200 times.

Stephanie:

And now we're like crap. Now we have to have the conversation. We don't know where to start because we haven't had any of the conversations along the way, or the conversations have been too few and far between. And so again, to your point that you made at the very beginning of the episode, we're very much locked into this head space of it has to be all or nothing. And now they've exhibited this behavior 200 times and so now I have to discipline them for this. No, that's not the first conversation. If you've not had any of those conversations, or if they've been too few and far between, then you start fresh and you got to start over and you got to say, “Hey, this is something I noticed and we have to talk about this.”

Andy:

Yep. I agree. A 100%. So here's how not knowing a lot of the specifics. Here's how this generally sets up when it goes well. So the first thing is the cup is already broken, we're not aiming for perfection, we're aiming for improvement and continued improvement.

Stephanie:

Yes.

Andy:

Rome wasn't built in a day, but we've gotten to this point, we can get back out of it, so that's it. Second thing is to your point and you're spot on, you're starting at the beginning. If you have not managed this condition, this behavior up to this point and it's not bad, just take a deep breath, shake it out and start from the beginning. Like, “Okay. We're starting the process. Here we go.” So get in that head space.

Andy:

I'm going to bring this person in and when I do, I want to speak in specifics. Now I'm starting fresh, which means I'm not going to go back and say, “I need to talk to you about 137 things, they start back in May 2016. Jenna said, ‘I think we're going to get a new printer.' And you said, ‘This place is never getting a new printer, these guys don't do anything they say.' That's what I want to start with 2017 May remember that, that was not okay and you shouldn't have said that.” No, no, let it all go. Let it all go. Start fresh. But that said, we need to speak about the behavior and we need to speak in specifics. I cannot bring them in and I come in and say, “Kelly, you are a pessimist.” And you know what Kelly's going to say?

Stephanie:

“No, I'm not.”

Andy:

“No, I'm not. You're always saying negative things about me.” That's what Kelly's going to say. It doesn't fly. So you got to speak in specifics.

Stephanie:

Not going to end well.

Andy:

It's not going to end well. In that small snippet, you just saw this conversation is on fire going down, it's not going anywhere productive. All right. So what do you do? You got to give her some slack and let her make her own mistakes again and then we need to talk in specifics. And so the way that I often set this up, remember when we start to have these conversations come from a place of compassion. I like Kelly. The manager likes Kelly. She says she's great. And most of us are used to us. We like her. That's great. That's good. It's a whole heck of a lot easier to work with someone who likes you and who you like.

Stephanie:

Yes.

Andy:

And so we're using relationships, coaching happens inside of relationships and relationships are built on trust. And so if I like this person, trust this person, I'm going to have a much better experience trying to coach them. And again, this is not about managing Kelly in a military style or making her miserable or making her feel like she's not wanted or liked. It's about the fact that I care about her and I'm seeing these problems, and they're going to be career limiting for her and they're causing problems for people around her. And so we're going to have that, have that conversation. So speak on specifics, “Hey, yesterday, I heard this thing happened.” Or, “I was there yesterday. And I heard when you said this to Shauna. Why did you say that? What happened?” And that's honestly how I like to start this conversation is I don't want to call her in and lecture.

Andy:

I'm going to call her in and say, “I heard this. What happened? Why did you say that?” And people say, “Well, you know she said it, just write her up.” Seek first to understand, “What is going on here?” Because here's the thing, I need Kelly to figure out why she said what she said. And if Kelly figures out why she said what she said, then she can choose to not say it again next time. But if she doesn't know why she said what she said, she's going to have a hard time not repeating that behavior because she didn't know where it comes from. And so I'm going to try to help her find that, but also I want to understand what's going on with her? Is there something I can support her in? Is there something else going on behind the scenes?

Andy:

I want to have a productive conversation. It's not a gotcha conversation. It's not one where I'm like, “Aha, I have figured you out and now you are pinned down and you can't make any more mistakes.” I said, “No, she's a human being and I like her and I want to support her.” So ask first of all, “What happened?” And then I'm going to listen and then I'm going to talk in consequences. I'm going to say, “Hey, when you say things like this, this is what the outcome is. This is what other people take away from that. This is what I have to deal with because people come in here crying.” And again, if she doesn't understand the consequences of her behavior she's not going to change them. And so, “Again, I'm not trying to be nasty, but he needs to understand when you do this, this is the outcome, this is what it causes.” And then I want to talk about what the consequences are for her. And when I do that, I'm not talking about punishments, “And that's why you're getting written up.”

Stephanie:

Right.

Andy:

I'm talking about where she's go and what the long term consequences are. One of the keys in coaching and the difference in coaching, the coaching difference from feedback is intense, these are future facing conversations, “When we have conversations like this, it affects how the team works with you. And I'm worried in the future you're not going to get opportunities or you're not going to be able to get to do the things that you want, or there's going to be doors that would open that you're not going to be able to go through. Hey, I would like to see you in more of a leadership role in the coming years, but that's not going to be a door that's going to be open, if we continue to have this exact behaviors, if people tend to feel this way about you and I want to be you and I want you to be successful here.”

Andy:

You hear me leaning into coming in this from a point of compassion and trying to help this person and so talk in the future tense, “This is how you can develop. This is where you can go. This is my concern for you going forward.” I'm not talking about the past and the 137 times she's done this before.

Stephanie:

Right.

Andy:

I'm talking about what happened here recently and what it means going forward. And then what I'm going to do after we've talked about this is we're going to talk about what she can do next time, because she can't change last time. It'd be nice if she apologized, but she didn't have to. The big thing for me is don't do it again and I can only change the future. And so I'm going to talk to her and say, “What are we going to do differently next time? Can you promise me that you'll do that differently next time?”

Andy:

And hopefully she's going to agree and say yes or she's going to say, “This is what I'm going to do.” I'm not going to tell her what to do differently, I need her to decide what she's going to do differently. I need her to own this behavior. And say, “Hey, what can you do differently when you have these communications.” And let her propose the solution, so it'll be her solution. And then the last part is I'm going to have to start holding her accountable, which means when she goes out and the next day, the same thing happens again, I'm going to have to say something to her.

Andy:

And I'm going to have to say, “Hey, we just talked about this yesterday and I heard that this is what went down. What happened?” I'm going to repeat the process. But ultimately what happens is not, “Hey, you're pessimistic and we're going to have to let you go.” Or, “You're pessimistic and you're getting written up.” What's going to have to happen is, “We have had many the meetings about this behavior and you say you're going to make changes to it and you're not making changes to it. And now I'm concerned about your truthfulness, about your willingness to change. The fact that you keep saying you're going to do these things and then you don't do them. And that's why we get written up. And those are the reasons that we're not going to be able to stay on, because you can't continue to say you're going to do things and then not do them.”

Andy:

And it's a different conversation, but that difference is important. And hopefully we don't get to that, but it does set us up for a better coaching position. The last thing I'm going to say, I think a lot of people get this wrong. It's really hard to police culture. Meaning it's hard to jump on this person, Kelly, every time she makes a mistake and pull her into the office. And guys that's not how any of us really want to be trained. We want to be trained with positive reinforcement. And so just as much as you look for Kelly to be pessimistic, look for Kelly to be optimistic and positive and just like training a new puppy, as soon as they do the behavior you want, jump in with praise and celebration and treats and rewards.

Andy:

Anyone who's heard me talk about feedback knows that I say this, people are simple animals. I don't care how many degrees you are, I'm not saying this because this is a technician. I would do it to the doctors, this is how you train doctors, is you set the expectation, you look for the positive behavior and you reward the heck out of it.

Stephanie:

Yeah, no, I think that that is so true. And I think one of the things about rewarding that's really important, is it doesn't have to be in front of everybody. It doesn't have to be a giant over the top thing, but it's those small little things, “Hey, I noticed when it was really crazy today that you really kept you're cool and you didn't make any negative comments. And I just want you to know that I really appreciate that.”

Andy:

Yeah.

Stephanie:

Like it doesn't have to be a big thing, but that little bit of reward because change is hard. And when you hear, “Yes, you're doing this well,” that is so important and it makes such a difference. And I think it's really easy as a manager when you are having to have hard conversations with somebody and you're looking at something from a disciplinary perspective, it's so easy to get sucked into the cycle of only looking for the negative.

Stephanie:

And so part of this goes back onto the manager, that it is your job to look at it not in, “When is the next time am I going to catch Kelly in one of these behaviors, so I have to write her up again. But how much work is Kelly putting into this? When can I celebrate her successes?” And you might have to look really hard for some of them in the beginning. But the return on investment when you look at it from the perspective of positive reinforcement, versus the negative, “Now, I have to discipline you,” is so huge on both sides.

Andy:

Yeah. I agree. I think that's just, I don't know, that's just training in positive reinforcement. And I guess here's the other thing think of about how you would feel, when was the last time that your boss came up or someone in your clinic came up and said, “Hey, I saw that you did this specific thing and it was great. And I just really want to thank you for doing that, it was really well done.” It's probably embarrassingly rare that it happens, it's hard to do as a manager, you have to prioritize it.

Stephanie:

Yeah, absolutely. Oh, this was a good one.

Andy:

I think so. Like I said, I like these a lot. I hope for our manager friend, I hope it gave some perspective. It doesn't sound like this is a straightforward black or white fire this person or deal with this bad behavior forever. There's definitely a middle path and we're going to try that first. And if it doesn't work out, then it doesn't work out, but at least we've tried a coaching solution. And if this person really is the great tech that you say that she is, you may have some real success with coaching her. People have to want it, they have to want to get better. But honestly, most of us want to learn and we want to improve and we want to be more popular with the people we work with and we want to be better at our job. We want to feel like we're developing and we're going to get more opportunities. Those aren't rare traits, most people have those so just lean into them.

Stephanie:

I love it. This is a good one. Have a great week everybody.

Andy:

Yeah everybody, take care of yourselves.

Stephanie:

Well, gang that's a wrap on another episode of the podcast, and as always this was so fun to dive into the mailbag and answer this question. And I would really love to see more things like this come through the mailbag. If there is something that you would love to have us talk about on the podcast or a question that you are hoping that we might be able to help with, feel free to reach out and send us a message. You can always find the mailbag at the website, the address is unchartedvet.com/mailbag. Or you can email us at podcasts@unchartedvet.com. Take care everybody and have a great week. We'll see you again next time.

Written by TylerG · Categorized: Podcast

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