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behavior

Oct 25 2023

I’ll Admit It: Some Animals Make Me Nervous! With Amanda Schwarzwalder, CVPM, RVT, KPA CTP, VTS

This week on the Uncharted Podcast, practice management geek Stephanie Goss is joined by special guest, Amanda Schwarzwalder, CVPM, RVT, KPA CTP, VTS (Behavior). When Stephanie saw this letter in the mailbag, Amanda was the first person who came to mind to tackle this topic with. For over 20 years Amanda has worked as a veterinary technician in various capacities. Her interest in behavior led her to joining The Behavior Clinic in 2009.  A nationally recognized speaker in veterinary behavior and Fear FreeTM Approved Speaker,  Amanda enjoys teaching veterinary team members how to implement and develop behavior care as a team. As the Practice Manager, Amanda is often behind the scenes handling the day to day business of keeping TBC running, supporting our referring veterinarians, and working with the TBC team to assist our clients and their pets. With such a well-rounded resume, it makes perfect sense that Amanda has a whole alphabet soup behind her name.

Stephanie and Amanda are taking on an email from our mailbag that came to us from a technician in training who is worried about their comfort level with animals. While this might seem strange to some people in veterinary medicine who are lovers of ALL creatures great and small, Amanda and Stephanie talk through the concerns from a practical, clinical and personal level because there is a lot to this seemingly simple concern. We're not brushing it off, let's get into this…

Uncharted Veterinary Podcast · UVP – 255 – I'll Admit It – Some Animals Make Me Nervous! With Guest Co – Host Amanda Schwarzwalder

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

LINKS FOR RESOURCES MENTIONED IN PODCAST

Fear Free Coupon Code: FFROARK20

Low Stress Handling

Do you have something that you would love Andy and Stephanie to role play on the podcast – a situation where you would love some examples of what someone else would say and how they would say it? If so, send us a message through the mailbag! We want to hear your challenges and would love to feature your scenario on the podcast.

Submit your questions here: unchartedvet.com/mailbag


Upcoming Events

Are you a practice owner or a practice manager? Never underestimate the impact of a powerful partnership and DON'T MISS YOUR CHANCE TO JOIN US LIVE IN GREENVILLE...

The Wright Brothers. Venus and Serena. Han Solo and Chewbacca. Okay, that last one was (far) far-fetched… but there’s no denying that all of these rockstar duos made a lasting impression on us. They innovated, discovered, experimented, and explored the unknown, all to leave the world a bit better than they found it. Veterinary practice leaders can form powerful partnerships just like these. Collaboration in leadership might sound simple, but for any of you that do it on a regular basis, you know it can be anything but easy!

Every partnership (like every veterinary practice) is unique and faces very specific challenges. To be successful, you must identify your strengths and weaknesses as individuals and as a pair. By working to further your skills within your respective role, then coming together to work collaboratively with your partner, you can quickly break problems down into manageable pieces and move forward as a team. 

This December, The Practice Leaders Summit is here to infuse the powerful veterinary partnership of practice owners and practice managers with renewed energy and understanding. You both want a strengthened foundation to guide the practice (or practices!) you lead so that it can continue on to future success. Join us!

Upcoming events: unchartedvet.com/upcoming-events/


Episode Transcript

Stephanie Goss:
Hey, everybody. I am Stephanie Goss, and this is another episode of the Uncharted Podcast. This week on the podcast, I am very excited to be joined by an Uncharted community member, friend, and colleague. Amanda Schwarzwalder is a CVPM. She is an RVT. In fact, she has got a whole alphabet soup behind her name, as you'll learn as we get into this episode. I asked Amanda to come on the podcast this week for so many reasons, least of which is that she is a VTS in behavior.
We got a question in the mailbag from someone who is working on their technician license, and they had a question about behavior and pets. The first person I thought of was Amanda. I'm super excited to have her jump in and guest host with me this week, as we tackle this mailbag topic about being nervous potentially around some of our patients. This was a fun one. I hope you guys enjoy it. Now, let's get into it.

Speaker 2:
Now, the Uncharted Podcast.

Stephanie Goss:
We are back. It's me, Stephanie Goss, and I am joined this week not by Dr. Andy Roark, but by my friend and colleague. I'm really excited for you all to meet Amanda, because I'm not sure that all of you have had the opportunity. She is amazing. We have an Uncharted community member and a CVPM. Are you an RVT, LVT, CVT?

Amanda Schwarzwalder:
RVT.

Stephanie Goss:
RVT. Amanda has the entire alphabet suit behind her name, so I'm not even going to try and name the letters, because Ms. Amanda Schwarzwalder, who is here with me today, is a technician, practice manager. You are a VTS in behavior, which is why you're here because we're going to have a conversation about a mailbag thing that came through. I was like, “Oh, this is right up your alley.” Amanda Schwarzwalder, welcome to the podcast.

Amanda Schwarzwalder:
Thank you. I'm so excited to be here.

Stephanie Goss:
I am excited to have you, and I have to ask you a question, because I was looking at your bio and I'm like, “Okay, CVPM, I know that. RVT, KPA, what is that?”

Amanda Schwarzwalder:
Karen Pryor Academy certified training partner. Yep. I've been through a formal trainers program to be an animal trainer, multiple species.

Stephanie Goss:
Okay. CTP, what is that?

Amanda Schwarzwalder:
That's the certified training partner that goes with the KPA.

Stephanie Goss:
Okay. Those two are the training ones, and then VTS in behavior.

Amanda Schwarzwalder:
Yep.

Stephanie Goss:
You told me a fun fact when we were getting ready about the letters behind your name.

Amanda Schwarzwalder:
Yeah, so I also-

Stephanie Goss:
You have to tell everybody.

Amanda Schwarzwalder:
Yeah, so I have a few more letters, because I'm also a Fear Free Certified Elite. By the time you put all the jumble of letters together with my first name and my last name, I am only missing four or five letters from the alphabet. That's my new gig when I lecture is on the title screen, it's like, “these are the letters that are missing. If you know a credential that contains these, let me know.” Then I'll have the whole alphabet. It'll be complete set. That'd be great.

Stephanie Goss:
Oh, my gosh. I love it so, so much. Tell our audience, because you are in the Midwest, and then I know you have done speaking, and our Uncharted community knows you, but tell the listeners a little bit about yourself.

Amanda Schwarzwalder:
Yeah. I am a practice manager for The Behavior Clinic. We are a specialty behavior practice in the Cleveland area. I have two board of veterinary behaviorists that are part of our team, our business owner, and then an associate. Then we also have, I'm losing track, I think I'm up to five RVTs. I've got one other VTS behavior and then some other trainers. We're a team of 14 now, which has been crazy.

Stephanie Goss:
Yeah.

Amanda Schwarzwalder:
Yeah, so we do animal behavior. We do mostly dogs and cats primarily. Occasionally, we get horses, occasionally, we get birds. I've also gotten to do some really cool work with Raptor Rehab. I've also gotten to do wolves, and coyotes, and otters are my favorite.

Stephanie Goss:
Whoa.

Amanda Schwarzwalder:
I love otters. They're so cool. It's been a lot of fun. We've gotten to help bobcats learn how to give blood, and do some consulting with zoos and things. It's been a really fascinating ride, so sometimes can't believe it.

Stephanie Goss:
I feel like we could just do an episode and hear your story, your stories about-

Amanda Schwarzwalder:
I think some of them might have to get legal permission from clients, but they're really funny. I've got some really good ones.

Stephanie Goss:
Oh, gosh. That is so awesome. I'm super excited to have you on the podcast today. Y'all, I thought of Amanda immediately because I got a mailbag letter and when I first got it, I will admit, I was like, “I got to put this on the back burner, because it doesn't feel like it's right up Andy and I's alley.” Then I was thinking about, who would be someone good? We've been doing some episodes while Andy or I have been on vacation, where we've had guest hosts. I was like, “Amanda would be perfect for this one.”
We got a mailbag letter from a young technician intern who is working on their technician license, and they're about to do their internships. They are a little bit nervous and were asking about some tips for becoming comfortable with animals, because they said, “I'm reasonably comfortable around dogs. I've had dogs growing up, and I have friends with dogs in their homes. I feel like I know enough about the basics of canine body language, and I can kind of tell when they're uncomfortable.”
They said, “I've never had a cat, and I don't want one because our current dog has a prey drive,” and I was like, “Good for you, recognizing that. That's a step in the right direction.” They were like, “I have friends who have cats, and I don't feel like I'm as good reading their body language, but I'm a lot less nervous with them.” They said, “I feel like I'm really nervous around the larger animals, and I'm getting ready to move into the step of my program where I'm going to do my large animal internship and get experience with them.”
They said, “I'll pet a large animal, but I don't ever feel completely comfortable.” They reached out, were asking for tips on how to be comfortable around the pets that make them nervous. They said, “I feel like as a technician, I should know the basics of handling a whole variety of species, and not just necessarily dogs and cats.” I was like, “Oh, this will be a fun one. I feel like both Amanda and I probably can get into some stories about being a technician, and nerves and comfort.”
I told Amanda, “We're just going to dive into this one in true Uncharted Podcast fashion,” and we'll talk about some Headspace things with all of you, and then we'll do some action steps that Amanda's got some great resources. We'll have set links in the show notes and everything for everybody. I'm excited to dive into this one with you, Amanda.

Amanda Schwarzwalder:
Yeah. Well, and I love that in the mailbag letter, that they were actually willing to contemplate willing to get a cat in order to learn more about cats. I'm just like, “You can't do that with every species.”

Stephanie Goss:
No, not at all, or you would have a zoo.

Amanda Schwarzwalder:
Yeah, you would have a zoo, but it's great that we've got that level of commitment, so I love that.

Stephanie Goss:
Yeah, absolutely. Okay, so from a Headspace perspective, I think you and I were talking a little bit before we started recording, I think both of us are in total agreement that I love this letter because this is totally normal. I think there are people who are going to listen to this podcast episode and see themselves in it, whether it's themselves now in their career, or themselves at one point in time.
I know that's how I felt when I read it. I was like, “Oh, I remember that point in my technicians program where I was like, ‘Oh, I'm afraid of these things.'” I've been honest on the podcast about things that I'm still afraid of as a technician. That's things that I have now put into my deal breaker category.

Amanda Schwarzwalder:
Yep, yeah. There are so many things, and fear is normal. It's normal to be nervous. It's normal to be concerned. I love that It also comes from this person's writing, from this perspective of, “I want to know how to be better. I want to know how to feel safe and be safe in these environments,” because that's someone who's going to be a really great technician.
They're asking right questions before they get into those situations, whereas suddenly, they are in that externship and they're like, “Okay, today you're palpating a cow,” and having to go, “I've never touched a cow in my life. What do you mean?” It's great that they're thinking ahead. I love that. I love that they're able to, “Hey, this makes me comfortable and this makes me uncomfortable.” We've got a really good place of self-awareness and where their skills are right now.
I think that's the one thing, as a technician, you're in school. I love it. We're in school. We're in school to learn. I think that's the biggest thing is to remember that in that process, there are things you're going to get to, and you'll get there. It takes time, depending on where that large animal component is in your program, but at least we've got some resources, and lots of things we'll talk about a little bit later.

Stephanie Goss:
Well, and think about it. The possibilities in veterinary medicine, and I remember feeling this when I started my tech program, I was working in a small animal GP, so there were species that we were seeing in the practice every day. We actually had mixed animals. I knew that I was seeing that in the practice, so I was not as uncomfortable about that, but I knew that there's a whole variety of career options out there in vet med.
Thinking about my colleagues, at the time, I was in California in the Bay Area, and I had friends who were technicians for the, we had several zoos in the area. I had technician friends who were working at the zoo, and I thought, “When they went to school, they didn't have in school the learning opportunity with the species that they're now working with.” That's not a part of the curriculum. If it was, if we covered every animal species on the planet, we would be in school for 10 years.

Amanda Schwarzwalder:
Exactly, yeah. That's the thing, we have such a small timeline for veterinary technician education. It's a two-year program. Some places are 16 months, 18 months. Then we do have some of the four-year programs. I'm a specialist in behavior. The amount of behavior that I was given in that two-year timeframe was very, very little. That's, I think, a really good point of remembering that you're not going to get everything that you need to know in school.
You're going to have to go out and find education for yourself, especially when you've got passion areas that you want to invest more time in, or again, being able to self realize what you need more help with. For me, I'm a CVPM. I always need more help with finance. It's just one of those areas I just always need more help with, but HR, I'm good. You're always going to have to figure out where your weaknesses are and where your strengths are.
Then do like this person is doing and say, “Hey, who can I talk to? Who can I network with? What resources can I find?” Yeah. Yeah, I didn't get otter class in tech school and there was no Otter training course. No, missed that.

Stephanie Goss:
It's so funny, because I remember, I was excited to do this episode for a whole variety of reasons, least of all to get to talk to you, because you have great stories. I knew that our listeners would love you. I remember being a young technician, and I think I was maybe in my final semester of school, but I'm going to share a secret with all of you. I was terrified of birds.

Amanda Schwarzwalder:
We share a fear.

Stephanie Goss:
I was terrified, and no one in the clinic knew my dirty little secret. We saw birds. We had a vet who saw small animals, but she also saw avians and exotics. It was a part of our everyday practice, and I had managed successfully to avoid getting on any of her schedule stuff. I knew that the day was coming where I was going to have to confront the fear. We had a client of hers who had a large bird. He was an Amazon parrot, and you'll find this funny, I think, ironic as a behaviorist.
He had some serious feather plucking issues, and his dad traveled a lot for work. He was boarding with us for an extended period of time. I think he was with us for about a month. His enclosure was housed in the office because it was the only place in the clinic that was big enough to put his cage.

Amanda Schwarzwalder:
His house, yeah.

Stephanie Goss:
Yeah, exactly. At the time, I was working on a big project for AVImark, and I was coming in at 3:30 or four in the morning west coast time to get on east coast time to talk to AVImark tech support. Every morning, I would get there and I'd be in the office, and I'd be on the server, and he would start talking to me. I sat on the far side of the office from him, because I was just even terrified to go close to his cage. Nobody knew my dirty little secret. He would just keep talking to me, keep talking to me.
I remember sitting there, thinking, “Maybe this is a sign. Maybe it's a time to try this and get over my fear.” We're going to talk about this when we get into action steps, but I knew logically, that when you have a fear, part of getting over it is only facing it, and then desensitizing yourself to it. I remember sitting in that office and being 10 feet apart from him, and literally being afraid he was going to get me, even though I knew that was illogical. I was just like…

Amanda Schwarzwalder:
He has a key, he can open the door. Yeah.

Stephanie Goss:
I was just like, “Please don't hurt me.” I think this is totally normal, and I going to save the other half of my story for when we get to action steps because it has to do with facing the fear, but it's totally normal. I think everybody has that. Is there, besides birds, which seems like we may share…

Amanda Schwarzwalder:
Birds and snakes, I'm not really a snake fan. We had one client who used to breed boa constrictors, and so I had to start with the baby snakes. I'm still not a snake fan, but I can be okay. I actually married someone who loves tarantulas. When we started dating, Mr. Snuggles, a little pink toed tarantula that was the size of your hand, and it was Mr. Snuggles because it was the most friendly of his pets. Yeah. There was some chocolate involved. Yeah.

Stephanie Goss:
Okay. We're going to…

Amanda Schwarzwalder:
He wants a much larger one, but I'm not to that point in my spider therapy, so yeah.

Stephanie Goss:
Okay. We're going to circle back to that, because there's some stories there.

Amanda Schwarzwalder:
Oh, yeah.

Stephanie Goss:
First piece, we recognize that this is totally normal, and I love your point about not only is it normal, and I so appreciate the writer who said this, because it's healthy. You said something to me when we were getting ready to start recording that I think is really important. We were talking about it being healthy, and you were talking about particularly in the context of large animals, why fear is a little bit healthy and important.

Amanda Schwarzwalder:
Yeah, it's healthy whether we're talking about large animals, small animal, bird, spiders, or even when it comes to doing things like getting in front of a crowd and speaking. You want to have some sort of a little bit of anxiety, because that's what's going to keep you safe. Your amygdala is there for a reason. It has a job. Its job is to keep you from doing things that are going to harm yourself.
When we're walking up to that bowl that's in the pasture, we want to have that little bit of like, “Okay, you need to be aware. You need to be watching. You need to be cautious.” When you're working with a large animal and they step on your foot, they can break your foot. They're just shifting their weight, but that's going to be a much greater injury that you're going to sustain compared to when you're working with a Great Dane in a room and they step on your foot. It's not going to take a whole lot for you to get hurt when we're working with large animals.
Again, a little bit of awareness of that, “Eh, this makes me a little cautious,” is good. It's the same thing when I'm coaching my technicians in our consult rooms. If you're ever to the point where you are not a little bit worried when you're seeing that dog that has a multiple bite history, and it's got a history of pinning technicians in the vet clinic and biting the doctor, you need to have that. That's what's going to keep you and your doctor safe while you're providing care so that pet can get better. Yeah.

Stephanie Goss:
Yeah, it's not that you don't want to believe that they can be trusted, but you should always be aware. That's what I love about what you do is that the idea that we can learn new behaviors, and we can desensitize, and we can train away from behaviors that we may have learned. At the same time, that awareness is so, so important to always keep with you. It's so healthy for you. I love that you train your team on that. That's awesome.

Amanda Schwarzwalder:
Yeah, I spend a lot of time with that. It's the same reason when I'm lecturing, if I ever am doing something like the podcast, or a lecture, if I'm ever not a little bit anxious or excited, then I probably shouldn't be doing it, because maybe I don't care as much about what the outcome is. I want my people to care. Yeah.

Stephanie Goss:
It is so, so true. People, I think, are surprised when they actually learn, because this is what I do now for a living, and I do the podcast every week, and I am on stage, and I've spoken in front of hundreds of people, but the stage fright is real. Andy's very proud of me because it has gotten better, but I will tell people, “I still throw up before every time.” That's just my body's response.
It's the nerves, and the anxiety, and that excitement. Even now that the excitement outweighs the nerves and the anxiety about my performance, I'm like, “Am I going to trip and fall on my face?” I still have that energy, and it's my body's way of dealing with it. I'm okay with that.

Amanda Schwarzwalder:
Yeah, exactly. You need that. That's where it's like I did some time at Wolf Park in Indiana, and when you're going into the enclosure with a large wolf, you are definitely feeling not super comfortable, especially if

Stephanie Goss:
Even if you're excited about that.

Amanda Schwarzwalder:
… they'll hop up on the log next to you, face level, you're just kind of like, “Okay, this is really exciting, but I might die.” It's a very different sort, but again, it's there to keep you safe. It's there to keep you from turning around, going, “Oh, hi, cute wolfie,” and smooching it on the nose, because that won't go well. Wolfies don't like that, it's not their thing. Yeah.

Stephanie Goss:
I want to, what you just talked about dovetails into, I think the next thing from Headspace perspective, which, for me, is thinking about my own career and my own experiences, I think about the things that I was nervous about or I was even truly afraid of. I think that some of the moments of greatest, the most moments of great achievement in my career, a lot of them, or the moments that gave me immeasurable pride, came from facing up to some of those fears and those discomforts.
I remember getting on stage for the first time in front of hundreds of people, and it was terrifying and also exhilarating. Walking into an enclosure with a wolf and having that experience, I would be terrified.

Amanda Schwarzwalder:
Yeah, it's terrifying, but it's amazing.

Stephanie Goss:
Yeah, but also, what a rush?

Amanda Schwarzwalder:
It is.

Stephanie Goss:
Yeah.

Amanda Schwarzwalder:
It's a total rush. It's the same thing when you think when we start out as technicians, the first time you're learning to place a catheter. You're like, “Okay, how many zillions of pieces of tape do I need? This is really stressful, and am I going to hit the vein?” Like, “Oh shoot, now it's bleeding everywhere. What do I do with that? Where'd that darn cap cap go?”
Then you're getting that catheter on that little neonatal kitten that's super dehydrated, and it looks terrible, and you get it in, and you're like, “Score. I did it.” You get that big surge of confidence. Again, it's that fulfillment of you did learn it, you got the skill, and you nailed it.

Stephanie Goss:
Well, and pride…

Amanda Schwarzwalder:
You're comfortable with it. Yeah.

Stephanie Goss:
… Is that pride of feeling like you've taken a skill, something that you've studied, that you've learned, because the skills, and this is my next piece, is the skill gets you so far. You learn, you have all the theory, you have all the bookwork, and it's one thing to know it in my head, and I can recite it backwards and forwards. I'll be honest, this is the kind of technician I was. I'm very book smart. The book learning came very easy to me.
The actual doing was hard. I had to really put time and effort and energy into the doing, because the skills come with practice. For me, when I went to school, I was working at the front desk. I wasn't in the exam room every day. I wasn't getting the hands-on day in, day out experience. Those skills were a lot slower in coming for me. To your point, I still get that excitement and that pride, even in the small things, like hitting a jugular.

Amanda Schwarzwalder:
Yeah.

Stephanie Goss:
Most of us think, “Oh, my God, it's so easy to hit a jugular,” but when you don't do it every day…

Amanda Schwarzwalder:
When you don't do it all the time, yeah.

Stephanie Goss:
It's that excitement of I have the knowledge, I know how to do the thing, and I have the skills to do it. That brings the achievement and the pride in what we, I think that's part of why we do what we do.

Amanda Schwarzwalder:
Right, yeah. Well, and we get the satisfaction that we actually help, we helped an animal. We helped them have a better life today. We helped them have better care. That's what I think a lot of what we do in behavior, especially because we do have these patients who are not, you've got a horse, and it doesn't really want the farrier to touch its feet, but if we don't get the farrier to touch their feet, they might get more damage over time and become lame.
Then we're into a big medical concern that is now more of a problem. It's going to cost the owner more. The horse is going to be in more pain and discomfort, because we didn't have the skillset to get there. That desire to help, I think, is a big thing that empowers a lot of us as technicians is we want to know that we helped the animal. We want to know that we did something to give them care. Most of us, I love it, my favorite question is always, how many of you in the audience love people? When I'm talking to technicians.
It's like, you get five people out of a few hundred. I love people, I love the people part, but I think that's the biggest thing for most of us is we're in it for the animals. Being able to do something that, yeah, we got that blood sample, so now we can treat this dog, and we can have the information to know what's going on.

Stephanie Goss:
I also think that I'm so glad that you brought that up, and I think it's such a good point, because I think one of the things that always stuck with me, especially when I was in school and learning, was I leaned into that discomfort and that fear to help the animal. What I mean by that is that there were definitely circumstances where either it was that I was learning a new skill, or it was a patient, a species that I was uncomfortable with.
I was never afraid to try a thing, but I was always okay to say, “Okay, I've tried it, and it didn't work. I would rather you, the experienced preceptor or whoever's with me, do the thing, because this is a critical patient, or it's more emergent or whatever.” Never, when they were healthy pets, it never worried me, but that comfort level for the patient was always at the heart of it for me. I didn't want my learning to come at their expense.
I think that that's something that a lot of us think about when we're in school, because we care about our patients and we don't want to harm them. It's really easy to practice on the dumb, dopey lab that just sits there, wagging their tail with their…

Amanda Schwarzwalder:
Yeah, take my blood, it's fine. Yeah. You got more cookies? Yeah.

Stephanie Goss:
That neonate that you're just like, “This is critical. We need to hit this. Let's not cause it more harm or discomfort.” I think that that fear factor, that anxiety, spidey senses, it feels different for all of us. For some of us, it is a true fear.
I've talked on the podcast before about my fear over anesthesia as a technician, and I would always absolutely say, “Nope, I'm going to step out,” first thing. I never felt bad about it, because for me, I was putting the patient first.

Amanda Schwarzwalder:
Exactly.

Stephanie Goss:
It was truly a terror fear level. I also have other friends who, there were other things that I did, where it was like, “Okay, this is a little spidey sense tingling. I feel uncomfortable with it.” I think recognizing that that's going to come and go as you learn and as you develop skills, and sometimes it is the true terror, and sometimes it's just the spidey senses tingling, feeling like, “I'm a little uncomfortable in this situation.”

Amanda Schwarzwalder:
Yeah, and I think that dovetails in really nicely with behavior, because oftentimes, I find when I'm working with vet teams and we're talking about behavior, no matter what species, everyone has that feeling, like, “Ooh, I was in the room with this patient, and I just got this weird feeling. They weren't comfortable, but I can't tell you why.” That's one of the things with behavior is that we talk a lot about, “Well, pin down the why. Why do you think that that patient is uncomfortable? Why do you think that this isn't going to go well?”
Sometimes we're seeing things that are actually clues that the animal's uncomfortable, or that they might display differently if we contact them in a certain way, or if we get into their space. We aren't very good at talking to each other about what that is, because sometimes we don't know, because again, we don't get that in school, but it's definitely something, “Okay, I'm approaching the horse in the paddock. I just have this weird feeling,” but being able to go like, “Well, okay, stop for a second.” Go, “Well, why do I feel this way? Let me look at my patient.”
Take five seconds, look at the ears, the eyes, all these different things. Then you can also have that, “Okay, I feel this way because this is what I'm seeing in the animal's body language.” Then that helps connect you with that. “Oh, okay.” Over time you go, “Ooh, I'm more aware of that. I'm seeing this as I'm approaching to the paddock, so that is telling me I already need to change some of what I'm doing, because I'm now aware of, well, why did I feel weird? It's because something in that animal's body language told me to be concerned. I just wasn't maybe paying attention to it before.”
That's something that's hard, because in behavior, we have a luxury of an hour and a half consultations that we're spending a lot of time-

Stephanie Goss:
I was just going to say, yeah.

Amanda Schwarzwalder:
I've got clients who send us video from home, and all sorts of things, versus when you're in a 15-minute appointment, or you're on a farm call and you've got to get through the barn has 30 horses in it, it's very different. You might be, you're going through faster, you're going, “I feel weird, I don't know, but we got to get this cat vaccinated, so let's go.”
Then later, you're going, “Oh, yeah. They exploded, and there was a reason they were really upset.” Maybe, hindsight's always 2020. Yeah.

Stephanie Goss:
I think that that's an important lesson, though from a leadership perspective, for me, learning to lean into that with my team and teach everyone, myself included, to trust our instincts. I love that as a field, we have become more aware about low stress handling and Fear Free techniques. You certainly can speak to this as a Fear Free Elite, but that was one of the things for me with my team is if your spidey senses tingle, listen to that.
It is always okay to pause and say, “I would love someone else's opinion here, or I'm just going to slow down and sit here with the patient for a minute and see what I see,” to your point, “And I'm going to observe the behavior,” or to say, “Maybe we should do some drugs, and come back at another point in time, even if it's an hour from now versus tomorrow.” I think I love that we as an industry are starting to pay attention to that, because I think it is just as important in your behavior practice as it is in the 15-minute appointment.
If we don't listen to that, that's when we find ourselves in the world, that I think you and I have both been in veterinary medicine long enough, I remember starting and it was, “Cowboy up, man. Just do the thing.”

Amanda Schwarzwalder:
Oh, yeah. We got to get this done.

Stephanie Goss:
It doesn't matter.

Amanda Schwarzwalder:
Grab three more people. We got to get that emergency boardetella. Let's go.

Stephanie Goss:
Yeah, yeah.

Amanda Schwarzwalder:
Yeah, 27 years in the field, you're going to see a lot.

Stephanie Goss:
Yeah.

Amanda Schwarzwalder:
Yep. I think that it's a big thing. I think that even coming from a management perspective, when we have someone like our writer, who's aware of their concerns, being able to express those concerns to whoever you're going to be externing with, is like, “Hey, I don't have experience with horses and cows,” is really big.
Then from the management side of that, is us going like, “Okay, I need to know that, because I need to pair you with somebody who is more experienced, to make sure that you can get some positive learning happening while you're here on this learning adventure of an externship.” Then also, if you aren't comfortable being able to empower them, to say, “At some point, if we're walking in here and you're not comfortable, you need to tell me you're not comfortable, so we can change what's happening.”
That's the same thing with a lot of our technicians that we do during training is if you feel like you're in over your head, it's okay, tap out. You are going to be in over your head at some point, and it's a lot easier to throw you a lifeline while we can still see you before you float away.

Stephanie Goss:
Right, yeah. Oh my gosh, I love that. I love that. Okay, so I said we were going to circle back to your relationship and the spider situation, and here's where we're going to do it. The last thing for me in Headspace is as a person in veterinary medicine, just but a person in general, is it's okay to know your limits, and it is okay to have deal breakers.
I heart you so much. Holy hell, I could not, spiders, arachnids are a deal breaker for me. It's so funny, because I did not know that about you, or your relationship, or your household, and I'm never coming to your house. I love you so much, but I'm never coming to your house.

Amanda Schwarzwalder:
It's okay. It passed. I was 24, I don't know. They live for a long time. It's a big commitment.

Stephanie Goss:
Amanda's just talking about it, and I'm creeping out.

Amanda Schwarzwalder:
Stephanie's just shivering and shaking, creeping out.

Stephanie Goss:
Spiders are a deal breaker for me. In my, hi, Sylvester, in my first practice, where we saw avians and exotics, I have had that in every one of my practices, but our doctor, Dr. Shaefer, Marty saw birds and exotics. I remember vividly, when I was in school having conversation with her, and just being honest and saying, “I am terrified of spiders.”
I was also just like you, I was terrified of birds, and I was terrified of snakes. I said, “I think I can work on these two, but spiders are a deal breaker for me.” I said, “If you see spiders,” I said, “I'm telling you that it is so bad for me that I literally cannot be in the building when you are going to have someone knowingly come in here.” I was just like…

Amanda Schwarzwalder:
“I'll be in the parking lot.”

Stephanie Goss:
“I will be in my car in the parking lot until you're done.” It was okay. She was just like, “That's fine, because we have,” we had a member on our team, because there's always one, who was the, I lovingly referred to her as the spider freak, who loved the spiders. She would be in on every one of those appointments if she could. It was just like, to your point, being able to tap out before you were underwater.
For me, I would have panicked, and then it would've been a worse situation for the team because the tension would be off the patient and on me as the panicker, and dealing with whatever comes from that. I've seen technicians faint, all of those things. Then the attention is not on the patient where it needs to be. I think just recognizing for our writer, and for anybody who is in this, just because it's all creatures great and small in veterinary medicine, doesn't mean that you have to love all creatures great and small, and that that has to be your jam.
It is okay for you to draw lines in the sand, whether it's with a type of patient, or whether it's for me, with surgery, that became another deal breaker for me. I got to the point in my career not to say that I didn't try it, that I didn't try and face the fear and work through it, and I think it is absolutely okay to know ourselves as human beings, and allow ourselves the space to say, “This is a true fear for me, and it is not a fear that I'm in a place to deal with and to face, or that I'm not equipped to face right now. This is a deal breaker.”
It might be a deal breaker for right now, but it also sounds like for you, might be something that you're willing to work on, and you're willing to… The relationship matters more to you than the fear of spiders.

Amanda Schwarzwalder:
Yeah. That's something, if somebody is really passionate, “Well, I really, really love this job, and occasionally we have to see birds, what's my workaround?” It's like, “Okay. Well, we only book birds on the day when Cindy's here because Cindy loves birds.” Oftentimes, we can come up with some sort of options. You just have to be prepared that sometimes there are emergencies, where you might have to see the bird. That's what happened to me.
You had to see the bird, and it had bugs, and that was actually the part, beaks and the bugs are actually what bothered me more than anything. I ended up doing some work with the Raptor Rehab, and that was actually super helpful, because I'm like, “Raptors are way more dangerous than birds.” You get an eagle, that's much more dangerous.

Stephanie Goss:
Yeah.

Amanda Schwarzwalder:
Yeah, so to meet those little Sun Conures, they're just little sparrows compared to some of those other big guys out there. Great horned owl, those are cool, but yeah, not inviting him for dinner. Yeah, he can be outside. That's great. Yeah, it's just when you got to take the time, you got to feed their little mice while they're in recovery in the rehab. Again, you're dealing with wild animals. Again, you want to have that, I don't know about you, but it's, you learn over time.
If it's, again, if birds are your passion, fantastic. You've got the option to find a specialty practice that only does avians or exotics. That's the cool thing about our profession. If there's something that is a deal breaker for you or something you're really passionate about, on the opposite side of the spectrum, we have so many options, so many things out there that technicians can do. It's just been really fun to watch the profession grow and change.

Stephanie Goss:
Yeah. I love that you said that, because thinking about my experience in school, and I know a lot of vets who say the same thing, if you ask me now, I could tell you zero of what I learned to take my boards about cows, zero. Cows, oh, they're so cute. Baby cows in the pasture. Great. Do I want to work with them? Absolutely not. Do I remember any of what I learned? Absolutely not, but that's because I chose a path that didn't involve cows.

Amanda Schwarzwalder:
Exactly, yeah. I remember, so I was on an AAHA committee for speaker chairs way back, just how long ago, nutrition wasn't a specialty. It was like me, Carol Burns, and Harold Davis. I remember, because I'm like in GP, learning all the things, and you're in school and you're so excited about all this stuff. Harold's just looking at me, he's like, “If you're going to specialize in behavior medicine,” he's like, “There's going to come a day where you're not going to know what vaccine your cat needs.”
He's like, “That's me. I do emergency critical care, and if you ask me about a vaccine my cat needed,” he's like, “I can't tell you. I know it needs one. I don't know what one.” I've reached that point-

Stephanie Goss:
I love that so much.

Amanda Schwarzwalder:
… Probably about five years ago. I'm just like, “Oh, Harold was so right.”

Stephanie Goss:
Harold and Kara, they're amazing-

Amanda Schwarzwalder:
They're so fantastic.

Stephanie Goss:
… Human beings.

Amanda Schwarzwalder:
Yes.

Stephanie Goss:
It's so funny, because I am unapologetically a fan girl and just as a human and in veterinary medicine, and there are people that I have learned from and looked up to, and when I get to see them talk, or I get to see them speak, and Kara and Harold are two of those, especially growing up with Harold, growing up in California, he did regular stuff at UC Davis, and I remember being very young grad student, Stephanie sitting in a lecture and going, “Oh, my gosh, he's so smart.”
I remember the first time at a conference, just standing there, having a conversation with my friend, Eric Garcia, and he's like, “Oh, there's Harold.” He goes over and talks to him. Afterwards, I remember telling him, “Oh, my God, I'm such a fan girl over Harold.” He's like, “Oh, my god, Harold is the nicest human being on the planet.” Like, “You should go introduce yourself.” I was like, “I can't. I'm just like the little technician fan girl in me. I can't do it.” I love that, of course, it would come from someone like him that would say…

Amanda Schwarzwalder:
Yeah. It's just like, you're going to get to a point where you're just not going to know, and it's okay not to know because you've gained all of this other knowledge. You have to, at some point, replace it. Yeah, I remember walking into my VTNE exam, and there were people sitting on the lawn. It was when you actually had to take it on paper back in the day, and they were like, “What's the normal temperature for a chicken?” I just remember going, “If I have to know the normal temperature for chicken for this exam, I'm done.”

Stephanie Goss:
You're screwed.

Amanda Schwarzwalder:
“I'm cooked, because I don't know that.” 350 for 45 minutes if you're doing chicken breast? I don't know. I'm like, “Yeah, I can bake it, but I don't know what normal temperature's at.”

Stephanie Goss:
Are you sure?

Amanda Schwarzwalder:
Yeah, it was a little bit challenging, but that's a good example of, again, you're going to learn so much stuff in school, but you're not going to retain it all. You're going to find other things you focus on. Other things are going to become more important to you, and that's okay. Definitely getting the education and learning more about this stuff is important, though.

Stephanie Goss:
I love it. Okay, this feels like a good place to take a quick break, and then let's come back and talk about action steps and things that we can do to address our concerns and our fears. I, like you, I agree, our writer asked some excellent questions. I want to make sure that we get to them. Let's take a quick break, and then we'll come back.
Hey, everybody, if you are a practice owner or a practice manager, listen up. I've got something for you. If you're not in one of those roles, take a quick break from whatever you're doing, and we'll be right back with the podcast. If you are, I don't want you to miss out, because our Practice Leaders' Summit is happening in December in Greenville, South Carolina in person. Registration is going to be closing. In fact, it is closing on November the 7th, 2023.
If you have not signed up and you have been on the fence, I'm going to give you a little bit of incentive. I'm going to share a coupon code here for you, and I want you to use it, because I want to see you there. Practice Leaders' Summit is all about working on our practices, not in them. This year, we are taking practice owners and practice managers specifically, and we are hoping to bring them all together and let them spend some time separately, so practice owners working with other practice owners, managers working with other managers, because the challenges we face in those roles are so unique.
We need time and space to be able to work together with our peers and collaborate, because no one knows what life is like for us in the clinic better than our peers. We're going to do that, and then we're going to bring everybody together. If you come together with your practice owner, let's say as practice manager, or vice versa, we're going to spend time working on your practice.
Don't fear, because if you come by yourself, you will still get the opportunity to work with practice owners or practice managers in small groups, so that you can spend the time at the end of the conference really working with myself, and Andy, and Maria, and the rest of the Uncharted team, working our way through, what do we really want 2024 to be about for our practices? We're going to tackle some of the big topics.
I'm super pumped about this, so we would love to see you there, and I've got a special code for our Uncharted Podcast listeners. If you go to Uncharted.com/events and you sign up before the November 7th deadline for PLS, and you use this code, it is SG, for Stephanie Goss, UVC, so SGUVC20, you will get $20 off your registration for Practice Leader Summit. If you've been on the fence, if you've been waffling, I haven't shared this on the podcast yet, but I'm throwing it out there.
Go to UnchartedVet.com/events, sign up for the registration, you can use the code to get it for yourself. You can get it for you and your practice owner, or you and your practice manager, but sign up because I want to see you there. Now, back to the podcast.
Okay. Let's get into some action steps. We talked a lot about Headspace, we talked about the main things. It's totally normal to feel this way. We feel a sense of pride and achievement when we try things that feel outside of our comfort zone. Our knowledge gives us confidence, and practice gives us skill. We don't have to have all the answers, and we're not going to know everything coming out of school, and we're going to have to learn a lot of things.
A lot of things we learn, we're going to immediately forget or forget over time, and it's okay to have deal breakers. Spiders are mine. Let's talk about some action steps, because the question our writer asked, I thought was a great one, which is how can they become more comfortable around the animals that make me nervous?

Amanda Schwarzwalder:
Yeah. I think the writer made a really great point of like, “Well, I have friends who have cats,” in speaking about that species. Really, that's one of the things that I think landed me in behavior was that I grew up on a farm. When you're growing up as a kid in the eighties, we didn't have all this technology, so what were you going to go do? Well, you're going to go play outside. I spent a lot of time watching animals, and I just found it was fascinating and fun.
Still, for me, there's nothing more relaxing than walking into a barn and listening to animals eating feed. It's just a very relaxing sound. We had pigs, we had sheep, we had horses, the neighbors had cattle. I was very lucky in that I got exposed to a lot of those large animals, but you learn a lot from just sitting and watching. That's one thing in behavior, we talk about the field of ethology, and ethology is all about sitting and watching. You're watching the animals interact with each other.
Then you're looking at the body language. What are the ears doing, eyes, tail? Does that animal, is it signaling that it's comfortable, or uncomfortable? Are they moving into a space next to someone? Are they moving away? A lot of little pieces, and it's fascinating. I know, totally geeky stuff, but…

Stephanie Goss:
No, I love it.

Amanda Schwarzwalder:
That's a way to learn more about a species. You can start with your basics and your body language. That's the nice part about Fear Free is we've got the cat section of Fear Free now available. We've got feline body language, we've got canine body language. Then the new section that was launched recently is equine. There's Fear Free Equine. For people who haven't had much exposure to horses, there are videos in there. There are diagrams.
Similar crossover to what's already in there for dogs and cats, as far as looking at ears, eyes, tails, body posture, and positioning. It's for horses.

Stephanie Goss:
I love it.

Amanda Schwarzwalder:
That's something else that's out there. There are lots of tools in that department, but just spending some time, if you have a local shelter and you're not super comfortable with cats, there are a bunch of shelters by us that would love for people to come in and clean kennels, or just play with kittens. We have a shelter less than two minutes from our practice, and I have a pass. When I'm having a stressful management day, I can go over and knock on the door, and go play with kittens for a little bit. It's great. Great therapy, but they would love to have you come.
Just like we have small animal rescues, there are large animal rescues. A lot of people don't really think about that, but there's a whole community for large animal rescue, where you can go, and again, get a chance to interact with some of those species in a different setting, that's lower stress than during an internship, or during class, where you're like, “Oh, shoot, this is my only chance to draw blood on a pig.” You can actually go out and meet a pig, pet a pig, talk to a pig, read a book to a pig.
You can have a different interaction and just sit and watch. We're really lucky by us, there's what's called Lake Farm Park, and it's a large animal sanctuary. They also have farm animals there for educational purposes for the community. When I think about it, even when I was teaching in tech school, I taught one of the large animal courses, and I love that class, because again, I'm teaching tech school in Cleveland. Most of my students had full sleeves, multiple piercings, ear space, all over the place.
We're going through, talking about tattooing large animals, and also doing ear notching, or putting tags in large animals. They're like, “well, doesn't that hurt? Do you do lidocaine first?” I'm like, “did you ask for lidocaine before you got your nose pierced, and your ears, and your full sleeve?” It's like, “Oh, it's the same process. It's just a different species.” It was really fun for them to go, “Oh,” because a lot of them didn't have any exposure.

Stephanie Goss:
Right, right.

Amanda Schwarzwalder:
I did a really cool science camp at one point for, they were inner city youth, and it was a farm-based camp. They were all, kids who were really smart, but didn't have any exposure to farms. They got to come to OSU ATI, and they go through all of the, they got to play in the labs, they got to go out and collect corn samples, and then look at grains-

Stephanie Goss:
That's awesome.

Amanda Schwarzwalder:
… Then look at milk. Their favorite part was the calves. That was their favorite part of the whole thing.

Stephanie Goss:
Yeah.

Amanda Schwarzwalder:
It was looking at the whole science of where does your food come from?

Stephanie Goss:
Oh, that's awesome.

Amanda Schwarzwalder:
How does science and math interplay with farming? It was really great time. Yeah, those kids, they had no experience with large animals. I think that's the thing we have to remember is most people coming into tech school anymore don't. The days when you have a lot of technicians who are coming from a foreign background, it just doesn't exist anymore.

Stephanie Goss:
Yes, yeah.

Amanda Schwarzwalder:
You also probably are not alone, to our writer. There are probably other people in your class who have the exact same feeling. You can do a field trip to the large animal sanctuary together, and that can be a nice way to have some camaraderie, talk about your feelings.
You also get to see or talk about from someone else's eyes, “Well, what do you see? Does that animal look comfortable? Do they look uncomfortable? Did he like getting scritched behind the ear when you touch him? Is that okay?” I said, “Oh, I'll touch him too.”

Stephanie Goss:
I love that you brought up the idea of rescues and sanctuaries, and volunteering. That was going to be a step for me as well. I think Andy and I talk a lot on the podcast about how much neither of us is excited about social media anymore. What I would say is that social media is a great resource here, because there are so many, as we have seen the shift away culturally from funding for so many things, rescues and sanctuaries are one of those things. They continue to exist, most of them, I would argue, off of the generosity of patrons and donors.
Social media is a very powerful resource for them. Like you, we've got some awesome programs near me. There is someone who I followed for a long time on social media, and they have a farm animal sanctuary here in Washington, and it is On Alaska Farm Sanctuary. I love what they're doing, because they purely exist to rescue farm animals, which I think is awesome and different. They're a great example of lots of rescues are looking, and sanctuaries are looking, at alternative options for exposing people to what they do and what they have.
Searching social media for what's out there in your area is a great idea. The other thing that I have seen more and more of, which I think is so cool, and OFA is a great example here in Washington, is that rescues and sanctuaries that have actual physical spaces, I've seen more of them also try and generate alternative income by having an Airbnb, or a hip site camping site on their grounds. You can go, some of them offer work experience options, where you can go and help clean, to your point, and scoop poop, shovel, whatever. There's always work to be done in a rescue, in a sanctuary. You get the benefit of helping them out.
At the same time, the opportunities to just sit and watch. Like you said, I love that so much. I think, I remember back to being in school, but I've seen it more as a manager. I was always a little bit hesitant, because I was nervous of my own skills in school, I'll be honest. I was always, this will probably surprise some people, I was probably one of the last people to raise my hand and say, “I'll go,” because it was not, I was like you. People? Give me people all day long. The science was new for me. I had to really push myself out of my comfort zone there.
I see this trend in our technicians, and I've seen this as a manager, and I'm guessing you've probably experienced it, where we have more and more students who are assistants who go to tech school, and they want to skip from the learning immediately to the doing, and not only just the doing, but the being successful, because they think the only way to learn is to do.

Amanda Schwarzwalder:
Right.

Stephanie Goss:
I set everybody up as a manager with having the conversation, and I make it very clear: you don't skip the watching step in my practice, like watching, and observing, and listening. I'm not just talking about once.

Amanda Schwarzwalder:
Right.

Stephanie Goss:
I'm talking about over, and over, and over, because you learn so much. I spent two years at the front desk, working with someone who had a nutrition background, and I learned almost everything I know about veterinary nutrition by listening to her have the consults with clients on the phone. I wasn't getting to do anything fun or glamorous. I was literally listening to the same spiel over and over and over again, but I learned so much about dermatology, about dental care.
There was other facets of veterinary medicine that I learned so much about, and I was only getting that because I was observing the same things over and over and over again. I love your point about just sitting, especially when we're nervous, sitting with the patients from a safe distance.

Amanda Schwarzwalder:
Yes, exactly.

Stephanie Goss:
Especially if you're nervous.

Amanda Schwarzwalder:
Not full time with them. Yeah.

Stephanie Goss:
Right, or not when you're like, “Okay, get a blood draw on this patient,” because you're in your clinical rotation, right? It's like, “Let's just sit and observe.”

Amanda Schwarzwalder:
Yeah, let's just take some time. Let's sit and watch. That is a big thing. Even in training my team, you're not going to be touching a patient until you have done a lot of observations. Then we have video cameras in all of our rooms that are there for teaching. They're recording the consult. I love it, because again, when you set up video cameras, that you're using them for education, it's awesome.
My team will come to me and be like, “Hey, I think I missed something before that dog snapped. Can you pull the camera for me?” They will use that to, again, help learn to that next step. That's where video is another great way to learn. There's so much stuff online. Social media is great for finding those good positive rescues and resources. Then also, you can also find a lot of cool stuff that's out there for educational videos on horse safety, or I found a really cool one, it's called, what is it? Pasture IO, it's on cattle behavior.

Stephanie Goss:
Oh.

Amanda Schwarzwalder:
Who knew?

Stephanie Goss:
That's awesome.

Amanda Schwarzwalder:
There's all sorts of cool stuff out there. Then the RSPCA has a really cool website for equine behavior, and I like the RSPCA, because again, horses in Britain, it's kind of fun. They're everywhere. You just get on your horse, and you just go ride into town and have some coffee. There's a whole different vibe. The other thing is sometimes, Europe and the UK, when it comes to behavior, they're ahead of us. We're kind of behind in some things behaviorally here in the States, compared to things that are allowed and not allowed overseas.
Always, anytime you're looking at any of these resources, if you're out there looking for cow videos, or goat videos, or something, look at, again, where's that coming from? Always do a resource check.

Stephanie Goss:
Right, the source.

Amanda Schwarzwalder:
Check your sources, check who wrote it, what degrees do they have? You're looking for DMBs, PhDs, certified applied animal behaviorists, or associate certified applied animal behaviorists. Look at where it's coming from to make sure you're getting accurate information. That's always a big part. There's a lot of not good stuff out there, especially when it comes to behavior of animals.

Stephanie Goss:
Yes. Yeah, we could, I'm sure we could do a whole-

Amanda Schwarzwalder:
Yeah, that's a whole other podcast. Yeah, that's a whole other time.

Stephanie Goss:
No, I love that. I think I said when we got to action steps, we were going to come back to this, because I think a big part of the final one, besides resources, and I have some, and we've mentioned several of them, like low stress handling, Fear Free, we'll drop links to all of that in the show notes for you. I expect we probably can come up with some coupon codes for listeners as well for some of that resource info.
We'll drop that. I love your links, and I'll pull those in. I think a big part of it, besides the observing, is just recognizing that we're not going to be perfect in a day. Even when we come out of school, and we are certified, and we have passed the boards, and we are technicians, and there is a measurable pride in that, you don't know all the things. Veterinary medicine is one of those things that it just takes time and exposure, and it is a journey.
That's what I constantly have to remind my team and remind myself, like you, I've been in this over 20 years, and I still learn new things. Recognizing that it's going to take time and exposure, and just repeatedly doing things. I told everybody, I would share the other half of my Willie Bird story. That was it for me was just every day, I was sitting in that office and I was like, “Okay, maybe now is the time to desensitize myself.”
I think part of it is just facing the fear, and owning it, and acknowledging that you have a fear. The other part of getting over the fear is either choosing to not face the fear, because it is a deal breaker, and it is okay to say that you don't feel safe, and that's a deal breaker for you, but if it's something that you want to face, then the desensitizing process, you got to try it. Sometimes that's baby steps leading up to it, and sometimes it's jumping all in and doing a thing, and trying it.
For me it was like, “Okay.” I was sitting 10 feet across the room, having a conversation with this bird every day. I was just like, and the other thing besides the feather plucking, was he was a biter, but he was talking to me every morning. I looked at him one day dead in the eye and I was like, “Listen, Linda. I'm going to let you out.” I was like, “But you have to promise not to bite me.” I remember being so nervous. The funny part is now, I would never do it, because I'm like, “What would I have done if he had escaped?” So many things could have gone wrong.
I remember sitting there, because I remember Marty telling me, “He's not going to really hurt you. It's fine,” but I just was so irrational in the fear. I started to lift the cage door, and I shut it because I was like, “Okay, I'm afraid.” Then I started to lift it and he could sense it, and he immediately popped his head out from under the thing and started to crawl up my arm. I froze. I was just like, “Oh my god, oh my god.”
Of course, being a parrot, he sensed it, and he knew, and he walked right the hell up to my shoulder, right next to my head, and I literally, shoulders up, I froze.

Amanda Schwarzwalder:
Yeah.

Stephanie Goss:
I'm like, “Don't move, don't move, don't move.”

Amanda Schwarzwalder:
This is flooding. This is not desensitization. This is flooding. Let's be clear.

Stephanie Goss:
I was not intending. I thought, “He'll come out, and he'll sit on top of his cage, and it'll be…”

Amanda Schwarzwalder:
You had a conversation.

Stephanie Goss:
… he'll be out.

Amanda Schwarzwalder:
He made a promise.

Stephanie Goss:
Like I said, I would never do this if I was doing it over. Then that's how Marty found me. Two hours later when the rest of the team came in, I'm sitting at our boss's desk, and I'm frozen. I managed to get over to the chair and just sit down. That was it, because I was like, “If I move, he's going to bite me. If I move, he's going to bite me.”
Then every day, and I would look at him and I was like, “Don't bite me,” and he didn't every day. I was still afraid, but every day it got a little bit… I was still stiff as a board, but every day, it got a little bit easier. I never really, I still now am not super easy around birds. They give me anxiety. I have to pep talk myself and deep breath, but I can, over time, I worked on restraint techniques. Now I'm like, “Okay,” and hearing you talk about working with the raptors, how cool of an experience would that be?
There's a part of me now, and young Stephanie would've told you you were on all the drugs in the world if you told me that I would be excited about trying something like that. Hearing you talk about it, that would be awesome.

Amanda Schwarzwalder:
Yeah,

Stephanie Goss:
I would love that, and that only comes from facing the fear.

Amanda Schwarzwalder:
Right, exactly, yeah. That's where it's like, you don't always either start with raptors. That's the thing, when you're working at the rehab, they don't start you with the great horned owl.

Stephanie Goss:
Right, yes. Thank God.

Amanda Schwarzwalder:
You're going in with like, “Okay, let's take care of the baby birds.”

Stephanie Goss:
The Conures.

Amanda Schwarzwalder:
It's like, “The doves that fell out of the nest, here's some robins.”

Stephanie Goss:
Yes.

Amanda Schwarzwalder:
That's the desensitization process is you want to start with something below threshold. You were way above threshold with your parrot.

Stephanie Goss:
Don't do what I did.

Amanda Schwarzwalder:
That is learned helplessness. Yeah, but you're going to start below that threshold with things that are like, when I talk about it with my clients, I'm like, “Your dog is uncomfortable with other dogs or kids on bikes, so we're not going to start with kid on a bike. We're going to start with just a bike, or just a kid, but we're also not going to start with them within five feet of you. We're going to find, what's the point where they can see it-

Stephanie Goss:
Right, further away.

Amanda Schwarzwalder:
… And not be panicked?” It's the same thing with me with the spider. That was kind of how, like, okay, I was not going to walk in there, open the top and put the crickets in. That was not happening after a couple of dates, so that's where it takes time. We had to have conversations about the spider. I had to learn a little bit more about the spider. Like, “Okay, well, this isn't an arboreal spider. This is a little bit more of a terrestrial spider. It doesn't really move that much.”
I had to do some watching of the spider to confirm that it really didn't move that much. Then it was like, “Okay. Well, it's not, isn't bad,” but then it's like, “Okay, going into the apartment and going into the apartment next to the room with the room with the spider,” and then there's good dinners that are happening, there's chocolate, there's jewelry.”
You need the positive reinforcement for doing these things. My husband's actually standing in the kitchen, laughing at me right now.

Stephanie Goss:
It's so much.

Amanda Schwarzwalder:
It's not a big deal. Then I'm like, “Okay, she's got this kind of cool terrarium. I can be in the,” and then you would, and sit and watch her. I'm like, “Okay, what are you doing behaviorally?” She really didn't do anything. I was like, “Okay, you don't move? We're good.” That's okay.
Then over time, I was able to lift the top and dump some crickets in, because again, she didn't do anything. It kind of lulled me into a slight false sense of security, because then we got a second spider, and it was arboreal type.

Stephanie Goss:
I was going to say, hmm.

Amanda Schwarzwalder:
They move a lot more, but yeah, but again, it was a lot of like, we got her when she was very small. She wasn't as big as the other spider. We were starting with the hand sized spider.

Stephanie Goss:
Right, right.

Amanda Schwarzwalder:
Di was barely the end of your thumb. She was tiny. It was like, “Oh, this is cool to start, a baby spider. She's pretty colors.”

Stephanie Goss:
Work our way up to hand sized.

Amanda Schwarzwalder:
Exactly, yeah. It was like, “All right.” Yeah, with her, she moved too much for me. That was a no-go until the day she got dehydrated. This is where I had a really hard time, because it was like, the technician kicked in. I can't let this poor little thing be dehydrated and not be okay. I'm not liking spiders, finding myself Googling spider nursing care, something I never thought I would do.
Again, it is about, okay, I got to find this information about this spider, and what do I need to do? There are things out there for spider nursing care if you have that emergency.

Stephanie Goss:
Who knew?

Amanda Schwarzwalder:
Who knew? Yeah, so I had to get my little plastic containers, and I got my little paper towels all wet, and then I had to get her into a little box with the damp paper towels, and then to get her re-hydrated.

Stephanie Goss:
Oh my gosh.

Amanda Schwarzwalder:
It worked. Yeah, because it was kind of that technician oath of like, “Well, I can't let her die,” kicked in. I'm like, “But it's a spider, and it's really kind of creepy,” but it was that…

Stephanie Goss:
That instinct took over.

Amanda Schwarzwalder:
That instinct took over and I fixed the spider. Yeah, and she lived for a while, so she's cool.

Stephanie Goss:
You are a better human and a better technician than me. I could not do it.

Amanda Schwarzwalder:
Yeah, I don't know if I'll do it again. He's like, “Hissing cockroaches.” I'm like, “Yeah, I think that's my hard line. I know they're only like 50 cents, but no.” He's like, “You just spent $1,700 on your cat's mouth.” I'm like, “Yeah. Yeah, I did. He's a good cat. He's soft.”

Stephanie Goss:
Oh, my gosh.

Amanda Schwarzwalder:
Cockroach is not soft. Yeah. They are fascinating to watch behaviorally, but I don't know that I want them in my house.

Stephanie Goss:
Oh, my gosh, this has been so much fun. I feel like I see more Amanda Schwarzwalder episodes in the future, because holy cow, we could talk forever.

Amanda Schwarzwalder:
There are so many things. There are so many things.

Stephanie Goss:
This has been fun. I love your perspective. You are one of our Uncharted speakers. You are at our Team Lead Summit in 2023, and more things to come. Where are you, speaking of social media, are you on social media? Where can people find you if they're interested in behavior, the clinic, or any of that kind of stuff?

Amanda Schwarzwalder:
The clinic is TheBehaviorClinic.com, and you can reach me on there.

Stephanie Goss:
You're on there, the team page.

Amanda Schwarzwalder:
You can reach me through there. Then people are always welcome to direct email me with any questions. I am always recruiting for the specialty. The specialty is ABBT.net.

Stephanie Goss:
Love it.

Amanda Schwarzwalder:
That is a great way, again, we have a huge recommended reading page, which has large, small animal sources, exotics, bunch of reading materials there. If you want, again, more links, we got those. Yeah, you can always reach out to me directly by my email, it's RVTVTSManager@gmail.com.

Stephanie Goss:
I'll put that.

Amanda Schwarzwalder:
I'm happy to answer any questions, because I would like to retire someday, and I can't do that without having another VTS-

Stephanie Goss:
Without more techs.

Amanda Schwarzwalder:
… To take my place. Yeah.

Stephanie Goss:
I love it. I will put Amanda's email in the show notes as well. This has been wonderful. I hope everybody enjoyed this fun break from the two of us, and we will see you all back next week.

Amanda Schwarzwalder:
Yeah, thank you so much for having me. It's been a blast.

Stephanie Goss:
Thank you. Take care, everybody. Have a great rest of your week. Well, gang, that's a wrap on another episode of the podcast. As always, this was so fun to dive into the mailbag and answer this question. 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 Podcast@UnchartedVet.com. Take care, everybody, and have a great week. We'll see you again next time.


Written by Maria Pirita · Categorized: Blog, Podcast · Tagged: behavior, communication, management, Technician, Training, Vet Tech

May 08 2023

The Future of Financing Pet Healthcare

Uncharted Veterinary Podcast Episode 230 Cover Image

This week on the podcast…

Jonathan Wainberg joins Dr. Andy Roark to discuss how lending and insurance will play a role in pet owners affording veterinary care in the coming years. The discussion covers current trends in pet owner spending on wellness, best practices for communicating cost of care, and where the lending and pet insurance markets may be going in the coming years.

This episode is made possible ad-free by CareCredit credit card. For more information about helping pet owners in your practice pay for care or access pet insurance for their furry family members, check out the CareCredit website or the Pets Best Pet Insurance website, both Synchrony solutions.

Uncharted Veterinary Podcast · UVP – 230 – The Future Of Financing Pet Healthcare

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

Carecredit logo

This episode is made possible ad-free by CareCredit credit card. For more information about helping pet owners in your practice pay for care or access pet insurance for their furry family members, check out the CareCredit website or the Pets Best Pet Insurance website, both Synchrony solutions.

ABOUT OUR GUEST:

Jonathan Wainberg General Manager, Senior Vice President, Pet

Jonathan Wainberg brings over 15 years of financial services expertise, and a record of commercial ingenuity, market expansion and energetic leadership driving revenue growth to his role as CareCredit’s General Manager, Senior Vice President, Pet. In this newly established vertical, Jonathan will lead CareCredit’s expansion of the veterinarian credit business, pet insurance and additional market adjacencies.

Prior to this, Jonathan served as SVP, General Manager GAP. He joined Synchrony following a 15-year tenure with GE Capital, where he was the Senior Managing Director, Global Sales for Industrial Finance in London. He was a key member of the senior leadership team that reorganized and streamlined GE Capital. Jonathan developed the strategy and led the efforts that allowed GE to provide financing support to global customers in new markets, surpassing sales targets by more than 30%. With on-the-ground roles in the US, Europe and Asia, he’s managed teams around the world and delivered complex strategies in more than 50 countries.

Earlier, Jonathan joined GE Capital in Corporate Finance in New York, ultimately becoming Managing Director, responsible for the Eastern US, Canada and private equity firms, in 2012. As Managing Director, Jonathan originated, structured and negotiated leveraged loans and highly structured financings for leveraged buyouts, re-financings, expansions and restructurings of middle market and large cap retail companies. He was a top individual sales contributor from 2007-2010.

Jonathan has an MBA from Georgetown University and a BA in History with a concentration in Marketing from Concordia University in Montreal, Canada. He began his career in the executive training program at Macy’s in New York, where he also had various merchant/management roles.

Jonathan is a native of Canada, with a dual US-Canada citizenship. He has traveled to over 85 counties, enjoys entertaining, wine and playing with his energetic 2-year-old son.

While based in Costa Mesa, Jonathan currently resides in Bal Harbour, Florida with his wife and son, Jonathan will relocate to Southern California soon.

We want to hear about your challenges and would love to feature your scenario on the podcast.

Submit it here: unchartedvet.com/mailbag


Episode Resources

Language That Works Infographic: https://www.carecredit.com/sites/pc/pdf/speak-pet-owner-healthier-pets.pdf

Uncharted upcoming events: unchartedvet.com/upcoming-events/


Episode Transcript

Andy Roark:

Welcome everybody to The Uncharted Veterinary Podcast. Guys, I am your host, Dr. Andy Roark. Guys, I got a special bonus episode for you today with the one and only Jonathan Wainberg. For those who don't know Jonathan or didn't hear him on a previous episode, he is Senior Vice President for Synchrony, working with teams at CareCredit and Pets Best, both Synchrony solutions. Guys, he's got his finger absolutely on the pulse of what is happening in finance, in vet medicine, and that's what we're going to be talking about today is keeping care affordable. What does the future look like for pet owners paying for vet medicine? Guys, this is a sprawling conversation to ask him about where he sees the industry going, where lending is going, things like that. He's got a lot of ideas. I found it really, really interesting. So guys, without further ado, let's get into this episode and this episode as a bonus is brought to you ad free by CareCredit.

Speaker 1:

And now, The Uncharted Podcast.

Andy Roark:

And we are back. It's me, Dr. Andy Roark and my friend Jonathan Wainberg. How are you?

Jonathan Wainberg:

I'm doing great. I'm just happy to have been invited back to one of your podcasts. I thought for sure on my first one, I tanked it, but listen, I'll take it.

Andy Roark:

The exact opposite. No, I appreciate you being here. For those who don't know, you are the Senior Vice President and General Manager of Pets at Synchrony, which encompasses CareCredit and Pets Best pet insurance. Yeah. So I wanted to have you on today to talk to you a little bit about the finances of this profession and the economy in general and where things are going from an economic standpoint in our profession. I think that you have an interesting perspective on this because of your involvement with both CareCredit and Pets Best. Can you go ahead and start at a high level of when you look at the economy at large and we're seeing rising inflation and things like that, where do you see our economy going and then how do you see the economy of veterinary medicine going forward?

Jonathan Wainberg:

Yeah, no, and thanks for having me. And this topic is so important now given everything that's going on in the economy, but just a headline news, we're living this day to day and so it is something that is important for us to discuss. And I think the last time you had me on, we talked about lifetime of care and all the costs associated with pet wellness. Listen, things have changed so much in the last six months and I think it's great that we're here to talk about that. Quite frankly, I think financing and financing solutions and flexible means of payment are going to become even more important as people do unfortunately struggle with some of the changes in the economy, whether it has to do with employment issues or interest rate issues with some of the other expenses going up, and we need to be prepared for that.

Andy Roark:

Yeah. Helping people pay for care is a problem that's not going to go away. If anything, it seems to me obvious that that's going to be a bigger and bigger part of what our jobs are going to be. I was thinking recently, one of the things that landed on me was emergency pyometra on the weekend, and this was a dog that was pretty healthy on Thursday and Friday and then they're at the vet clinic on Saturday with this emergency procedure. It's a $6,000 surgery to get it done, and I understand the economics of that and I understand why it costs what it costs.

At the same time as a pet owner, you look around and you go, “Man, I don't know a lot of people with six grand laying around that they're like, ‘This is not a problem.'” In the vein of sticker shock, I guess, is there messaging that you would like to see from a professional level? Should we be doing things to try to make people more aware of financial planning for pets? ‘Cause I think that's what you and I are ultimately going to end up talking about is, what is financial payment planning for pets, and then how do we encourage people who are pet owners who are generally just going about their lives, they have no idea what medicine costs. How do we get those guys into that headspace?

Jonathan Wainberg:

Yeah, no, I think… And this is the audience that we need to be talking to because they bear the brunt. This is the first line, right, your vet professionals and listening to this and the people that have to assess the health but then provide a treatment plan and show them. So a couple of things we've done, we've partnered with the AVMA on a study language of care, and I have it here in front of me, can't see it obviously on the podcast, but talks to best practices on things to say, and words do matter when you are communicating to pet parents, right. If we think about a term that we like to use in the industry preventative, well that doesn't resonate so much with our pet parents. Something like routine or checkup does much more for that.

And so it's little changes like that to think about, okay, how do we get people just getting more involved in first part compliance of care, wellness of care, because we know that just like humans, pets, if you provide them the standard care, are probably going to live a longer life and a healthier life and a happier life and not have those acute experiences perhaps as much. So try to reduce that. When you think about the financing element of it, we are there's language there as well where don't avoid the conversation, but talk about it in the right way. Address the elephant in the air in the room, right. People are so… The human animal bond relationship has grown so strong over the last few decades that people are willing to spend much more for the health of their family members or pet family members.

And so just preparing them upfront is integral. And so it starts when you… At the puppy stage, right. And you see some expenses, kind of jump up and talk to them about insurance, talk to them about CareCredit and tools that they should have. Because ultimately, as much as we like to plan, there are going to be surprises. Dogs and cats and [inaudible 00:06:34] companion animals, we don't know exactly what's going to happen and so we just got to make sure that we're prepared for the unexpected.

Andy Roark:

Yeah. I want you to expand on that a little bit. Talk to me about best practices inside the vet clinic that you see.

Jonathan Wainberg:

Yeah, I think it's having that open dialogue, right. And it's not an easy kind of conversation, but we need to shift the way the veterinarian teams communicate with their pet owners and perceptions about the value and the importance of veterinary care, right. And offering personalized recommendations. Use language vets reassuring about clients. 53% of pet owners want to hear recommendations from their vet owners and they don't want to be blindsided. We know that that came out of a study that we did from AVMA. They appreciate it. The veterinarian and the hospital managers and the vet techs, they are the most trusted resource for anything to do with your pet.

And so we need to work with our vet provider networks and the vet community to be able to have that open dialogue, talk about some of the costs that you can expect to spend. So just so you know, a first year pet ownership for a cat can range from about a $1,000 to $2,500. Dogs even more. Talk about those different courses of treatments and what people can expect and to some degree put together a plan of care when they're at that young age, or even if they then have some sort of acute need and a high ticket surprise, that's the ever time to say, “Well, let's make this just a onetime occurrence so that you're not caught off guard again.”

Andy Roark:

Yeah, that totally makes sense to me. So sign posting early on. I think that makes a lot of sense. I'm going to link to the lifetime of care study that you referenced. So you were on last time we talked about the $45,000 cat. And still I think that's such a powerful study just because you say that $45,000 cat and it blows people's minds and you can say, “Oh no, over the life of an animal, especially an animal that has some health problems, we can get up into these extremely high numbers.”

Jonathan Wainberg:

It's interesting, and it is. And I think in one of the interviews with one of the publications, we talked about a dog or $55,000. You say, “Lifetime care of a dog.” Someone says, “That's a very nice car.” And not to be crass about it, 'cause I take my dog over a $55,000 car any day of the week.

Andy Roark:

Of course.

Jonathan Wainberg:

She probably can't get me where I need to get to, but when you think about… She's a miniature poodle, I can't-

Andy Roark:

[inaudible 00:09:27] that small. Yeah, I get.

Jonathan Wainberg:

No, yeah, no, I don't think so. And pretty much now that she's 12, I'm spending more time carrying her than she is walk… But what I'd say is I think about that example, and it's an interesting example and I'd like your point of view on this. I go back to, well you have a $55,000 car, let's use that as an example. Well yeah, you got to provide that car with the right amount of maintenance. You don't just go to the shop or change the oil, you know, you don't change it… And then when you get an accident, you finally take care of it. No, you have to throughout that lifetime provide that care. And I know that that is something that our industry really tries to work with our patients on whatever it is, wellness and routine visits.

Well, in this study, and we didn't really get into it, but part of me is convinced that to some degree your pet within some standard deviation, it's going to cost the same amount. The question is, it's over how many years, right. So your pet is going to live longer if you give them that good care over the course of that life and they're going to be happier and healthier and a better companion and part of that family. And that that's something that really stuck out to me when I was looking deeper into the numbers and thinking about it with my own experience.

Andy Roark:

Yeah. I've gone back and forth on this. I really do think that we need to get these numbers out in front of people, right. For them to… How many of our pet owners have the realization of what it costs to have a pet, like, as the time that they're seeing a quote for an emergency procedure or something like that, and that's not how we want people to learn. And then I think part of it's, I'm not callous, I believe the human animal bond. And you see that the health benefits and the wellness benefits of having pets and things, we need to figure out ways to make this affordable so that people will continue to have pets and they're not a luxury. But it's always that balance.

Jonathan Wainberg:

You're absolutely right. Just having these numbers of the study in front of me, right. 38% of cat owners thought they were ready for a pet expense, but they weren't, right. And so if you think about that, that's 60% basically, 62% didn't, right. And that's a big, big number. And it's not dissimilar in the canine space, right, and so we got to keep banging this drum because the more we talk about it, the more people are going to be prepared and the more they'll be more proactive. Because the last thing you want to do is have to, you know, when you're dealing with the stress of an emergency of your family dog, your family cat, even in the equine space, the last thing you want to be thinking about is making a choice between cost or care, right. You want to be prepared upfront for that. And that's where being educated and educating your pet parent clients in the veterinary industry is so critical.

Andy Roark:

Yeah, I'm not surprised by the number as far as number of people who think that they're prepared and then they're not. I really think that there's a perception problem about veterinary care and what it costs. I think people have got anchored in their mind, you know, cost from 20 years ago and I go, man, there's been significant changes in where we are. So I see pet owners all the time that seem to be just caught by that. I guess that goes back to my earlier question when I talked about setting expectations and things. It's just something I think about. I think people don't get frustrated as much about things that they're not surprised by as they do when they're caught off guard, meaning what they expect to pay. If they expect to pay what it costs. They're generally okay, and it's a frustration and a challenge, but we hope to get the emotion is when they expect to pay much less than what it turns out to be.

And now they say, I'm wildly unprepared. And also I think all of us have had this problem of when pet owners feel like they don't have any options, they don't know how they're going to pay for this, suddenly it becomes a much more dire and emotional situation. And so I think that that's sort of where I was going earlier on when I was saying how do we normalize this? So let me circle back around to that and just sort of say, how do we normalize financial planning or even borrowing money for care as like, “Hey, this is a thing that happens.” I think a lot of people are still surprised that there are companies like CareCredit that exists for this purpose. How do we let people know about that ahead of time and make that sort of a more normal part of the conversation?

Jonathan Wainberg:

Yeah. We've tried to make it as easy as possible. We're accepting in about 85% of the vet practices in the US and so it's been around a long time CareCredit's been through all the cycles, it's something that is trusted and we have an incredible amount of network with millions of cardholders just in the veterinary space. I think… Listen, we believe that when someone gets a puppy or adopts a rescue, they should be presented with options of insurance, right for us Pets Best and as well as finance. And I think you're spot on about expectations and surprises and being scared off by stuff. So it's so important to talk about this upfront to get people to enroll. So it's a great tool. It works… And the great thing about CareCredit is it doesn't only work in the veterinarian channel, it works in other areas. So a lot of people actually have the CareCredit card in their pocket but may not know that it's accepted in that vet practice 'cause maybe they took it out for their kid's orthodontistry or if they had a laser surgery on their eyes, and that card has that inter-flexibility.

And the great thing about CareCredit is that unlike a lot of these buy now pay later products, it's something that you could reuse. It's a dedicated line of credit. We're a regulated bank, we have all the reserves, you know that we're here. We've been in the industry for 27 years. You know that you have that support. So by us having both Pets Best and CareCredit, you have different choices on how you can manage and prepare for those decisions. But ultimately, the thing I also want to point out, because I know we got a lot of vet professionals in your audience, I think that's our main target audience in this forum is it's also good business for the practice. You don't want to be taking on debts, your job and thank God it is your job and we're so lucky to have an industry where people are so passionate about caring for our animals and all the trials and tribulations that go with that.

But your job is not to be a bank. Your job is not to be a financing solution and you don't want to have receivables from clients. ‘Cause imagine how much harder that conversation is if they owe you money. How much harder it's for your cash flow and for your practices' financials if you're not getting that money. Whereas if CareCredit has it, you get it in that short amount of time. You don't have to damage or have those tough conversations with your clients on bad debts and stuff like that. We don't like to have those conversations either, but that is our job. We ultimately, if it comes to that, which we hope it isn't, but then we also have programs and practices to help people that perhaps could manage that in a more efficient way.

So I think that's also super important for people to think through as we go through a more challenging economic period. It's not just the owner or pet parent, it's also the practice. And all of you in the profession need to make sure that you're taken care of yourself as well. And this is one easy way to do it because I come from a family of doctors, I could say this, right. I've been blessed to have people in my family that are so passionate and it's in human health, but passionate about their clients. But you talk to them about the business part of that element and thankfully, to some degree, it's a secondary part because we need them focusing on the clinical part, and you shouldn't have that be a worry.

Andy Roark:

Well, the optics of vets shaking people down for debt is awful. I mean, it does not look good. It doesn't feel good in a world of social media where people can see your practice and your practice brand is out there and you want people to buy it and trust you. It looks awful and it feels awful for us to be like, “Hey, where's that money that you owe us?” You don't want any part of this. So that's a big part of it. The other part of it for me is staying in that optics vein and we look at social media and the way of the world these days.

I think if we're going to continue to be a trusted resource and to be able to stand out there and say, “Hey, we care about your pets and we value your pets.” We've got to continue to find ways to make care accessible and at least to give people options. So we say, “Hey, we're trying our best. We're giving people options on how they can make this possible.” We just don't want to have the image of people who say, “Yeah, we love your pets like family. You owe us this money and you better come up with cash in hand.” That's not who we are and none of us want it. And so I look a lot at that and say, “I don't want that in our future.”

Jonathan Wainberg:

No. And as that lifetime of care study showed and our a AVMA study that we partnered with the AVMA with, the veterinarian and the staff of the veterinarians are the most trusted resource and that relationship is everything. And you don't want anything coming in between that. Obviously we're fortunate to have those in the profession that are so dedicated to the space. But if there's something that can take away from any tension in that relationship, and we know that finance is not an easy conversation to have, but doing it early and then putting the… I wouldn't say the burden, right, 'cause it's our job, but at least removing that burden from you on that sort of financing and receivable side to a company that specializes in it makes sense. And it's almost, in my opinion, not worth the while to get into it. And there's just too much receivables in that space that it's just almost self-inflicted pain. I hate to say it.

Andy Roark:

Yeah, no, I get that. When you look into your crystal ball, Jonathan, you look ahead five years, what, what's patient care finance look like? What's different in five years than it is today? Are you predicting significant increases to the number of people who have pet insurance? Are there different financial products that we're not seeing yet or we're just starting to see, help me see the future of this?

Jonathan Wainberg:

Yeah, listen, I think pet insurance penetration is going to increase in the US. We're about 3% now in the US, but that's still very small. Is it going to get to the levels where in the UK it's 25% and in parts of the continent, even higher, European continent even higher? No, I don't think so because I think there's major cultural differences between the insurance experience, not necessarily pet insurance, but just general insurance experience in the US versus Europe and socialized medicine and stuff like that. And I know in Sweden there's certain pet kind of responsibilities that the government puts on as a pet owner that makes insurance something that's a lot stickier, making it claims automation. So you're making it quicker, making it easier for medical records to be uploaded. I think the other part of that is the app experience and the online experience very digitally native, which we know in our industry, and it is probably not where we stand out as being the most technologically advanced in our practice management systems and so on.

So working together with some of those partners to make that easier. I do also see, I don't think credit's going away. I think there's a place for both. And what I'm thinking is I think there's going to be a place where those two products work even more closely together, right. And how you can reduce the out-of-pocket experience in the short term while you're waiting to be reimbursed or even quicker reimbursement even at the time of care are things that, hey, how do we go and operationalize that and commercialize that as something that that's very important. So it's going to play a bigger role, and so these financial tools are going to continue to be prevalent.

Andy Roark:

Yeah. You got me thinking about what's possible. That's interesting. That's what I wanted. So I'm going to go ahead in the show notes. Guys, I'm going to link to the pet lifetime of care study that we referenced a couple of times. I'm going to link to the AVMA CareCredit collaboration, the Language of Care, which has got some really interesting things about setting expectations when talking to pet owners about finance and money, which I like a lot. Jonathan, for people who want more information, they're like, “Hey, I want to understand third party payments more. I want to understand Pets Best pet insurance, what resources do you like for them?

Jonathan Wainberg:

Of course, I'd say carecredit.com is a great place to start. You'll see there's a toggle that you can either choose as a patient or as a provider, right. And then there's sub sites on the industry, so obviously you click on the veterinarian space. You can also find a link there to Pets Best, but you go to petsbest.com directly also, to look more into insurance and how that works. What I can tell you is that people that have CareCredit and people that have Pets Best, we know for a fact that they have a better compliance of care for their pets than those that don't.

And so it is an important thing out there. We all have the same goal. We're all aligned here in A, making sure that your clients and your patients have that compliance of care and the best care and the best lifetime that they can, we want to help provide on the financial side that flexibility and that safety net that can enable them to do that. And so it all comes back to preparation, communication, and that relationship that you guys have is our strongest resource.

Andy Roark:

Yeah. No, that totally makes sense. Jonathan, thank you so much for being here, guys. I'll put links to the show notes for all these things down below. Take care of yourselves, everybody. We'll talk to you soon.

And that's it, guys. That's what I got for you. I hope you enjoyed it. I hope you got something out of it. Thanks to Jonathan for being here with us guys. Guys, I always enjoy these high level conversations, sort of predicting the future and looking at trends inside the industry. If you do, stick around. We're back every week. Come check out some more episodes. This is a Monday episode. I have another Uncharted Vet episode with the one and only practice management goddess Stephanie Goss coming out on Wednesday. I'd love to see you there. Take care everybody. Talk to you later. Bye.

Written by Dustin Bays · Categorized: Blog, Podcast · Tagged: behavior, culture, fatigue, management

Mar 22 2023

Is it Venting, Decompressing or Gossiping?

This week on the podcast…

This week on the Uncharted Podcast, Dr. Andy Roark and practice manager Stephanie Goss are answering a question from the mailbag being asked by one practice leader who has a problem with gossip and negativity on the team. They have been facing it head on and working on their culture. And they are still wondering how to help themselves and the team balance the “need” to talk about a situation and/or interaction that impacted you while still following the expectation that there is no gossiping allowed. How do you walk the line between the “need” to vent/decompress and commiseration/gossiping. This one is spicy, let's get into this…

Uncharted Veterinary Podcast · UVP – 223 – Is It Venting, Decompressing Or Gossiping?

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


Do you have something that you would love Andy and Stephanie to role-play on the podcast – a situation where you would love some examples of what someone else would say and how they would say it? If so, send us a message through the mailbag!

We want to hear about your challenges and would love to feature your scenario on the podcast.

Submit it here: unchartedvet.com/mailbag


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In this workshop you will learn:

  • What makes a fan a unique kind of consumer?
  • What types of business practices make an impact on turning clients into fans?
  • Brainstorm ways to bring these to your veterinary practice to build an enduring client fanbase

When: March 29, 2023, 8:30-10:30 PM ET/5:30 – 7:30 PM PT

$99 to register, FREE for Uncharted Members


Episode Transcript

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 heading to the mailbag. Know that this was a really fun episode for us to record. Not super confident that Andy was bought into this question when we started, but by the end, I think we landed on the same page and we were in alignment, as we say, about how to tackle gossiping, negativity, negative talk, and the need for decompression in our practices. Let's get into this one.

Announcer:
And now, the Uncharted Podcast.

Dr. Andy Roark:
And we are back. It's me, Dr. Andy Roark, and the one and only, Stephanie, let's give them something to talk about, Goss. Oh, man.

Stephanie Goss:
Aren't you going to sing it for me?

Dr. Andy Roark:
(singing)

Stephanie Goss:
I love it so much.

Dr. Andy Roark:
No, very nice.

Stephanie Goss:
How's it going?

Dr. Andy Roark:
It's crazy. It is crazy. Spring is springing here. I know it's not where you are, but-

Stephanie Goss:
It is not. That is a true story.

Dr. Andy Roark:
But yeah, I got tulips coming up. It's Friday, I got a dump-truck load of mulch dumped in my driveway, and I am psyched about it. I am going to spend the week, the weekend just wheelbarrowing mulch around. When we get done with this, I got one more meeting to do, and then I'm going to pump up the tire on the wheelbarrow for maximum mulch efficiency. I got pitchforks, I got some of the vet assistants at Traveler's Rest Animal Hospital. We're like… I told them, I was like, “Ah, man, shoveling mulch. I really wish I could find some guys that would…”

Stephanie Goss:
[inaudible 00:01:45].

Dr. Andy Roark:
Guys, people, not gendered, of course. “I wish I could find some strong backs to come and-

Stephanie Goss:
To come and help?

Dr. Andy Roark:
… and help me. And Bryant just looks at me and then he goes, “Is this like a goodness-of-our-heart thing?” And I was like, “I'll buy you Subway sandwiches.” And he was like, “No.”

Stephanie Goss:
Oh, that's really, really funny.

Dr. Andy Roark:
Going to try to tempt him and David. I'm going to send them pictures of the mulch pile and then maybe like… I think I may… I'm either going to have to pony up some cash and be like, “You guys can come and…” or I'm going to text them a picture of me holding my back and looking really old and broken, like, “I don't know how I'll finish this job.”

Stephanie Goss:
Oh my gosh.

Dr. Andy Roark:
And see if I can play… I don't think it's going to work, though. They rather… They're dead inside. They're tenured-

Stephanie Goss:
You're so ridiculous. Wait, wait, wait.

Dr. Andy Roark:
… vet assistance, they are dead inside.

Stephanie Goss:
I highly doubt that they are dead inside. But don't you have two kids that you can put to work? Like, what's up with not using the readily-available-

Dr. Andy Roark:
The Roark girls?

Stephanie Goss:
… child labor at the Roark house?

Dr. Andy Roark:
Yeah. No. Well, I've got one of them. Jacqueline has already said… She was like… She's so smart. She was like, “I'll be there, Dad.” And I was like, “That's great. You are going to be there anyway, but the fact that you stepped up and said it before I told you it was going to happen, like, good politicking there, kiddo.” You know what I mean?

Stephanie Goss:
Oh my gosh.

Dr. Andy Roark:
She read the room, she saw where this was going, and she was like, “I'm going to volunteer and take credit for volunteering.” And like, bam, Daddy's girl.

Stephanie Goss:
That's funny.

Dr. Andy Roark:
Hannah, meanwhile, is home from school sick. She's laid out on the couch, and I'm like, “You know, you just stay on the couch.”

Stephanie Goss:
“You just keep your germs away from the rest of us.”

Dr. Andy Roark:
Totally. Exactly.

Stephanie Goss:
That's my house too. Well, Riley called me yesterday afternoon, and she is at the gymnastics gym, and she is like… She would live at the gym if I let her. And she texts me at like 3:45, and she was just like, “I have chills and my whole body hurts.”

Dr. Andy Roark:
Oh, no.

Stephanie Goss:
She's like, “Can you come get me?” And I was like, “Oh, God. Yeah, okay.”

Dr. Andy Roark:
Oh, I hate hearing… Oh, man.

Stephanie Goss:
I know. And it just… She is tough, and she is just like, “I feel crummy.” And I picked her up, and I just took one look at her and I was like, “Oh, she does not feel good.” And so-

Dr. Andy Roark:
Oh, I hate that feeling.

Stephanie Goss:
… I feel you.

Dr. Andy Roark:
Oh, they're so pitiful too.

Stephanie Goss:
I know.

Dr. Andy Roark:
Like, all of this gets right at you.

Stephanie Goss:
It makes me so sad. So she is here and she's really bummed, because they had their… It's funny because my kids love their school. Like, they actually ask to go to school on breaks, like Christmas vacation and summer break. All of the kids, not just mine. But they love their school. And so, today was book report day, and they've been working on these book reports for the last six weeks. And so, she was really bummed she didn't get to go and present her book report, so. But she's going to do it over their class Zoom, so she's-

Dr. Andy Roark:
Oh, well, that's good.

Stephanie Goss:
… in her room. I'm like, “Keep your germs in here, please. But also, don't forget to get on your Zoom.”

Dr. Andy Roark:
Yeah, I do wonder about my parenting. And I feel like I have a great relationship with my kids, and also, when they're sick, I do not go near them. I do not go near them. I'm like… And then they're like, “You guys are welcome to stay home from school. I'll be in the basement working on stuff, except when I've gone to the vet clinic for the first half of the day, and then I'll be in the basement, but…”

Stephanie Goss:
Yeah, that is their dad's MO. He is definitely not the sick caregiver. And when we were in… So we're recording this, and we had just got back from Western Vet Conference in Vegas, and I got a text while we were in Vegas that Jackson barfed in the middle of the night, one of the nights we were gone. And I was like, “Oh, no,” because their dad is not the…

Dr. Andy Roark:
Yeah.

Stephanie Goss:
And he especially doesn't do puking. And so, it was just like… You know, as a parent, all the thoughts that are going through my mind are, “Okay, I hope Jackson feels good, and I hope he's being nurturing and not like, ‘Keep your germs away from me,'” but also, all the thoughts are going in my head, like, “Did the laundry actually get started then, or is there going to be a pile of-“

Dr. Andy Roark:
Oh, yeah.

Stephanie Goss:
“… vomit sheets waiting for me when I get home?”

Dr. Andy Roark:
That's what Alison says to me. She's like, “You need to be nurturing.” And I'm like, “Look, I'm just… Look, it's time to look at cold hard numbers here.”

Stephanie Goss:
Kids are Petri dishes.

Dr. Andy Roark:
It's like, “We're past nurturing. We're down to survival, and it's me or them, and let's-“

Stephanie Goss:
“And I choose me.”

Dr. Andy Roark:
“Let's do a cost benefit analysis here, Alison. What's the benefit of me hugging that child? Really? Really? What's the cost of me going down for three days? It's significant. You need to harden your heart, make the… That's why I run the business and you're in academia.”

Stephanie Goss:
And just in case anyone is wondering this, this parenting style extends to his relationship with his employees too, because… Well, I will say that we went to Vegas, and I did not try and kill you this year. Every time we go to Vegas now, Andy's like, “Okay, we made it through a year, and you didn't try and kill me with COVID.”

Dr. Andy Roark:
You are… Well, you're just like… You're like that snotty kid that just has sticky hands, and whenever they're around, you're like, “That kid's carrying-“

Stephanie Goss:
10-foot pole.

Dr. Andy Roark:
Yeah, exactly right. You're like, “Don't… Just don't let that kid touch my face.”

Stephanie Goss:
“Stay out of my space bubble.”

Dr. Andy Roark:
“If that kid touches my food, I'm going to go hungry. And I don't go hungry.”

Stephanie Goss:
I'm like, “Hey, Andy, let's take a selfie,” and he's leaning.

Dr. Andy Roark:
Oh, totally. I'm like, “Yeah, just-“

Stephanie Goss:
Leaning away.

Dr. Andy Roark:
Why don't you take a picture of you and then take a picture of me and then we'll-

Stephanie Goss:
And put them together.

Dr. Andy Roark:
… Photoshop them together. How's that?

Stephanie Goss:
Oh, man.

Dr. Andy Roark:
Yeah, it's true, all right?

Stephanie Goss:
Like, “Yeah.”

Dr. Andy Roark:
I do have a cold, pragmatic streak. It's not that I don't care about you, it's just that I don't feel the need to care about you while you're sick. There's 360 other days out of the year that I can care about you and you can have my love.

Stephanie Goss:
Oh, God.

Dr. Andy Roark:
All right, let's do this. Let's do this episode.

Stephanie Goss:
All right. I love this one. So we got a mailbag question that is, I think, fantastic. So they don't actually know what their position is. I assume that it's someone in practice management, but the questions that we're working on, we're constantly working on our practice culture and areas of improvement for us. And two of the big challenges that we have been tackling have been gossiping and negative talk amongst the team, like talking negatively about their co-workers or talking negatively about clients or patients. And so, they said they recognize that the negativity and the negative talk kind of goes hand in hand with gossiping. And so, “We've talked about it as a team, and we've set the expectation that those two things are not going to be tolerated,” which is great. The question comes from, “How do you balance the need to talk about something that happened to you or an interaction that you experienced that affected you?” So like, how do you have something happen and talk about it while still following the expectation that you're not going to gossip and you're not going to talk negatively? How do you walk that thin line between needing decompression and commiseration versus it actually turning into gossip? And this was a great question.

Dr. Andy Roark:
I thought this is an interesting question. I thought this is interesting.

Stephanie Goss:
Okay.

Dr. Andy Roark:
I had to really sit and roll this around.

Stephanie Goss:
Okay.

Dr. Andy Roark:
I wonder… It feels to me… This feels to me like a position that my children put me in when they get me to agree that something is true, and they get me to agree that something else is true, and they get me to agree that something else is true, and every step is a little bit more of a stretch until ultimately they end up at a ridiculous position. They were like, “And that's why I need to have a candy jar in the bathroom.” I'm like, “What?” Like, you heard them-

Stephanie Goss:
“How did I agree to this?”

Dr. Andy Roark:
You know what I mean? Yeah, exactly. You're like, “What?” And so, I do… I have that experience when people are like, “But Andy, sometimes we need to talk (censored) about a (censored).” And like, they'll… We need to bleep that out. But they'll say things to me that are that off the wall, and I'm like, “What did you say?” And they're like, “We have to say bad things about these people.”

Stephanie Goss:
Sometimes you just need to.

Dr. Andy Roark:
Yeah, like, “We need to serve the tea.”

Stephanie Goss:
Sometimes you just have a doodle that's so bad that you just need to talk smack about doodles.

Dr. Andy Roark:
Yeah, exactly. They're like, “And some people just need to be judged by us.” And I'm like, “What?”

Stephanie Goss:
I'm reserving all my judgment for you, Andy Roark.

Dr. Andy Roark:
Yeah. I could… I'm interested in your thoughts on this too, and when we need to have negative talk.

Stephanie Goss:
Yeah.

Dr. Andy Roark:
And I am being honest when I say I'm struggling a little bit with this need to have negative talk.

Stephanie Goss:
Right.

Dr. Andy Roark:
And I do wonder how much truth there is to it. I think I understand what they're saying, in all seriousness. I think I understand what they're saying.

Stephanie Goss:
Okay.

Dr. Andy Roark:
But I just… I need to work through it a little bit. I wonder if there's not other ways to approach the situation that don't involve us having this negative talk, but still making sure everybody feels heard and supported.

Stephanie Goss:
Okay, I'm with you. It's funny because I read this and I immediately was able to put myself in their shoes in a specific context, and so I'm… I could be totally in the wrong context, but I read it and I was like, “Oh, I know those moments.” And for me, there was a very clear definition on what it is and how it manifests. And so, yeah, let's talk about it.

Dr. Andy Roark:
Yeah. All right, cool. So let's start with some sort of headspace here. So the first thing, I just… I always have to throw out, whenever we have negative talk, we have gossip, we have things like that, I've always got to get… And just, headspace for me is, “Just remember, remember, remember that you got to check your diagnostics here. Like, make sure that you know what this problem is.” And I just say that because a million times I have seen people wrestling with a gossip problem, a negativity problem, and the truth is they had a toxic team member problem, they had a bully problem-

Stephanie Goss:
Sure.

Dr. Andy Roark:
… they had some sort of a engagement buy-in problem, and the negative talk was coming out of frustration or out of bad behaviors from some other problem. And it's funny, I have seen a lot of, lot of, lot of practices say, “How do we fix the gossip? How do we fix the gossip? We're talking to the team about the gossip. We're coming together about the gossip. We've got a workflow on the gossip. We had a vision session about what a practice without gossip looks like.” And it's like, “How did it end?” “Well, we fired Donna, and it went away.” “Oh, okay. I got it. I see that.” And a lot of times-

Stephanie Goss:
So you didn't really have a gossip problem.

Dr. Andy Roark:
… that's how it goes. You didn't.

Stephanie Goss:
You had a Donna problem.

Dr. Andy Roark:
It was like, “Ah, turns out it was just Donna.” And I do see that. So in all seriousness, the first part of this is, make sure you run your diagnostics, root cause analysis. Where is this negativity coming from?

Stephanie Goss:
Yes.

Dr. Andy Roark:
Are we really having this many negative client interactions, like over-the-top client interactions that require negativity? You know, are people… Is it all different people and everybody's responsible for this, or are there chronic offenders that are driving it and who are not changing their behavior because they're not getting that feedback or just because they don't want to?

Stephanie Goss:
Yes. So I think that what you just put your finger on is this, and when you said, “Is this chronic people or chronic behaviors?”, that was a fundamental difference-maker for me in the conversation. So my question when I read this was, “Okay, are we gossiping? Are we talking directly about another person to other people? Are we venting, like a situation happened, a thing occurred?” And this is where I could easily put myself in their shoes that like, you know, you have a client who comes in who is super rude or who is really hurtful to a member of the team or to yourself. It is human nature to want to let that out, because bottling up the frustration or the emotions is also not good, and so I recognize that. And the third piece of it for me is this, “Is this is a one-and-done, like, I need to vent because I'm frustrated or I'm angry, I have emotions about this situation, or is this complaining? Is this a constant chronic thing that is happening with one or two people?”
And so, to your point, like, is this a Donna problem or Donna is having repeated behaviors that are complaining or gossiping or other that is impacting it? And so, for me, the headspace starts with some self-reflection and analysis of the situation to try and figure out, to your point, like what is actually happening here, and then be able to do the root cause analysis on the problem itself.

Dr. Andy Roark:
There was a definition of a toxic person that I saw a long, not long time ago, but a little while ago, and I really liked it. And basically it was something along the lines of, “A toxic person is a person who participates in negative activities and has no interest in improving them.”

Stephanie Goss:
Mm-hmm, okay.

Dr. Andy Roark:
Like, something along the lines of, if a person switches from just being a regular person who has a problem to a toxic person, a regular person who has a problem wants to fix that problem.

Stephanie Goss:
Yes.

Dr. Andy Roark:
A toxic person does not want to fix that problem.

Stephanie Goss:
Yes.

Dr. Andy Roark:
They are happy to make the problem persist or even to grow, even to spread, to have more people involved with it. That's what a toxic person wants.

Stephanie Goss:
Right.

Dr. Andy Roark:
They want to light the fire, and they don't want to put it out. They want it to grow and they want it to spread. And I've thought a bit about that as well. And so, anyway, when we start thinking about these types of behaviors, I'm always going like, “Just root cause analysis, make sure we understand the diagnosis here. Where is this coming from? Make sure that we don't have a toxic individual or a small group of people who are just driving these behaviors. And if we do, we need to manage them, manage them, manage them, and possibly manage them out if it continues on.”
So anyway, that's kind of my opening place. My opening place here is that. So it sounds like… Let's take this letter at face value and say, “Hey, they work a lot on culture. We don't think it's a toxic person. We just continue to have this sort of negativity.” And the question is really about, what do you do about keeping a positive communication culture while still recognizing that sometimes we need to have an outlet for negative thoughts, emotions, frustrations, things like that?

Stephanie Goss:
Sure. Yeah.

Dr. Andy Roark:
Yeah. All right. So I think that that's an okay question to ask, and we'll sort of get into it. So I don't know, just in general headspace, seek first to understand, “Where is this coming from? Am I understanding the problem that I think I'm understanding?” And then, “Where are we going to go from here?” is the next sort of question philosophically that I like to talk about. I think it's important when you start to look at problems like this, is, “What does done look like? What does the end look like?” So in a headspace, they go, “Okay, well, if we want to make our practice into a good, wholesome, positive practice, what does that look like when it's finished? Where does that go? Does that mean that people don't say negative things, or does it mean that they say them in a certain way?”

Stephanie Goss:
Yeah.

Dr. Andy Roark:
“What is that way?” And once we have that kind of figured out, of what a healthy practice looks like, then we can put steps into place to get there.

Stephanie Goss:
Yep. Yeah, I love that. And I think that is super… To me, it has always been an indicator of a really healthy culture when the team understands what that looks like and what done is. Because for me, part of having a code of conduct that the team has agreed to… And I'm assuming that no gossiping or no negative speech that was talked about here is part of a code of conduct. Everybody has to understand not only what does that mean, like really, truly, “What is the definition of that for us and the team?” But also like, to your point, “What does done look like? What is not? What is the end? What is not tolerated?” And what is the expectation for how you handle the negative interactions or the conflict when it arises or the frustration that happens. You know, “How are we going to handle that?”

Dr. Andy Roark:
Yeah. So you said you had an idea in your mind of kind of what this looks like of having some negativity that sort of needed to come out. Can you give me more of a clearer context of what that looks like in your mind?

Stephanie Goss:
Yeah, totally. So for me, the question was, “Okay, decompression and the commiseration gives me pause, for sure.”

Dr. Andy Roark:
All right.

Stephanie Goss:
Because those two things are very different. Needing to have an outlet, get something out, not bottling up the emotions. And this is years of my own therapy coming out here. So as humans, it is far healthier, at least for me, it is far healthier to deal with emotions and get them out than to stuff them down and not deal with them, right? So, a long time ago, I recognized that there are situations where I need an outlet and I need to express those emotions safely. And that can look a bunch of different ways. That, to me, is decompression, like, that letting off the steam.

Dr. Andy Roark:
Mm-hmm.

Stephanie Goss:
Commiseration, to me, falls into the line of negative talking, gossiping. Because when you are… To me, commiserating means finding someone who is going to agree with you and participate in what you're doing. That feels radically different than, “This thing happened, and I'm insert-whatever-emotion-here, angry, sad, frustrated, whatever, I just need to get it off my chest,” right? That feels very different to me. Gossiping, to me, feels like saying something about someone else, when there are other people present, that you are not saying straight to their face.

Dr. Andy Roark:
Yeah.

Stephanie Goss:
And so, I think, for me, I could totally see situations in the practice when a team member maybe has not interacted with me in the best way possible, or I interpreted how they interacted with me in a way that frustrated me or triggered me in some way. And before I'm ready to have a conversation with them, I need to get out those emotions and process, right? That, to me, feels like the decompression, versus commiserating, like, “Oh, hey. Oh, God, I was just in room B with Mrs. Jones, and she's so snotty, she always comes in and treats us like we're her hired help. And don't you hate having to do appointments with her?” Right? That feels like commiserating, where I'm looking for somebody else to get into that space with me and join me in that negativity. And then the gossiping would be like, “Oh, hey, Andy, did you see what Jamie brought for lunch today? There was so much junk food in her lunch,” right? Something like that, where you're talking about somebody or you're saying, “Hey, did you hear how drunk Sarah was at the bar this weekend?” Those kind of things, where you're talking specifically about another person to another person.

Dr. Andy Roark:
Yeah.

Stephanie Goss:
Do those illustrations kind of help?

Dr. Andy Roark:
Yeah.

Stephanie Goss:
And you can imagine those things happening, I think, in a practice, right?

Dr. Andy Roark:
Absolutely. Yeah, yeah, definitely. So I think the thing for me, I don't… I still struggle a little bit with the idea that we have to do negativity, but I'll flesh it out a little bit. And I guess maybe this is the part I should put into headspace right here, at the front.

Stephanie Goss:
Okay.

Dr. Andy Roark:
So, to me, communication should be intentional. Professional communication should be intentional.

Stephanie Goss:
Okay.

Dr. Andy Roark:
Which means you should know what you are trying to accomplish. And when you seek commiseration, that's not intentional usually. What that really is, that's code speak for, “I'm angry, and I need to vent anger out into the world.”

Stephanie Goss:
Sure.

Dr. Andy Roark:
And even when we talk about decompression, guys, the research is pretty clear. Venting, it does not help you. It really… It helps you maybe feel more satisfied, but venting and putting negativity out in the world actually does not make you better able to handle problems. It just ends up sort of perpetuating negativity. And so, you can look at happiness and satisfaction and outcomes when we talk about venting and we say… This sort of spewing of negativity, it genuinely does not make us more effective, I think. So this is where I push into intentionality. And so, what I would say to people really when I start talking about headspace as negativity is, “Communication should be intentional,” which means, if you're angry and frustrated, I think that you can say, “I'm really angry and frustrated about this thing,” and then we need to state our intention. “I need help processing this,” or, “I am seeking validation of the scenery,” or, “Can you tell me if I'm off base?”

Stephanie Goss:
Yes.

Dr. Andy Roark:
And guys, that's just an evolution of how we communicate. And I think a lot of times we get mad or we get angry, and we open our mouths, and we don't really know what we're trying to do. And I would say the evolution of these communication issues is to say, “Before I vent, I need to understand, what am I trying to accomplish?” And if I'm not trying to accomplish anything other than to hurt somebody or to take the anger or the pain that I feel and try to make someone else feel pain, that's not something that I want to actually do. And it's not healthy as much as we want to think that it is.It's just not.
And so, anyway, I think that that's just the big thing for me as we start to look at this, is, the rollover here, and honestly, this is a big part of professional communication as you move up into corporations and companies, this is corporate training, we don't vent. You don't make angry statements, you speak intentionally. And I will tell you that if you stop and process it, you can generally be much more productive and also expressive of the problem that you're facing without negative talk. You can 100% say, “This client who came in earlier was really nasty, and he said these things that I thought were very hurtful. And my question is, what do I do about this? Is there a way that I can escalate it? What steps can I take? Am I supposed to shake this off?I'm feeling vulnerable. Have other people had these experiences?” Those are the sort types of ways that I can talk about this thing in a way that I'm not client-bashing. I'm being honest about, “This person came in, and what they said was really… It seemed to me to be very out of line, and I'm looking for validation here. Has this person acted this way in the past?” And anyway, I can still 100% turn and get support and also not just lean into the negativity on the issue. Do you agree with that?

Stephanie Goss:
I do. And I also… And maybe this is just because I have a temper, and I am by no means perfect when it comes to communicating. And I will also say that there have been plenty of times where I have, in the heat of the moment, said things or done things that, if I had stepped away and taken the time to get the clarity that you're talking about, it would've been way better off, right? And also, I'm human, and we don't always do that. And so, I think what you were talking about, for me, has been a very healthy guardrail to recognize that, in order for processing emotions… Because I used to… There was a long period in my life where, especially as a leader, I just stuffed it down and I didn't process, and I would get mad or I'd get frustrated, and I just wouldn't say anything, and it would build up, build up, build up, and then I would explode.

Dr. Andy Roark:
Mm-hmm.

Stephanie Goss:
And going to therapy, I recognized how unhealthy that is and how much I need to process things more in real time.

Dr. Andy Roark:
Sure.

Stephanie Goss:
And so, for me, what that turned into was, “Okay,” going in the direction that you're talking about, recognizing that there are going to be times where I trip up. Nobody is perfect. And having a system like you're talking about, having someone, and I think this is really, really important, especially from a leader perspective, having people who are the right people for you to be able to have that conversation and do that processing with is really, really important.

Dr. Andy Roark:
Yes.

Stephanie Goss:
And so, it has… But that isn't a natural… I don't think it's a natural inclination. Our natural human-nature, caveman brains, it is far easier to be like, “Oh, hey, Andy, did you… Like, this happened, and I'm super irritated about it,” right? Because you're right in front of me and it's easy to commiserate with you versus to take the time and intentionality to be like, “I need to step away, and I'm going to go outside of the building so nobody else can hear me, and I'm going to call someone who is not immediately involved in this situation,” right?

Dr. Andy Roark:
Yeah.

Stephanie Goss:
That takes intentionality, it takes self-awareness. And I think a lot of us have to learn how to do that. And so, I'm all-in with you on that being a healthy process, and it is certainly one that I have adopted now, but it took me a long time to get there. And I also think it's really important to recognize that we're all human, and no matter how-

Dr. Andy Roark:
Oh, of course.

Stephanie Goss:
… good we get at it, you're going to screw it up, and you're going to have to…

Dr. Andy Roark:
Yeah.

Stephanie Goss:
And there are things like… Immediately, when I was thinking about this episode, I was thinking about times where I was like, “Oh, dude, we have a straight-up no gossip rule in my teams, and I really try really hard to adhere to it. And also, I can think immediately of times where I broke that rule.”

Dr. Andy Roark:
Yes.

Stephanie Goss:
And do I feel good about it? No. And so, you know, but how we deal with it and what we do also matters.

Dr. Andy Roark:
Yeah.

Stephanie Goss:
And so, I think creating that goal… I think, good on this team for working on trying to create the culture to change the expectation. I think having the expectation that this will never happen just because you have the rules and systems in place is unrealistic, because we're people, and there's going to be slip-ups. I think having the expectation of what comes next is the really healthy part, and that's the part that I would love to see more teams get to.

Dr. Andy Roark:
Yeah. So yeah, I agree with that. And I also think that you're right about being human. This is hard. It is a real challenge, and we all get it wrong. And I'm not going to be like, “Oh, no, I don't get mad.” Of course I do.

Stephanie Goss:
Yeah.

Dr. Andy Roark:
But the hard professional truth, though, is that getting angry or getting nasty feels good, and it's generally self-damaging.

Stephanie Goss:
For sure.

Dr. Andy Roark:
Like, think about a time that you got angry or you got nasty and it turned out great, and that was the exact right move-

Stephanie Goss:
Yeah, no.

Dr. Andy Roark:
… and it opened doors for you, and good things happened. You might have a time, I assure you there's a lot of times that you got angry, you got nasty, and you did damage that you don't even remember or know about, but other people remember it.

Stephanie Goss:
For sure.

Dr. Andy Roark:
I mean, it's one of those things about being the better person, about being the leader, is carry this. There's the old saying too, and this is kind of a Buddhist meditative thing, is, “Between every action and a reaction, there's a pause,” you know? And I was reading an article recently about this guy who had gone to anger management, and he talked about anger management. One of the big keys in anger and anger management was taking ownership of how he would communicate and being intentional. And so, he said that one of the big things that happened for them is he switched the way of his thinking from thinking things like, “Man, that guy made me mad,” to, “That guy behaved in this way, and I got mad.”

Stephanie Goss:
Mm-hmm. Yes.

Dr. Andy Roark:
And that gave him so much more ownership of like, “Oh, I got mad. He did this thing, and I got mad.”

Stephanie Goss:
Yes.

Dr. Andy Roark:
“And it's understandable that I would get mad, but getting mad was a choice that I made.” And that can be extremely hard, but it is what I think that we should aspire to.

Stephanie Goss:
For sure.

Dr. Andy Roark:
Cool.

Stephanie Goss:
For sure.

Dr. Andy Roark:
Let's take a break and come back and get into some action steps in kind of how we start to lay these things out, and how we can set ourselves and our team up to be successful in this regard.

Stephanie Goss:
Okay, sounds good.
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Dr. Andy Roark:
All right. You said in the first half, Stephanie, you talked about having leaders that can help you process or are willing to process with you was really important. I really like that a lot. If we want to get to the place where we get this negative culture, and we're not talking about gossiping, we've done episodes on that stuff before, but really talking about how do we support people who have legitimate complaints, problems, things they're working through, while still trying to keep our clinic positive, I think there's a number of things that we need to do. First of all, culture comes from the top, you know?

Stephanie Goss:
Yes.

Dr. Andy Roark:
And that's really… Our leadership needs to behave in a professional way and communicate in a professional way. It's funny how often the doctors talk to me about negativity of the staff, and the truth is they're showing that behavior, that they do it just as much and it trickles down from them. But a big part of it is to say, “Okay, we know that people are going to get frustrated. We know they're going to have problems. We know they're going to be angry.” Have you given them appropriate avenues to communicate-

Stephanie Goss:
Yes.

Dr. Andy Roark:
… those frustrations through?

Stephanie Goss:
Yes.

Dr. Andy Roark:
And so, if you say, “Yeah, you know what? Sometimes the clients come in and they're horrible, and we don't want to feel alone. We want support,” I think that's totally understandable. Do we have avenues for people who have had those experiences? Do they know that they can come and talk to someone? Do they know that they can go to the head technician and say, “Hey, I need a minute. This happened, and I'm really upset about it.” And what's funny is the difference in coming and saying, “This happened, this guy behaved this way, and I'm really hurt, or I'm really upset about it, or I'm really angry, and I need a moment,” that's an entirely different experience from walking out of the room and going-

Stephanie Goss:
“That guy's a dick.”

Dr. Andy Roark:
… “This a-hole over here…” You know?

Stephanie Goss:
Yeah.

Dr. Andy Roark:
It is.

Stephanie Goss:
100%. 100%.

Dr. Andy Roark:
It's an entirely different experience, but the feelings are the same. And I think you get better support in the first example, where you say, “I'm really hurt by this, and I need need a moment.”

Stephanie Goss:
Yeah.

Dr. Andy Roark:
I think you get better long-term outcome and support if you go that way. But people should know, if the staff feels like a client was abusive to them, do they feel like there's a place they can go?

Stephanie Goss:
Yeah.

Dr. Andy Roark:
Is there an open door? Do they know that they can come right into the practice owner's office, or the medical director, or the practice manager, or the head CSR, that they can come straight to her and say, “I want you to come and tell me if this happens. I want you to come and tell me what happened, and let me support you.” But do they have appropriate avenues for bringing these things up?

Stephanie Goss:
Yeah, I love that. And I think that goes to what this mailbag letter started with, which was like, “Hey, this is a thing we're working on, and we have talked about it.” And so, when I first read it, I was like, “What does ‘talked about it' mean?” Because I think that it could mean, “Hey, we said this thing is happening, it can't continue to happen, full stop,” and that was the conversation, which feels very different from, “We've come together as a group and we've talked about, ‘Hey, we want to have a code of conduct, and we want to have a set of rules that we hold each other accountable to. And one of those things is we care about each other, and so, therefore, we don't want to talk about each other. We also don't want to talk about our clients.' And so, here's what that looks like, good and bad, right?”

Dr. Andy Roark:
Yeah.

Stephanie Goss:
Examples. And also, “When the situation occurs,” to your point, “here's what we can do about it instead,” right? Those two things feel very different. So I'm all-in on having a code of conduct. I think it's super, super important. And I think, for me, the only way that I've had it truly be successful in my teams has been for the team to be a part of it, because if they're not bought into it, it won't work, it won't be successful.

Dr. Andy Roark:
Yeah.

Stephanie Goss:
And the best way to get them bought in is to have them be a part of that process.

Dr. Andy Roark:
You know, our friend Maria Pirita, who works with us and who is magical and amazing, she has an exercise that she uses with teams. And so, it's the high-performing team exercise, where she would work with her teams and she would say, “Okay, guys, I want to talk about and I want a list from you guys about what a high-performing team looks like, what they sound like, and what they feel like.” And she would have the team make a list of what a high-performing, happy team looks like, sounds like, and feels like. And then, from them, she would write down the things that they thought that a high-performing team would do, and say, and act like, and how it'd feel to be a part of that. And then, once she made the list from them, she would ask them, “How do we achieve this? What are the things that we want to change to do this?” But they're creating the vision of what it feels like to be on a great team or have a great place to work.

Stephanie Goss:
Yes. Yeah.

Dr. Andy Roark:
And then Maria just ties them to their aspirational goal that they created there together. And I just… I've always thought that that was really… I thought that that was really good, and so I… But I completely agree with you as far as like, they need to be a part of what this future looks like.

Stephanie Goss:
Yeah.

Dr. Andy Roark:
And it also is funny when you say, “Stop doing this.” I know we're talking a lot about kids today. I don't exactly know why. Probably because Hannah's here sick, and I'm acting… Because I have a glass wall, and she's on the other side of it, and I've sealed myself. She's beating on the glass. I'm podcasting. Go lay down.
See, but I was talking a lot about kids, but it's like when you start to turn around, you yell at your kids, like, “Stop fighting!” But you don't actually give them a mechanism to resolve the complaint-

Stephanie Goss:
Right, the conflict.

Dr. Andy Roark:
… which is maybe a genuine problem they have-

Stephanie Goss:
Right, right.

Dr. Andy Roark:
… and they don't have the tools to not come to blows. And you're like, “Just stop fighting!” And they're like, “Okay, Dad. But how, then, shall we resolve the issue of Roark vs. Roark in the case of the missing hair clip?”

Stephanie Goss:
Right. Yeah, no, it's totally true that we have to give our kids the tools, we have to teach them the tools, and we also have to give our teams the tools, because we don't… These are learned things, and we don't often… We don't focus on it enough. And I love the idea of the exercise that you shared for Maria. And I think the other piece of that for me is that I want the team also to define what great looks like and feels like.

Dr. Andy Roark:
Mm-hmm.

Stephanie Goss:
I want them to define what it doesn't look like and feel like to help us figure out some guardrails and some things that we want to steer away from. And then the last piece of it for me is that they have to be a part of, “Then what does accountability look like?” Because accountability cannot look like me, as the manager, momming everybody all the time and doling out the punishments, because that's not how I want my team to work. I want it to be something that they're bought into, and I want them to be able to solve their own problems. And the only way that you get there is to teach them, and give them those tools, and equip them to solve those problems themselves. And that is not an easy thing. It's not a one-and-done conversation. That's a journey.

Dr. Andy Roark:
Yeah, I completely agree. And so, taking exactly what you said, because I agree with every word of it, and dial it down more tightly to what we got through the mailbag where they say, “well, you know, it sounds like we've got gossip and stuff under control, but what about these specific circumstances when we need to be negative?” I think, to… The way I go with this is, it sounds like we feel like we've addressed the gossip thing pretty darn well, and so I suspect they… And they said they're always working on their culture. I suspect they've done a lot of these things.

Stephanie Goss:
Sure.

Dr. Andy Roark:
And so now it's like, “Great, you've got the tools, and you've taken care of these big pieces. Now it's time to dial in on these little pieces.” And the way that I would do that is, if it's a consistent enough problem that you're writing to Andy and Stephanie and saying, “What do we do about these specific little things?”, what I would say is, the tools that got rid of gossip will help you get rid of these things. Put them under the microscope, which means go to your team and say, “Guys, I recognize that we have this tendency, or these are the trends. And what I want to do is talk with you guys about how we would handle different circumstances and what it looks like for a high-performing, positive team to handle these circumstances. So last week, we had a case where a client behaved this way…”
Or I would change it up and say, “Let's just pretend that we have a client who comes in and they do this thing, and it's really awful. Guys, how does a high-performing team handle this? What do we say, and how do we say it?” And then… And this may sound silly. I promise you there's nothing more powerful than some role play like that to get them to talk about, “What is a positive way to process this? What is a way to get support or get the help that you need, and feel good about it, and not resort to, ‘The client was mean to me, and so I'm going to put meanness out into the void around me.'?”
And that's the definition of toxicity, is that someone is in a bad spot, and they radiate this darkness out of them that then infects other people and spreads. That's why it's toxic. And so, they don't want to be in a toxic place either. And I think that this is a great collaborative way that we can give them the tools they need and say, “Hey, I've paid attention to times that we've had problems. I'm not going to maybe use those exact problems, because I don't want people who were there to feel judged, but I'm going to recreate those problems in a different way, and then ask the team to break into teams and to figure out what they would say, or what they would do, or how a high-performing team handles these problems or processes them without turning it into a toxic dump.”

Stephanie Goss:
Yes.

Dr. Andy Roark:
Or without allowing… And again, I wouldn't put it on them and say… And this is really important. I would not be like, “You guys are screwing up, and you are making it toxic.” I would say instead, “You guys are working hard, and I know how much you want to have a really positive place to work. And I feel like we're a really positive team.”

Stephanie Goss:
Yeah.

Dr. Andy Roark:
“When people bring this negativity into our practice, I want us to talk about how we can handle it so that we don't become that negative team.”

Stephanie Goss:
Yeah.

Dr. Andy Roark:
And so, then we're not doing this because it's punitive.

Stephanie Goss:
Right.

Dr. Andy Roark:
We're not doing this because they messed up and they failed.

Stephanie Goss:
Yeah.

Dr. Andy Roark:
We're doing this because I want us to have the tools to handle adversity when it comes to us.

Stephanie Goss:
Yeah. I love that. And I think part of… I agree with everything that you just said, especially the part about making it forward-facing and not punitive, right? It's disconnected from them, because the reality is we all have bad days. Even the sunniest, most positive person sometimes has interactions that really make you feel things, right? And so, for me, it was about talking to the team about, “Okay, what does safe space look like?” And recognizing that we're all going to have bad days, and we're all going to have moments where we maybe need some support from each other as a team. And so, my team was like, “Okay, what are our safe spaces within the practice?” And so, one of the rules that we agreed on as a team was that we needed a way for anybody to take a timeout. Like, whatever it was, whether you're having a bad day at home, or you're getting super frustrated with a difficult patient or a client or whatever, that there was a way for us to recognize, “Hey, I need a timeout,” and then we defined what are those safe spaces in the practice, like, “Can we go for a walk? Like, go in…” We had a backyard in the clinic. And so, that outside was a great safe space.
We also had a team bathroom that was in a part of the building. This is going to sound crazy, but we had a team bathroom that was in a part of the building that the clients didn't access. And so, we kind of made it into half rage room, half positive space. So we had all of these memes and positive quotes that the team had brought and stuck up on the wall, like things that made them happy. And then that was also the dark room that you could just go in there and scream if you needed to scream into the void for a minute. Look, it worked for us. It's not going to work for every practice, but it worked for us. And then the third space was the office space.
And so, it was… The conversation was, “Look, my door is always open, except when it's closed, but it is always open, and it is a safe space. And you can come in here, you can just sit and have a moment. You can say, ‘Hey, I just need five minutes to myself.' Totally fine. I'm going to ignore you. I'm going to keep working. You also can come in and say, ‘I'm feeling feels, and I need to talk, but I need to process it.'” And so, my golden role for the team was, “You can come in my office and you can say whatever it is that you need to say. You're going to have to deal with it, and I'm going to ask you what your plan is for making it actionable before you walk out the door. You don't get to just come in and go off without there being a forward-facing, ‘What is the plan and how are we going to deal with this?'”

Dr. Andy Roark:
Yeah.

Stephanie Goss:
And so, if you were not ready to get to that stage where you could talk about it with somebody else, maybe going and screaming into the void was the good choice, or going and taking a walk out in the backyard, but it allowed everybody to be met where they were in that moment, right? Because we created the safety as a team to say, “Okay, I need to take a timeout.”

Dr. Andy Roark:
Yeah.

Stephanie Goss:
And so, I think that that's really important, figuring out, as a team, what are those safe spaces? What does it look like? And I love your example from Maria. What does it look like? What does it feel like?

Dr. Andy Roark:
Mm-hmm.

Stephanie Goss:
And making them be able to see and recognize, “This is the expectation.” So to your point, when a client comes in and somebody is really struggling with the way that they interacted with that client, instead of being like, “God, Mrs. Smith was such a jerk in room two,” they have the ability to be like, “Hey, that was a really hard appointment for me, I need to take five,” right?

Dr. Andy Roark:
Yeah.

Stephanie Goss:
And then they can go and do with it whatever it is that they need, because sometimes you just need a moment.

Dr. Andy Roark:
Sure.

Stephanie Goss:
And sometimes I can go take a moment, and I can come back and be like, “Okay, I'm good now.”

Dr. Andy Roark:
Yeah.

Stephanie Goss:
And other times, I need to go have a moment and be like, “Hey, this is… I actually need help with this, because it's more than a moment, and I need to deal with it,” right? And so that is the second part of it for me, is setting the expectation honestly for myself of… One of my hard and fast personal rules is like, “I need to deal with the emotion and let the emotion out in a safe space, in a safe way.” And then the second piece of that is, “What do I need to do with this?”

Dr. Andy Roark:
Yeah.

Stephanie Goss:
And sometimes the answer is, “I'm going to let it go.” If I'm going to let it go, I'm really going to let it go.

Dr. Andy Roark:
Mm-hmm.

Stephanie Goss:
And the accountability piece is, for me, with my bosses, was, “Hey, if I tell you that I'm choosing to let something go, and then I bring it back up again, I need you to hold me accountable and be like, ‘Hey, you told me yesterday you were going to let this go, and now we're having a follow-up conversation about it. This sounds like you need to do something about it, so I'm holding you accountable. Let's have the conversation about what you're going to do about it.'” Right?

Dr. Andy Roark:
Yeah.

Stephanie Goss:
And so, figuring out, are you actually going to let it go, or are you going to action it and figure out how do you deal with it? And then, if so, the safe space continues. I will totally help you. We can talk it out, I will role play with you, I will just listen while you talk out loud if that's what you need. Everybody processes those things differently. But my role as a manager, as a leader in the practice is not to be a therapist.

Dr. Andy Roark:
Yeah, I agree.

Stephanie Goss:
I want to give professional support to all of my team to have access to, because counseling should be something that everybody on our team can access. And at the same time, my role is to listen, but then I also want to help you grow. And so, as a leader, creating that safe space, helping them create that safe space, but also setting the expectations for, “How do we deal with it?”

Dr. Andy Roark:
Yeah, I agree. I think there's a couple good leadership phrases that push people this way. And I'm just going to warn you, if you use these people, they'll stop venting to you, which is real good for you, but if they just take it somewhere else, it cannot be good. But the basic soft things, I agree, to Stephanie's point, is again, it's about intentionality, right? And so, if I assume intentionality on the other person's part and they go, “Ah, this thing is happening, and God, I hate it so much,” the most productive thing you can do is say to them, “How can I support you in this?” or, “What is your plan for addressing this and going forward?”

Stephanie Goss:
Yep.

Dr. Andy Roark:
“What are you going to do with this?” But the big, like, “How can I support you?”, that's the one that I use a lot, is, “How can I support you?” And they'll look at you like you're dumb, and then they'll go, “I just… No, I was just… No, I mean…”

Stephanie Goss:
“I just wanted to bitch.”

Dr. Andy Roark:
“I was just mad.” And you're like, “Oh, okay, okay. So you don't want to take action on this?” And I'm really honestly not trying to say this in a jerk way.

Stephanie Goss:
Right.

Dr. Andy Roark:
I'm not doing it in a condescending way. But generally the real truth is, if you come and you tell me that something is terrible, my honest, well, question to you is, “Okay, how can I support you? What can we do to either correct this or try to address this situation, or at least to make you feel like you can accept the situation and go on in a good place?”

Stephanie Goss:
Right.

Dr. Andy Roark:
“What is our plan?”

Stephanie Goss:
Yep.

Dr. Andy Roark:
You know, it's that, “Can we change it, or can we accept it? Those are sort of our options.” And so, anyway, I put that stuff forward. I think the last thing I want to make clear here is, I think you already pointed it out pretty well, but when I do the role play and things like that, I really do like making this forward-facing about, “What are we going to do in the future? How we can we handle this? What should we do?” Not about what we should have done last week or how we didn't handle it well.

Stephanie Goss:
Right.

Dr. Andy Roark:
And the reason I say that, one is, that's just a good growth mindset position, but number two, how many times have you been angry, and then your spouse criticizes you because you're angry? And how did that go? You know what I mean? Like, it's like, when you are like… Yeah, I don't know. Yeah, I'm like rage cleaning the kitchen, and my wife is like, “Look, if you don't stop banging those dishes around, they're going to break.” And I'm like, “I'm rage cleaning, and you are critiquing my rage cleaning, and it's terrible.” And so, all that to say, giving feedback to someone who's having an angry, negative response, is something you should do at your own peril. It's much, much easier to do things that are forward-facing and encouraging about where we're going. And I'm joking, but if people continue to have these reactions, we're definitely going to have to talk about them.

Stephanie Goss:
Yeah.

Dr. Andy Roark:
Like, we're going to have to give feedback, and we're going to have to coach them out of that.

Stephanie Goss:
Yeah.

Dr. Andy Roark:
But it's a whole lot nicer to try to give them the tools in a forward-facing away, not in a, “Hey, you got really angry, and that was the wrong thing to do, and now I'm going to make you embarrassed about the thing that you did or said when you were angry.” I'd like to avoid that if possible.

Stephanie Goss:
Yeah. I think the last thing for me is just sharing one of the most impactful rules, honestly, for code of conduct with my team that I ever learned, and I learned it at my very first practice. But there's the golden rule of “Do unto others,” right? But for us, the golden rule really became, “Take it to the person who can do something about it.”

Dr. Andy Roark:
Yeah, I like that.

Stephanie Goss:
And what that meant was different things in different times, but when it came to gossiping, or it came to talking about other people, when it came to negativity, because we had that rule, it enabled us to listen, because, look, if I am mad at Maria, and I'm having a conversation with you, Andy, about how I'm mad at Maria, if we have the rule to take it to the person who can do something about it, me talking to you about Maria does nothing, because you can't do anything about the situation. You weren't there, you weren't a part of it.

Dr. Andy Roark:
Right.

Stephanie Goss:
You can help me, you can listen to me, you can ask me what my plan is, but you ultimately can't solve the problem.

Dr. Andy Roark:
Right.

Stephanie Goss:
And so, part of that rule was, “Hey, look, I can't do anything about this. I can help you practice this conversation, but ultimately you need to go have that conversation with Maria, because the two of you are the only ones who can work this out.” And it applies with clients, it applies with the team, it applies with our bosses. And so, setting that role and then really deciding, as a team, who are those people on the team? And it's going to look different for everybody, but this goes back to your defining what the expectation is, right? Like, who are those people on the team that are going to shoot you straight, who are going to help you identify what is happening in this situation, who are going to help you brainstorm ideas, and then who are going to ask you what the next move is to encourage you to go back and talk to that other person who can actually do something about it?
And as a leader, a lot of the times you have positional power. And so, sometimes talking to your manager, your floor lead, your practice manager, whatever the situation is, sometimes talking to your leader is still talking to the person who could do something about it, because maybe you've already had that conversation. Maybe Maria and I have been beefing, and I have had that conversation with her, and I'm like, “Okay, I don't like the way you're talking to me, and it's really hurtful to me when you use this tone of voice. Can we figure out how to make our communications go better? Because this is not feeling good for me, right?” Maybe I've had that conversation with her, but it's continuing to happen, and now there's that kind of toxicity happening between the two of us. If I have had that conversation once, twice, three times, then it makes sense that I would say, “Hey, Andy, I've had this conversation with Maria three times, and just today, this was another situation that occurred. I'm at the point where I need help, because I don't know what to do next. I've already tried talking to her as the person who can do something about it. It's not working, I need your help.” Right? So it still allows them the space to go to someone who maybe can do something about it.
But that golden rule made the biggest impact for me probably in my entire career in terms of team communication and how we eliminate a lot of the talking about each other, the gossiping, the negativity, because it was something that we all came up with as a team. Someone suggested it, but we all got on board and bought into it, and then we bought into, what does that look like accountability-wise? And it made the biggest difference.

Dr. Andy Roark:
Mm-hmm. Yeah. No, I love that. I think that's great. I think that's all I got. You got anything else?

Stephanie Goss:
No. I think this is… Now that we're at the end of it, do you see why I thought this would be a fun one?

Dr. Andy Roark:
It is a fun one. It is a fun one. Yeah, it is a fun one. Again, I'm not saying that people shouldn't get mad. We're human beings and we do get mad. I really do think that there might be a problem with the idea that everyone has to get negative and angry in public, and so we should give them an outlet for that. I think that we need to figure out what the intention is and what people need, and give them avenues to get what they need so that sort of negativity out into the team is not necessary. So anyway, I think that that's how… I think this has been a really… It's been a really interesting one for me.

Stephanie Goss:
I want to know, after people listen to this episode, what is safe space? What does the timeout look like in your practice? I cannot be the only practice who had the rage room. I have peers who have giant coloring things up on the wall, and you need to take a timeout and go color, right? I'm super curious, what are people doing to give their teams that outlet? Because there are times where we all just need to take a timeout, whether it's someone on the team is frustrating us, or there's a bad client interaction, and I think creating that safe space is really important, and I'm super curious. I always love when we get messages after the fact. So if you're listening to this and you're like, “Ooh, this is what we do” in your practice, I would love to hear from you in the mailbag, because I think that's a fun part of making our practices unique.

Dr. Andy Roark:
All right, everybody, thanks for being here.

Stephanie Goss:
Take care, everybody. Have a great week.
Well, everybody, that's a 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 favorite 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 Dustin Bays · Categorized: Blog, Podcast · Tagged: behavior, culture, management

Mar 08 2023

Conflicting Team Members Who Won’t Talk To Each Other

This week on the podcast…

This week on the Uncharted Podcast, Dr. Andy Roark and practice manager Stephanie Goss are answering a question you asked in the mailbag! That's right, this is going to be one of those episodes where everyone is asking “Are they talking about my practice? Are they talking about my front desk team? We had a manager reach out and ask us some questions about front desk team members who are butting heads and seem to be at each other's throats. They both have been coming to the manager or the practice owner or both and complaining about the behaviours from their teammate. Both of these team members fully admit they are horrible about talking to each other about the issues first. This manager is at their wits end and wanting to know “do we mediate, do we let them talk it out themselves?” Andy and Stephanie loved these questions. Let's get into this…

Uncharted Veterinary Podcast · UVP – 221 – Conflicting Team Members Who Won't Talk To Each Other

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


Do you have something that you would love Andy and Stephanie to role-play on the podcast – a situation where you would love some examples of what someone else would say and how they would say it? If so, send us a message through the mailbag!

We want to hear about your challenges and would love to feature your scenario on the podcast.

Submit it here: unchartedvet.com/mailbag


Upcoming Events

Calling All Practice Managers – The Uncharted Practice Manager Summit is ALMOST HERE!

We know you are unique. Managing the business. Fielding never-ending questions from the team. Fixing broken printers, again. You wear more hats than anyone else in the practice. All of these look great on you, of course. But do you ever wonder “Am I actually in charge if I don’t own the practice? How do I manage the endless responsibilities of this job with limited power and resources? How can I keep growing professionally?”

If you’re itching to talk to people who really get what it means to be a manager, this is the event for you!

It’s time to connect with your fellow practice managers to share what gets you excited about your role, find solutions for what needs your focus now, and discover new ways to shine even brighter as a manager.

While Uncharted Membership is always encouraged, it is not required for event attendance! Non-members, here’s your chance to see what all the buzz is about and get a taste of the Uncharted experience. 

This 1-day virtual event on March 22, 2023 – don't miss your chance to join us!


Episode Transcript

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 continuing a conversation that started in our Uncharted community where a manager was asking for some help dealing with two team members who are butting heads. And they keep coming to this person as the manager or it's the practice owner and complaining about each other.
And this manager was like, “How do I deal with this? Do I mediate it? Do I make them talk it out? What do I do?”
And Andy and I had a lot of fun talking about this. I admitted some of my own greatest mistakes as a practice manager when it came to dealing with this in my-not so-recent path actually. We talk a little bit about my lack of poker face and we have a lot of fun. So let's get into this one.

Meg:
And now the Uncharted podcast.

Dr. Andy Roark:
And we are back. It's me, Dr. Andy Roark and Stephanie I'm way too fine to feel this stressed Goss.

Stephanie Goss:
I don't even know what song that comes from, but I appreciate it very much.

Dr. Andy Roark:
It's from your anthem that you didn't know you had called “It's About Damn Time” by Lizzo. “It's About Damn Time.”

Stephanie Goss:
That's fantastic.

Dr. Andy Roark:
It's funny, my kids play it. And I refuse to admit that there's bad words in songs, even though it's obvious. And so I just sing really loudly, it's about that time. And they're like, “That's not the words.” And I was like, “I'm certain those are the words.” But the name of the song is “It's About Damn Time”.

Stephanie Goss:
So clearly this episode needs an explicit warning right off the bat.

Dr. Andy Roark:
Yeah, we come honestly, right off the bat.

Stephanie Goss:
Oh, it's so funny, because we had some community members this week who had the stories of their clinics get published. A friend of mine, Robin Brockton, was writing an article for today's Veterinary Business and was featuring some independent practices and some of the things that they're doing differently to live their truth and be their own people in our field, which is becoming increasingly consolidated in some ways.
And so we had two Uncharted community members who had their clinics featured as part of it, or three of them, excuse me. And one of the doctors, I shouted her out in the community because she's new and she just joined.
And she was like, “Oh yeah, there was a lot of listening to the Uncharted podcast to get to the place where I am and where we filled this culture.”
And I was like, “Uh-oh.” She's like, “I listened in the car with my kids a lot.”
And so I was like, “Oh, I'm really sorry for any swearing we did without a warning on it.” And she was like, “Oh, that's okay. They've heard far worse when I'm gardening at the house.”

Dr. Andy Roark:
We've talked about that before. We're pretty darn clean in our nature. So then people are like, “Sure, the kids can listen to this.”
And then every and now, and there's one bad word an episode, and I'm like, “We're probably in the worst place. We probably swear just enough to bother people who are listening with kids, but not enough to be cool for people who are really hardcore like us.”

Stephanie Goss:
Because let's be clear, when we're not recording podcasts.

Dr. Andy Roark:
So hardcore.

Stephanie Goss:
I definitely, yeah, I'm a swearer. And I told her the story. I said, “I'm that mom. My kids learned swear words from Broadway albums in the car when they were toddlers.” And I would sing the bad words and Jackson would go, “Mama, that's a word you shouldn't say.”
He was that kid though who would refuse to repeat them. He wasn't the kid who heard it, learned it, and went to school and was using the words. He was the kid who was like, “Oh, that's a bad word. You shouldn't use that word.”

Dr. Andy Roark:
I am not that way at all. I am the closet smoker of bad words. I sneak outside. I'll be on the phone outside and I'll be swearing, like, “Oh, you got to be kidding me.” But then in the house it's like, “Nope.”

Stephanie Goss:
It does. It sneaks out and you're just like, “Oh, Andy's on fire.”

Dr. Andy Roark:
I do, when I get fired up, there's something about a couple of bad words to really carry some weight. But I don't know. I keep going. I should just stop. I should be done with profanity altogether. But I don't know, I never quite do it. I wax and wain too. I'll get really good and then I'll just get really bad.

Stephanie Goss:
It makes my world a more colorful place.

Dr. Andy Roark:
I'll tell you why I had bad words just starting this episode off, because I talked to the credit card company today. And of course they're just jerking me around with like, “Oh, you have to provide this information.” I'm like, “No, I don't. What are you talking about?”

Stephanie Goss:
You're like I am me. It's been a very Monday, for a Friday.

Dr. Andy Roark:
And they're like, “We don't believe you.” They were like, “You have to fax us this documentation.” And I laughed. I was like, “Where am I going to get a fax machine?”

Stephanie Goss:
Yeah, who faxes?

Dr. Andy Roark:
I'm sorry.

Stephanie Goss:
Hi, it's 2023.

Dr. Andy Roark:
I'm just going to head down to 1990 and then I'll be reaching out to you. Anyway.

Stephanie Goss:
Oh man. It has been a Monday. It has been a Monday on a Friday, that is for sure.

Dr. Andy Roark:
It's been a Monday on a Friday, I agree.

Stephanie Goss:
But I'm excited because we had some conversation happening in, speaking of the community, they're awesome and doing amazing things. And we had some conversation about someone was struggling because they have some team members who are really struggling to communicate well and butting heads a lot. And both have independently come to their department leads or the practice manager or the practice owner and voiced concerns about the other person and working with them.
But they are not talking to each other. And they both admit it. They both admit like, no, I haven't had the conversation with them. They have different styles of just in general personality styles. One is really upfront and vocal, and the other one tends to be more passive and afraid of conflict. And gets really easily flustered when there is conflict.
And so the community member was asking like, Hey, how do we help this? Do we mediate between the two of them? Do we let them talk it out themselves and figure it out? Do we just hope that it resolves itself?
And they were like, I feel like maybe you guys did a podcast on this that I should listen to. And you and I both went, “That is a great podcast that we have not done yet.

Dr. Andy Roark:
I looked for it. I went back and looked. I'm like, surely we've done this? And I literally went back, and I was like, I don't think we have, I never found anything that looked like it.

Stephanie Goss:
No, I love it. So I'm excited. I'm excited.

Dr. Andy Roark:
Well, yeah, I am too. We get a lot of questions like this.
All right, cool. So let's go ahead and start to lay this thing down. We've got two people not getting along. They're both tattling on each other up to the leadership, and we got to figure out what to do with this. So as we do, let's start with headspace.
Where's your head at when you're looking at this?

Stephanie Goss:
My head immediately went to empathy in two ways. One is I have been this team member, I was this team member early on in my career and in a practice. And then also empathy on the leadership side, because oh boy, I have been there. And I think it is really common, this is the episode where everybody goes, “They're talking about my team, they're talking about my practice.”
And so I think that it's one of those things that we can easily recognize the emotions in. The frustration, the irritation, all of the emotions. I read the question and was like, oh yeah, I recognize this. I recognize this tree. I've seen it before.

Dr. Andy Roark:
I went immediately to frustration. This immediately frustrates the heck out of me. Because I'll just tell you, my emotional reaction immediately is “why can't you just grow up and fix it? Talk to each other like you're not six-year-olds.” And that is the crotchety, immediate frustration [inaudible 00:08:33].

Stephanie Goss:
Old man, “Get off my lawn.”

Dr. Andy Roark:
Yeah, exactly right. Figure it out like you are not infants. And go on. And that is, I'm just being totally honest, with the emotional reaction I have, because I'm a human being and I have dealt with this many times. But it is wildly frustrating. And that's why it's worth talking about because it's easy to blow this up. And that's why headspace is so important.
And so when we talk about headspace guys, I want you guys to know I like to lay down headspace. It is not because I live in a zen world, it's because I do not live in a zen world and I need to get my head straight so that I don't blow my face off when I load into this.

Stephanie Goss:
So you don't come down the crotchety Clint Eastwood and yell, “get off my lawn.” Because that's how you're feeling in your head.

Dr. Andy Roark:
That's exactly what's in my head, is figure this out. What are you, seven? But that's not fair. It's not fair.

Stephanie Goss:
But it's human.

Dr. Andy Roark:
Well, to empathize with the leader you've got… Here's the thing, here's where this blows me up. This is where I get blown up as a leader, is I have 87 things on my plate. And I have some real fires burning, like real things that need to get fixed. And then I've got Donna and Dave and they're like, “Dave is not talking to me.” And Dave's like, “Donna's just being a nag.”
And I'm like, “Look at my face. What on my face says I'm excited to handle this and I have time for it? Do you see that on my face? Would you look at me, because it's not there. Because I don't.”
And it always gets dropped on top of things that are actively burning. And so the self-control part of this is so important because it really does. It really does needle. It really does needle me.

Stephanie Goss:
It is huge, and I'm going to tell you guys a story. At one point in the not so distant past as a manager, I hit a place where I was feeling really burned out and I was not my best manager self. And I was doing a lot of things very, very wrong. And I was having some conflict amongst my team. And like you Andy, I was like… I'm laughing so hard because I can picture my face, and you have given me the feedback that I have a very expressive face.

Dr. Andy Roark:
You do have it, an overly expressive face.

Stephanie Goss:
I do not have a poker face.

Dr. Andy Roark:
You need to tone down your transparency a little bit sometimes.

Stephanie Goss:
I do not have a poker face. And I will tell you. So I was really struggling with my team and I was really struggling with some of the tattling. And to your point, it would always be when there was fires flaming. And I could not control my face and I could not control the epic eye roll that wanted to happen the second somebody opened their mouth to start tattling on somebody else.
And so I rearranged my office so that my desk, my back was to the door. So that when they came to the door and started to tell me about the thing, I had a few moments to pull my face together so that they wouldn't see my face, which was not, definitely not my best manager moment. And at the same time I get it, and I empathize so hard with that.

Dr. Andy Roark:
First of all, sometimes we need a crutch. It's like if you can't control your face, then maybe you should face away from the door. Just at some point you have to accept that me trying to control my face is not working. I need help.
The other thing is when you said that, I imagined you doing that so that when they come in and go, “Dave is really is being a jerk.” You could slowly turn your chair around.

Stephanie Goss:
That was the other thing that I learned.

Dr. Andy Roark:
Like a high back Dr. Evil chair and you could just slowly turn it around and say, “What did you say?”
Anyway.

Stephanie Goss:
The ultimate passive aggressive physical behavior right there, but I will admit, I leaned into it because it's hard. It's really hard not to be frustrated by that. So I empathize with your statement of immediately going to frustration.

Dr. Andy Roark:
I think that's hilarious. I wouldn't do it. But the idea of your employees coming to you and saying, “Donna is making me crazy.” And then you just slowly turn your chair around away from them so that the high back chair is hiding you. That's funny.
Also, Stephanie's [inaudible laughter 00:13:07], is shaking.

Stephanie Goss:
Oh my God. We're off the rails.

Dr. Andy Roark:
Okay, so hold on. We are and we're not. Let me pull this back around to make the point. What happens is we're busy and everybody's busy, and things are stressful and tensions are high. And that is when the interpersonal relationships break.
So you're not imagining that these things happen when other fires are burning, it's because other fires are burning that these things are happening. It's the overall tension and hustle and pace that cause breakdowns in communication. It's easy to communicate when nobody cares and nothing is at stake, and we're largely bored and got more time than things to do. That's an easy time to communicate.
It's like getting along with your significant other on vacation. That's not super hard. It's getting along with your significant other when you're both trying to go to work and the kids are doing things and the bills are coming due, that's a different beast.
Same thing. And so anyway, I know that felt like a fun tangent, but it also is meant to make the point of that frustration is very real. And that's when people blow themselves up, is because generally the leader is stressed by the hustle and bustle. And the same things that are stressing these people who are communicating are also sitting on our shoulders, so now this feels like a new problem.
And unlike the fact of, I don't know how to get all these pet owners in, I don't know how to get people the raises that they want. You complaining to me about Dave is a very tangible problem, and there's someone who's responsible for it and they're standing in my office right in front of me. And so it's easy to take frustration out on this situation, and I've seen a lot of people get in trouble when they do it.
So the first part of headspace is recognize that this is going to come at an inconvenient time. It always comes at an inconvenient time. And it's just part of the actual underlying drama. First thing is recognize that frustration is a real problem that blows this thing up.
And it's not going to be like, oh, they're going to come to me when I have lots of free time and I'm in a good headspace and I'll deal with it then. Know that that's probably not going to happen. They're going to come to you this time. Okay, so that's it.
All right. Now, there's a significant headspace question that we really need to parse through that I think cause a lot of people problems. And it's separating out two similar but different things. So let me go ahead and put some pieces on the board.
So the first thing, whenever I have two people that are not getting along in the practice and they come to me, we have to talk about the Karpman drama triangle. And so Karpman drama triangle is one of my favorite things. But it's this dynamic, it's called the hero-villain-victim triangle.
And so whenever you have conflict in your practice, look, and you'll see three roles being played. There is a victim who is the person who is being wronged, and there's a villain who is the person who is doing the thing that they're not supposed to do. And there's a hero, which is the person who comes in and saves the victim.
Now, you need to know this if you're a leader, because people will try to graph you into that hierarchy. And you don't want to be there.
What happens often is the victim comes to you, the manager, the doctor, the owner, the medical director, and they say, “There's a villain.” And they want you to go vanquish the villain and save the victim. And that makes you the hero. And so you want to do it because we all like to be the hero. Don't do it. Don't do it.
Because what happens is you train people to be victims and you train them that you are going to be the hero who solves their problem. The answer to the Karpman drama triangle is it to make it a drama line, which is the victim is also the hero who advocates for themselves and works it out with the quote unquote villain. Who also believes that they're the victim and that the other victim is actually the villain. And you know how it goes.
But I don't want to be in this drama triangle and I need to be very wary about getting sucked in. And a lot of people are listening and just putting their hand on their forehead and going, “I am the hero. I am the hero all day long, every day.”
And what I'm saying to you right now is that's never going to end. That's your life. That's your job. Because you have trained people that you'll be the hero, like Batman. How tired does Batman get of that stupid bat signal getting turned on? How often is he like, “Why can't you people just solve problems for yourself?”
It's got to be every night. He's been going on call for years.
And I joke, but think about it for a second. Like, don't worry about it, Batman will show up. You are Batman. I'm Batman. But it's not as cool as you thought it would be. It's exhausting.

Stephanie Goss:
It's true. And I would actually say that I definitely put myself in that space in that instance that I was talking about, because I trained the team. So my thought process in the moment talking about headspace was, okay, if I solve this problem, if I play the mediator, if I help them figure this out, this will go away and I can do the 25 things that were sitting in front of me that I need to do.
But to your point, I just was training them that they didn't have the tools to do it themselves. And so then there was never not a problem. There was always something. And it was a very, very painful lesson for me to learn as a leader, to recognize this is my life and I have created this life. And now how the hell do I get out of this life because I don't want it anymore?
I do not want to be Batman. I do not want to wear a cape. I do not want to have to solve their problems. I want you all to be grownups and solve your own problems.

Dr. Andy Roark:
So clearly this is where the episode ends and we just say the answer is they have to figure out themselves, don't get involved. Right. Wrong. And that is the distinction that I'm talking about making.
Now, there is a distinction between going to people and sorting out their problems and being the hero that fixes the issue. There's a difference between being that and being the coach who works with people on how exactly to solve their own problems because they don't have the tools to solve them.
But I'm going to coach you on how to solve this problem so that I can then step away and you have the tools. It's like if someone comes to you and says, “I'm hungry,” and you say, “Don't worry, I'll go catch you a fish.” As opposed to saying, “Okay, I'm going to go with you and teach you how to fish and then you're going to catch your own fish.”
But you have to go with them. You can't just be like, “Just go find food for yourself.” That doesn't help them. But there is a difference. You can be the person who coaches on how to find food without being the person who goes and finds food every day for these people who are not fighting for themselves.
And so anyway, that's the subtle distinction. I think a lot of people, and myself included, when this happens and I get frustrated, I'm like, I'm not fixing this problem for you, fix it for yourself. Because I don't want to continually be involved in “Dave won't tell me where he put the toilet paper and it's not where it's supposed to be.” Whatever the issue is.

Stephanie Goss:
How about “Dave didn't put the toilet paper roll on the roll holder.”

Dr. Andy Roark:
That's what it was, okay. But here's the thing. For headspace, you have got to frame this problem correctly. The problem cannot be, “Dave didn't do what he was supposed to do with the toilet paper and I need to fix it.” The problem has to be “Carol and Dave are not communicating, and I'm going to fix the Carol and Dave communicating problem.” And then the toilet paper, which is not a real problem, it's a symptom of the other problem which is communication, that's going to go away. And all the future symptoms are going to away.
Because if you keep focusing on what they're complaining about, you're playing whack-a-mole with symptoms that keep popping up again and again and again. And they will never end until you recognize the real problem is not that Dave parked in Carol's favorite parking space, it is that they don't know how to talk to each other and there's no end to the conflict they're going to have until they figure out how to talk to each other.
And that, my friends, that is a finite problem that you can involve yourself in, that you can set deliverables and timelines and metrics on. And you can attack it like a project, and you can do it and you can have it done, and then you can make it clear that the project has moved beyond your hands and they now have the skills to solve their own issues. And you can be out, but you have to recognize the distinction between those things or this is going to feel like a hopeless, frustrating thing.

Stephanie Goss:
Yes, and I think part of it from a headspace perspective is recognizing… I liken it a little bit to being a parent and that your job is never done. And I think one of the mistakes that I made from a headspace perspective was thinking, okay, if I teach them all these skills, then at some point I can brush my hands and walk away and I won't have to deal with the problems.
And you're spot on, that when we teach them how to communicate, then the job becomes significantly easier. And I think that need to be a coach sometimes is never going to go away.

Dr. Andy Roark:
No, never.

Stephanie Goss:
And I think that there are a lot of people who lean into, oh well, if I teach them these things, then I won't have to do this part of the job. It'll take care of itself. And the reality is that's part of your job. It will always be there. There will always be the need to be the guardrails and be a support system. And there will be times where you will have to say, what are your tools? Let's review them. Let's go through this. Because it's like being a parent. It never stops. It's always there. Even when they grow up and leave the house, you're still worried about it.

Dr. Andy Roark:
Well, when we were talking earlier, so you and I started off this podcast and we were talking about having a potty mouth. And how sometimes it gets bad and sometimes it's not so bad. And then we talked about the frustration that you feel when people come and they're like, they're having this problem, and it's really easy to not be kind or to be really angry.
And sometimes we're in a good headspace and we just handle it. And I was really thinking, you know what's true? And I was trying to be really honest at the beginning and say, “I have 100% screwed this up.” And I do these headspace things because I have to get into this headspace. The analogy now that I'm thinking about it is a lot of management, a lot of people management, a lot of leadership, a lot of communication, it's like eating healthy.
Where you can get into the habit of it and it's good and you can know all the things, but eating healthy every day all day is really, really hard.
And most of us, we have times when we're doing a good job and we're eating healthy, and then we have other times when we're not eating, we fall off the wagon a bit. I think that that's leadership and I think that's honest. And the idea that we're going to do this and then we're not going to have to manage anymore, that's like saying I'm going to eat healthy and then I'm not going to have to worry about it anymore.
It's like, no, it's an ongoing constant thing that you're going to have to pay attention to and you're going to have to have some discipline. And you're going to fail sometimes, and you're going to have to not beat yourself up. And get back up and just say, “Hey, I'm going to get back on to eating a little bit better.”
Same thing with our patients and our people. It really never goes away. And I think that's good in setting expectations so that we can be kind to ourselves.

Stephanie Goss:
Yeah. And I think the other piece of that from a bright light perspective as a leader is that the good news is is that when we actually take the time to tend and nurture this and we teach the team the skills and they become over time masters at those skills themselves, you create that cultural foundation where now instead of you being the person who has to do all the teaching, now you have multiple teachers who can help bring new people into the fold and teach them those same skills. And now it's not all on your shoulders.
And so for me, that was the driving force for me. It's like I don't want to have to be the only one to do this anymore or feel this way. I want to be able to teach them, not only these two who might be having the problem right here, right now, I want to teach them those skills, but I want to create a foundation where the expectation from within the team is we are going to use these skills and they are going to help create and drive that culture moving forward.

Dr. Andy Roark:
Well, and that is the positive. I don't want anyone to think that I'm saying you're on a hamster wheel, and you're going to work really hard at being a good leader and good communicator and a good listener, but ultimately it doesn't go anywhere and it never gets easier. And you're always going to be struggling.
You're always going to be working hard. I heard this thing recently that I really like, where life is uncertainty, pain, and hard work. And it just is, and it never goes away. And that's always part of it. And I do think that that's important for just to recognize that that's what it means to be alive. And at the same time, when you do a good job in these regards, when you eat healthy, if you will, ultimately you build healthy habits in your team and people around you. And you train other people how to treat each other.
And so when you fall off the wagon, it's not that big a deal cause other people didn't. You know what I mean? It's not systemic. If you have good relationships with your people and you've trained them to be autonomous and you've trained them to be responsible and good communicators, and then you have a bad day, the wheels aren't going to fall off. You have a bad month, you have a bad quarter, you have a tough year, which some of us have tough years. If you have manifested your values for long enough and you've got good people, and got them to buy into how we treat each other and our values, you can have a bad year.
And that doesn't mean you're a jerk every day, but it means you have hard days. Things won't fall apart. But you have to build that and you build that with a consistency.
So anyway, that's where I want to try to get my head in this is I don't want to blow my face off by getting really frustrated. This is probably going to happen when other things are happening and when I'm already stressed, it just is. That's not imaginary, that's how it is. And I need to accept that this is not the Karpman drama triangle, because I'm not going to fix their problem. I'm going to figure out what the underlying issue is, which is communication.
And I'm going to coach them and help them solve their own problems. But my part, I'm going to go in, I want to fix this issue, and I'm hoping that it's going to stay fixed. And I know that there's going to be breakdowns, there's going to be setbacks, there's going to be times that we may still need some attention on this problem, but for the most part I really want to try to address this as teaching them how to fish for themselves as opposed to me showing up every day and fixing problems and feeding them.

Stephanie Goss:
Yeah, I love that.

Dr. Andy Roark:
There's a lot of food metaphors going on right now, and they're mixed. There's some fishing.

Stephanie Goss:
My stomach is healthy growling. You're making me hungry.

Dr. Andy Roark:
I know. It's like you go, “Oh, is fish health food? Is that what he's talking about?”
It's not that deep. I'm mixing metaphors. I'm sorry.
Okay, let's take a break here, and then we're going to come back and let's talk about how we actually do this.

Stephanie Goss:
Okay, sounds good.
Have you done it yet? Have you headed over to the Uncharted website? The one that's at unchartedvet.com/events, and have you clicked on that link for the April conference?
If you haven't, friends, you need to head over and click on that link, and then you need to hit the register button. Because I want to see you with us in sunny Greenville, South Carolina.
In less than 80 days, we are going to be diving deep into tackling internal communications this spring. We want to talk about how do we improve our communications amongst our teams in a whole myriad of ways. How do we set boundaries? How do we have conversations about affordability of pet care and communications outwardly towards our clients as a result? How do we use language and maybe think about changing some of the language we're using to have better communication as a team?
Just previews of some of the awesome stuff that we're going to be talking about. So if you haven't done the thing, if you haven't put your fingers to your keyboard and typed unchartedvet.com/events, go do it now. Because I have hugs waiting for you in Greenville and you should not miss out on this.
And now back to the podcast.

Dr. Andy Roark:
All right, so let's go back and let's get into having this conversation. So we need to help these guys communicate with each other.
And you do this really well, Stephanie, as far as setting ourselves up for success and having conversations that are going to work with people. The first thing that you need to do, and this is where a lot of people get it wrong, be intentional about the time and the place that you do this. And it is really easy for, Dave comes in and goes, “Brad's doing the thing again and he won't stop.”
And I go, “Damn it, Brad.” And I jump up, I spin around in my chair, then I hop up, I charge out. And I go, “We're doing this now.”
And of course, Brad's trying to actively do something and this is no time to have this conversation. And it's a delicate conversation and I'm defusing a bomb with a hammer and then I make it worse. And then somebody's feelings are hurt and they feel unappreciated and unheard.
And then I got to sort that out before I actually get into trying to fix this going forward. I've literally made another problem for myself. And anyway, if this sounds like the voice of experience, totally not, I've never done anything like this. Never had an issue or a setback like this at all.

Stephanie Goss:
Oh man. Okay, so I love where you're going with this. I would love to take one step back from a starting point perspective and say, so the question was do we mediate? Do we let them talk it out themselves?
And I think where you're going is how do we teach them tools while mediating to get them to communicate with each other?

Dr. Andy Roark:
Yes.

Stephanie Goss:
And I would say, I think one of the most powerful lessons that I ever learned about coaching and being a leader was the value in stopping, what you were saying, taking not right now, but still engaging with them. And so now the most useful tool for me is when someone comes in, I give them my attention.
So it is an interruption to me, but I'm going to give them my attention and then I'm going to ask them, did they have the conversation with the other person?
And now our colleague from the community said they've acknowledged that they're not talking to each other. But it is very powerful and impactful for me to be able to ask my team, “did you talk to the other person already?”
Because when they say, “No, I did not,” or, “No, I'm really mad and I can't talk to them about it right now.” Cool, let's talk through what you might want to say and how you might want to say it so that you feel prepared to have that conversation.
Because I think that for me, jumping into the mediating didn't remove me enough from the Karpman drama triangle. I was still jumping into hero mode because I was jumping in to help them solve the problem. And yes, I was doing the thing and teaching them the communication tools and ultimately making it better, but the road was significantly longer to get there because I was still trying to jump into that hero role and solve their problems.
And so I think one of the most powerful tools is recognizing that this can be a coaching opportunity one-on-one before it moves into a coaching opportunity you with the two of them together.

Dr. Andy Roark:
Oh, interesting. Okay, I have to think about that. I hear what you're saying. I think my take would be, so the two options given were, do you let them work it out? Do you mediate the issue? And the answer to that is neither. It's neither.
You don't just let them go and work it out, because if they don't have the tools.

Stephanie Goss:
They won't work it out.

Dr. Andy Roark:
They're just going to damage each other more and it's going to get worse.
Mediating the issue of Brad parked in my parking spot, that's not of interest to me either. So in my experience, and you're not wrong. I guess it's probably your personal style. I have to think about it a little bit. I think for me, my take would be I'm going to bring them together and lay the foundation of trust. And I'm going to work on trust and start with ways of working, and then follow those with individual coaching as opposed to doing individual coaching and then bringing them together.
I don't think you're wrong. I think it's what you want to do. Let's explore this a little bit more and I want to figure out where our ideas differ here.
So for me, I want to bring them together and work on them. They're going to have to have this conversation. And so for me, time and place. I want to make sure that when we have this conversation of how are we working… It's a ways of working conversation. But when we have our ways of working conversation, do we have enough time? It should not be in between appointments. It should not be 15 minutes before the start. There should be some time.
And then also it's the place. I want to set them up for success, which means I really don't want other people walking in. I don't want other people coming into the conversation asking what's going on, things like that. This is an awkward conversation to have in a break room. You don't want to have it at the front desk and other people are walking up. The manager's office feels intense to me. I would get them out of there.
I would send them to Starbucks. Our friend Brian Conrad always did that. He would just send employees who are having problems together, he would send them, he'd give them a gift card and send them to Starbucks together. And tell them not to come back until you got this figured out.
And so I do think that there's value in get them offsite, get them out of there. They can be punched in because they're working through issues, but make sure they have time and make sure that they're in a place where they can focus and talk and not feel stressed out.
So that's the first thing that I would lay down to start getting my head straight.

Stephanie Goss:
Yeah, I agree with all of that. I think that you want to lower the stakes. They're already frustrated with each other, that's the reason that they came to vent or tattle or however it felt in your mind. That's the reason that they came to you in the first place is because they're frustrated. And so being intentional about giving space to be human and whatever that looks like, but lowering the stakes for them.
Like nobody's in trouble, we're just going to have a conversation. Because you guys need to figure out how to work together, because the reality is you're both employees and I value you both. And I want you to both be here, and we've got to figure out out a way to make this easier for both of you because you're frustrated, you're frustrated. I don't want to be frustrated, so I'm willing to help you. And we have to change this.

Dr. Andy Roark:
As I think about setting this thing up and going in and what I would say, I think I changed my position. I think that I do agree with you. I think what I would say to them before they had this meeting, I think my intention before this meeting would not be to coach them necessarily, but to try to get them to empathize with the other person.
And I would say, “How do you think Carol feels about this?” Or, “If I brought her in, what do you think she would say? How do you think she's feeling? What would her frustrations be?”
And I think that those are really valuable questions to ask one-on-one separately, because if they go into this meeting in a more empathetic headspace, I do think that you're loading the deck to be more successful.
And so when we first started talking about it, I'm like, how would I coach them before they talk to each other? Now, I think you're right, but I wouldn't aim for this is what we need to do. But I think my thrust ahead of time would be to talk to both of them and try to help them empathize with each other. And then if I can get them to empathize, then I say, “Let's get together and let's talk this out.”
And if I can bring them together in an open mind frame instead of having them come together with their arms crossed, I do think that that probably sets it up as successful. I think that you're probably exactly right, that that's a worthwhile investment of time before the meeting. I think that's a good call.

Stephanie Goss:
So part of it is in what you asked them to talk about. And so I think part of it for me is yes, what is bothering you? And getting to the root of it and figuring out, what are you actually upset about? Because a lot of the times the thing, it's a symptom, like you were saying. It's not actually the thing that you're frustrated about or upset about. And so getting them to ask themselves some questions, one of which I love what you said, one of which is what else could this possibly mean? What else could possibly be going on?
Is it possible that Carol lost her keys when she was trying to get out the door this morning and then she had a flat tire, and she has had a horrible morning and she is just in a really horrible mood? And so her response to you had nothing to do with you at all, but just was a byproduct of how horrible her morning was.
Can we get them into the empathy place? And the best question for that is what else could be going on? But also the secondary question to that is what story have I told myself in my head? And I think that's a big part of the communication toolkit for me, is recognizing, because we talk a lot about assuming good intent. And I think you can't assume good intent until you ask yourself, what am I actually thinking? What story am I telling myself here?
Because usually it's not one that starts with assuming good intent. Usually we're assuming wrong on behalf of the other person. And so getting them to think about what are they actually upset about, but also is it possible that there's something else going on here?
Could they hallucinate a place where there is an alternate reality, where it is happening and it has nothing to do with them? Because that's going to get them into a head space where they are more open-minded and they are more willing to empathize with the other person. And you can't problem solve with somebody until they have the capacity to get past the emotions that they're feeling.
And so sometimes it's having that conversation with them and sometimes it's like, oh, okay, you're really upset about this. And I'm here, we can totally vent about… This is a safe space. I want to listen to you and I want to actually help you solve this problem. And so if you need to call a timeout and you need to walk away from this, especially when team members are really angry at each other, there have definitely been times where I'm like, let's take a break and let's come back to this afternoon or tomorrow morning.
It's okay that you're mad. And this has to actually become actionable, so I want to help you do that. And you can't do that when you're amped up and you're in your feelings. And so I think getting them to think about that, to move them eventually towards the place of coaching in terms of what do you actually want to get out of this? How do you want to solve the problem?
And I think that kind of conversation, especially in the beginning when you're teaching everybody these skills, I think that's where it really has to start. Because it's so much more of an uphill climb to try and make that journey together in a group of three or a group of four than it is one-on-one. Even though you're repeating the process with them each individually, it's more time on your part as the leader. That has just been easier for me to do that kind of one-on-one with them.

Dr. Andy Roark:
So to restate this point maybe a different way, make sure we're on the same page. So I am on board 100% with having the conversation ahead of time. My goal in this conversation is not to convince them that they're wrong. It is to make them question if there's more to the story and to think about how the other person… They might not be a ruthless villain, they might also have a point. They might have a perception of the events, because they don't know things or maybe because they see things differently or how their experience is.
And so my point is not to make this person say, “Yeah, it's probably my fault.” It's like, nope, I just need to introduce the doubt, and make them say maybe this person isn't bad and maybe you guys just aren't communicating well.
And then that's where I would take it into a come together point. And so the way that I would do this in my mind is that encouraging, almost demanding that we assume good intent about people.
And say, “Hey, it doesn't sound like you're allowing good intentions on their part. You're assuming the worst in some ways. And how might this be a noble intention that's being misunderstood?”
And then I would set the time and the place, and say, “Let's go ahead and do this.”
So coming into this meeting, and I would bring them together. And then what I would probably do again, I'm saying this is a nagging problem. These people are not getting along. I'm assuming they've exhausted basic work it out strategies. For me, this meeting has the following agenda. And this is not something I would share with them necessarily, but for me it is.
I'm going in, the first thing is I want to state clear objectives. This is not a hangout session, it's not a therapy session. This is about us coming together to talk about how we're working. And I want us to figure out how to work together effectively and get along. And the way that I talk is going to be future facing. I'm not going to talk about what happened yesterday. I'm not going to talk about Brad and the toilet paper incident from two weeks ago.
My goal is not to be the judge of the case from last week. I'm not interested in that. I want to come along and talk about going forward, how do we communicate with each other? What's causing these issues so that we can not have them in the future. I'm not interested in guilt, I'm not interested in a fault, I'm not interested in justice.
And that's it. And I will be upfront about that. I'm going to pour a lot of praise on both of them and say, “You guys are great. I really want you here. I want you guys to work together.”
And so clear objectives, forward facing conversation. I'm going to start with the why. And I'm going to say we are here because you guys are both great. And I like you both, and I want you both to be part of our team. And I need you guys to get along and be able to work together.
And without me coming and being consistently involved, I can't be the referee for you guys. And so start with why. And beyond that we're going to move into commonality and values. And I'm going to start to say, “Look, you guys both do such a good job in these ways and you work so hard, and you're both a great fit for our practice. Because these are our practice values and you both have those values or serve those values. This is our mission and you guys both pursue that mission. You're part of the team, you do great stuff. How much you care is absolutely obvious for both of you.”
And what I'm trying to do is build this framework so they go, “Okay, I don't get along with this person, but we're not entirely different. And we do want a lot of the same things and we both want very similar outcomes at the end of the day. We both want to have a good place to work. We both do not want to be stressed. We both don't want to have to watch our backs all the time. We both want to believe we're making a difference for the pets that come in. We both want to believe that we're providing a good experience for pet owners who need us. We have a lot in common.”
And what I'm really trying to do is make the division between them feel small compared to all the things they have in common.
And so those are the things that I start laying down as I open this conversation up. And so just you know, this is what mediation with Andy looks like. What are we doing here? How are we going to go forward? I don't care about what happened in the past. I'm not going to tell them I don't care. But I'm going to say, “Look, the past is done. It's behind us. I want to go forward.”
And then I'm going to talk about why I want to go forward, it's because I think you guys are great. I'm going to talk about the values that we all share, the things we have in common. And I want to talk about those things, and that's why we're here. And so that's how I'd set this thing up to open it up. What do you think about that?

Stephanie Goss:
Yeah. No, I love it. I think that it is a great framework. And like you said, it doesn't have to be an agenda that they both have, but I think you have to try and work them towards feeling heard and then work them towards finding the commonality between the two of them.
And sometimes the reality is I don't have to like everybody that I work with. Sometimes you have people that you work with that you actually don't like, and that doesn't mean that you don't care about each other. Because if you both care about the work that you're doing, there can be commonality in that. And so the reality is even if you don't like them, who they are as a person, and I can't imagine a place where you or I or any of our friends would have people on their team who truly were horrible people.
That's not what we're about. We're about having good culture. And so the reality is if somebody is truly doing something that is malicious or has the intent to be mean or harmful, that's the stuff, that's my lines in the sand. That's my I'm not going to tolerate that. So I think we're not talking about that. We're talking about two people who do care about what they're doing, and maybe even about each other.
But even if they don't like each other, they still care. And so there is that commonality. And so I think finding that middle ground where they can recognize, “Hey, look, I that you wouldn't intentionally hurt my feelings or that you wouldn't intentionally be mean to me, but yet when you did this thing,” and actually calling out, what are we actually upset about?
So that's where that pre-work comes into play for me is what are they actually upset about so that you can work them to that place, like you said, of leaning into the commonality and the values to solve the problem, which is okay, is this an instance where we just have hurt feelings and you both need to resolve your hurt feelings? Does somebody need an apology from somebody else?
Is somebody actually doing something wrong? Is a job not being done? What is the actual issue and what do they both need to resolve that issue? And that for me as part of that pre-work is figuring out what is actually going on here and what do they need? And that's a very personal thing, because there are times where I'm like, I am not going to ever feel good about this situation if I don't get an apology from this other person.
If I'm mad at you, Andy, and I might be like, “Dude, I'm not going to feel good about this situation until Andy gives me an apology.” And there are plenty of times where I'm like, oh, I just need to feel like Andy sees that he hurt my feelings and then I move on with it. And it varies situationally and it changes every time.
So part of it is asking them, what do they actually need to get out of this? How do we resolve this? And making it actionable on their part in terms of how do you guys want to solve this problem? I'm not you, it has to be something that is going to work for the two of you. Because ultimately once you find that commonality, you have to drive it forward. And I love your approach of it all being future facing.
And so how do we move forward from this? What does that look like? How do we work, to your point, how do we work together? What are those ways of working? Do we need to put some rules in place for how we communicate with each other? What do we need to resolve this situation? And I think there are tools from a communication perspective that we can teach them that help with all of these things, teaching them how to actually give apologies to each other.
The reality is we are taught as children how to say the words I'm sorry, but we don't actually get the knowledge and the learning, most of us, for what actually makes up a good apology. And how do we do that without… You can apologize, it's one of my favorite things to talk about is you can apologize always. There's never a situation where you couldn't apologize for the impact that whatever happened had on someone else.
It doesn't mean that I think I'm wrong. It doesn't mean that I am even taking it back. Although lots of times want to hear how I've made another person feel, I'm like, “Oh gosh, that was not my intention. I did not mean that. I truly am sorry.”
And at the same time, there's also been times where people have been hacked off and I'm like, “Oh dude, that was not my intention. I'm sorry that you felt that way. And I don't think that what I did was wrong.”
It doesn't mean that you're acknowledging you did something bad, which is something that I had to learn. You don't learn that in communication as a child. And so I think that's part of it for me is teaching them those ongoing tools so that they can start to recognize how they create that relationship together, even if they don't actually like each other, because they don't all have to be friends.

Dr. Andy Roark:
Yeah, I completely agree. I think where we go after, so the commonality groundwork stuff is 100% dependent on what's going on. And I completely agree with you. I don't know how to make a structure to say, “And then you say this.”
I really like your idea of what's going on? What do we need to go forward? I will tell you there are a number of tools that can make this conversation so much easier. And I'm not saying you should have all of these, but you can. A few of the tools that I like and have had a lot of success with is we use DISC in Uncharted. Sure. We used it for our employees and Stephanie teaches it in some of our communication training stuff.
It's a thing that we use to help people work together. And we use it in exam room training and communication training. If you are having team members that are having hard times communicating with each other, DISC is great.

Stephanie Goss:
Super helpful.

Dr. Andy Roark:
It's generally very affordable. It's a staff meeting. You can do it in a staff meeting.

Stephanie Goss:
Because it's not about right or wrong. That's what I love about DISC. It's not about right or wrong, it's about how we feel and learning how to take how other people receive information and change what we're doing to have a better approach. It's not a negative thing. That's part of what I love about it so much.

Dr. Andy Roark:
That's exactly right. Everyone's got different communication styles, and I feel like you can use DISC to unlock a lot. If you have that doctor that is just dominant or just bulldozes people, that person may be a high D personality. And if you say, “Hey, this is what you are and this is what other people are, and this is how they communicate and how they like to be communicated with. And because of that, they see you as an intimidating person or they're feeling bulldozed by your communication style.”
And then you can also say to the person who feels bulldozed, “Hey, you're not wrong. This is the style this person has. No, it's not because they don't like you. It's not because they think you're stupid. It's because this is their communication style.”
And that doesn't mean that's okay, but it does mean that this is where they're coming from. And it's a nice tool to open those conversations up about why we communicate in different ways. And so DISC, D-I-S-C, you can find it and check it out, but we use it for Uncharted in our team and we use it when we teach exam room communication stuff.

Stephanie Goss:
And I love, because it takes… When you have two people who have different communication styles, ultimately it goes back to what I was saying, which is how are we going to move forward? When you look at DISC and you look at the different styles, you learn, how do we meet in the middle, somewhere in the middle. Maybe it's more one-sided than the other, but how do we both move from where we are to move forward in the future?
It's like how do you take those differences and make something new with it? And I think it goes along with how do we solve this problem? How do we meet in the middle? And I think it's a super, super helpful tool.

Dr. Andy Roark:
The second tool I'd put out here is languages of appreciation. Being able to get positive reinforcement that other people feel, that's an important part of building a relationship. If nothing that you say to the person is seen positively, if you can't make them smile, then you're always starting at neutral. And it's really easy to go down, but you don't know how to make it go up. You don't know how to gain brownie points in that person's eye if you don't know how they like to be appreciated.
And so just having a general way in your staff where you try to assess how people like to be appreciated, it's just a smart investment. It's part of onboarding. I really like it a lot. And Stephanie and I have talked about this a number of times in different episodes, but it's questions like, tell me about a time that you felt really celebrated.
Tell me about a time that you felt really appreciated for a job well done. What did that look like? And I'm trying to figure out, is this an affirmation person? Is this a gift person? Is this a service person? Meaning if you want to make me feel appreciated, jump in and help me. My wife and I have two very different styles. I am a verbal affirmation person. I want you to tell me I'm doing a good job. And my wife is a service person. She wants you to jump in and help.
And I can't tell you how many times early in our marriage, I'd be like, “You're amazing.” And she's like, “Why don't you shut up and help me?” And not really that, but that was basically what it came down to was I am pouring out verbal affirmation for her, and all she wants is for me to come and be involved in the project that she's doing so she can get done.
And it's funny, I'm like, “Oh, I'm happy to do the work by myself. I just want you to tell me that you appreciate me and I'm doing great, and I'm awesome.
She's like, “I don't need you to tell me I'm awesome. I need you to come and help me do the thing, because that shows me that I'm appreciated.”
So anyway, I just used that as an example of different styles. And so anyway, languages of appreciation, if you're interested in that stuff there's a book called Five Languages Of Appreciation In The Workplace, and you can check that out.
But I do like to ask the staff how they like to be appreciated because that can help us to appreciate each other. And then the last thing is a good old fashioned ways of working conversation or a ways of working tool form kit thing, thingamajig.
Yeah, it's not a formal thing. This is a thing you make yourself. But basically it is worth the time to ask people, how do you like to receive feedback? What's important to you a when you about… When you do a good job, how do you want to hear about it?
If someone wants to give you feedback, how do you like to get feedback? Do you like to just get it directly? Do you like to have it come later on? What are the expectations that you like to have in and around your work and around how we communicate? And again, that plugs into the disc thing as well, but I just think anything that we can work on and just say, “Do you want to have one-on-ones? Do you like to have check-in meetings? How do you feel engaged? How do you feel informed? How much oversight do you have? How much do you like people to check over your shoulders?”
Things like that. If you can get some sort of a sense of how people work, a lot of times their ways of working can be very different. And you end up with someone who says, “I love when people check after me. I want to make sure I'm doing everything right.”
And you have someone else who says, “I hate when people check up after me. Just tell me what you want from me and leave me alone.” And those are not wrong. They're not bad people. But when we have someone who says, “I really like to have people check up on everything I do.”
I go, “Okay, how do I get this person to be able to work more autonomously so we don't have to do that?” And people who say, “I never want to be checked up on, how do I get this person to understand, I don't want you to go too far off the rails before anybody notices and comes along to have to make adjustments about things that maybe you just didn't know about.”
And so anyway, if I don't know that that's how you'd like to work or what your ways of working style is, it's really hard for me to help you. And so having those conversations ahead of time can be valuable.

Stephanie Goss:
Well, and I think it's really important, because they're all tools that help them develop empathy for one another, that you're asking them to look at things that help find the common ground. And imagine a place where they could put themselves in the other person's shoes, which is honestly the best tool that I have ever found for getting them to communicate better. Is what does middle grounds look like and how do we get there? And so I think all of those are great resources, because you got to get them to be able to empathize with each other.

Dr. Andy Roark:
Yeah, I completely agree. And so that's what that conversation looks like. It's definitely, I'm not trying to get to the bottom of it. It really is, “Hey, so how do we go forward and communicate? And what do you guys need from each other?”
And honestly, at this point, I might leave the meeting and be like, “Hey, I want to leave you guys here. I want to let you guys just talk it through how you work together, what you need from each other, how you can be happy working together, how you guys can respect each other and collaborate? And when you guys get it all worked out or when you feel good and you guys feel like you have a groundwork for being collaborative and being happy together, then come on back.”
And at that point, because they do need to work through it on their own. And I don't want to be there holding their hand until the end. But I can facilitate this, get it started, talk about why we're doing this and what we need. Give them some tools, and then step away and let them work on it and work on how they want to communicate and how they want to work so that they feel good. And anyway, that's how I would set it up.

Stephanie Goss:
I think the two last pieces that go with that is then you have to know that there're going to be slip-ups; we're human. And you're not going to jump from radical miscommunication to perfection. And so recognizing when there are slip-ups, being able to come back to the foundation that they created together and remind them, “Hey, we talked about this before and this was what you guys agreed you were going to do. Have you done that thing?”
And then the last piece is you got to catch it when it's going good. And so it becomes your job as the leader to start to pay attention to this and call it out. And with the hope that they get excited about the wins. And that's the real Yoda place for me is when they come tell me, “Hey, this thing happened today and instead of getting pissed off at each other, this is what we did to solve it. And I just wanted you to know.”
Because when they feel proud of that, and that comes from training like we would any other simple animal, which is rewarding when the good happens. And so I think that as our job is not just to give them the tools and then walk away, and go, Jesus, take the wheel. That's not how we operate. We have to be able to say, “Hey guys, you guys did a great job today. How do you think this week went?” And have those follow-up conversations to keep that the good ball rolling.

Dr. Andy Roark:
Yeah, I agree. All right, guys, that's all we got. I hope it's helpful.

Stephanie Goss:
Have a great week, everybody. Take care.
Well gang, that's a wrap on another episode of the podcast. And as always, this was so fun to dive into the mail bag and answer this question. And I would really love to see more things like this come through the mail bag.
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 mail bag at the website. The address is unchartedvet.com/mailbag, or you can email us at podcast@unchartedvet.com.
Take care everybody, and have a great week. We'll see you again next time.

Written by Dustin Bays · Categorized: Blog, Podcast · Tagged: behavior, culture, management

Feb 01 2023

This Clinic is ALL Drama

This week on the podcast…

This week on the Uncharted Podcast, Dr. Andy Roark and practice manager Stephanie Goss are talking through a mailbag letter from a colleague who joined a new practice that seems FULL. OF. DRAMA! There are cliques, there is standing around, there is setting others up to fail and this doctor is wondering if this is just a lost cause or how they possibly begin to tackle this place and make it a more positive, less dramatic place to work. This was so much fun for Andy and Stephanie to debate through. Let's get into this…

Uncharted Veterinary Podcast · UVP – 216 – This Clinic Is ALL Drama

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


Do you have something that you would love Andy and Stephanie to role-play on the podcast – a situation where you would love some examples of what someone else would say and how they would say it? If so, send us a message through the mailbag!

We want to hear about your challenges and would love to feature your scenario on the podcast.

Submit it here: unchartedvet.com/mailbag


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If you've ever been misunderstood through text messages – this workshop is for you! Using digital communications like email and text is without a doubt extremely efficient, but written messages can often be misinterpreted. There is also a perception that text communications feel less personal. This doesn't have to be the case!

In this workshop, Maria Pirita will be giving you techniques, tips and tricks that will take your texting to the next level! You will learn the benefits of text communication, a comprehensive list of do's and don'ts when texting, and formulate a protocol that can be adopted right away in your practice.

When: February 15, 2023, 8-10 PM ET/5 – 7 PM PT

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Episode Transcript

Stephanie Goss:
Hey everybody, I am Stephanie Goss, and this is another episode of the Uncharted podcast. So, this week on the podcast, Andy and I are tackling a question from the mailbag. We got a letter from someone who joined a new hospital and is on the struggle bus about how much internal drama there is amongst the team. There are cliques. There are technicians and people on the team actively avoiding doing something while waiting for quote-unquote, “The other person to see if they're going to do it. And then they come running to me or to another doctor to complain about how X person didn't do Y task. It makes me want to pull my hair out,” is what the email said. And I can understand that because, oh boy, this does not sound like the kind of place that I would want to work.
And this vet has great intentions and they're like, hey, is this a thing that I can fix? Is this a lost cause? How do I tackle it? We talk about the details and more about their mailbag letter. This one was so much fun, even though it was full of drama. Let's get into it, shall we?

Meg:
And now, the Uncharted podcast.

Dr. Andy Roark:
And we are back. It's me, Dr. Andy Roark and Stephanie “I'm going to start some drama, you don't want no drama” Goss. No drama.

Stephanie Goss:
Drama llama for your mama. How's it going, Andy?

Dr. Andy Roark:
It's good. I don't get to say enough lyrics from My Humps by the Black Eyed Peas. And so, when that came into my head, I was like…

Stephanie Goss:
You were like, “Yes.”

Dr. Andy Roark:
What is that from? Don't start no drama, what's…oh it's My Humps. That's what that is. It's in the dusty, cobwebby corner in the back of my brain lives Fergie, My Humps and Fergalicious. That's where that lives. It's like it's when songs come into your mind and you're like, why is that there? I can't … Of all the things I can't remember. Why is My Humps just, is permanently etched into the walls of my brain?

Stephanie Goss:
Oh, I love it so much.

Dr. Andy Roark:
Oh, good gosh. I have a story for you.

Stephanie Goss:
Oh yeah?

Dr. Andy Roark:
Oh, my God, I have not…Yeah, I have not gotten to tell you this story. All right, so you're going to love this. So I'm at the grocery store with Alison, right?

Stephanie Goss:
Okay.

Dr. Andy Roark:
And we have got a full cart of groceries and we're leaving the store and it's like 10:00am on Saturday morning. So the grocery store is fairly empty.

Stephanie Goss:
Oh, okay.

Dr. Andy Roark:
And so, I'm pushing the car and Alison's with me, and it's loaded with groceries. And we go out the sliding doors, and as we go out into the empty parking lot, this lady with her cart gets behind us and she's following us out of the grocery store and out of the sliding glass doors into the parking lot. And I'm just driving my cart right down the middle of the parking lot lane, and she's just walking behind us.

Stephanie Goss:
Okay.

Dr. Andy Roark:
And we have the meat in the plastic bag on the bottom shelf, you know what I mean, of the cart down by the ground?

Stephanie Goss:
Yeah.

Dr. Andy Roark:
And it starts to slip off. And Alison says, hey, wait, we're losing our meat. And so, I said, oh, and I stopped. And when I stopped, Alison went to fix the meat and I heard the shopping cart behind me stop. And so, the woman who was following us through the parking lot stops when we stopped.

Stephanie Goss:
Instead of going around you?

Dr. Andy Roark:
And then Alison went to fix the meat. No. It's an empty parking lot.

Stephanie Goss:
I know. That's what I mean, so instead of going around, why is she following you?

Dr. Andy Roark:
She stopped, she just stopped. And so, I waited a moment and then I turned around and I looked at her and she was standing behind me with her cart, and I kid you not, she rolled her eyes and went, “Ugh,” like that.

Stephanie Goss:
I have so many questions. This is like the people, the time that you were at the beach, who came and sat down right in front of you at the empty.

Dr. Andy Roark:
Exact [inaudible 00:04:00] yes!

Stephanie Goss:
So many questions. A, why was she following you? B, why didn't she just go around you? It's, why, oh, I don't understand people. I don't.

Dr. Andy Roark:
There was a commercial that I saw, it used to come on, I don't remember what it was for anything, but these people were on the escalator and the escalator just stopped halfway up and they just battered down. And they were like, I guess we'll have to wait until be rescued. And it's an escalator. They could just walk…

Stephanie Goss:
Walk right up…

Dr. Andy Roark:
But they're like, who's going to come for us? And that's what I thought of as this woman just stopped and rolled her eyes and grunted. And I got in the car and I said, Allison, should I have pulled over? And she's like, it's an empty parking lot. And we're pushing a shopping cart.

Stephanie Goss:
Right.

Dr. Andy Roark:
We weren't even a car.

Stephanie Goss:
It's not like you were walking down the aisles.

Dr. Andy Roark:
No.

Stephanie Goss:
And you stopped in the middle of the aisle where you can't go around people depending on how narrow your aisles are, there's lots of grocery stores where…

Dr. Andy Roark:
It's a solid three acres flat paved surface. And she's standing behind me going, “Ugh”. And rolling her eyes. And I was like, what is this world? And then I thought, I was like, what experience in life has this person had where she's like, now I'm stuck here behind this a-hole. That's great. What am I going to do about this? I have places to be like…

Stephanie Goss:
Oh ma'am, it's a parking lot. Just go right or left. Doesn't matter. Just go around.

Dr. Andy Roark:
So funny.

Stephanie Goss:
Go around.

Dr. Andy Roark:
I was just like, oh man. It's like learned helplessness. I think she was totally on autopilot. But oh man.

Stephanie Goss:
Oh my gosh, that's really funny.

Dr. Andy Roark:
I should've waved. I should have waved her.

Stephanie Goss:
Right?

Dr. Andy Roark:
I should have waved her on like when you put your other window and just like go, go around. I need to complain to Publix that their carts don't have blinkers that you can put on when you're stopped. So people know just to [inaudible 00:05:58].

Stephanie Goss:
I need a blinker on my Publix cart please.

Dr. Andy Roark:
But as she rolled her eyes and stood behind me, I was like, I can't wait to tell Stephanie Goss about this.

Stephanie Goss:
I have so many questions.

Dr. Andy Roark:
Oh man. I don't have any answers.

Stephanie Goss:
That's the thing, when things like that happen, don't get me wrong, I am way road ragey and probably way too much for my own good. And my children learned all the expletives very early on, particularly in my car. And a lot of the time where my brain immediately goes to is the questions. Why would they do that? What made her think that she had to follow you? Why not only why did she roll her eyes, what was going on in her head where she was like, oh, this a-hole? Like, but just so many questions.

Dr. Andy Roark:
I think that, in all seriousness, so I've been thinking all about this. I think that there's a commentary on society here. I think that so many people have just been habitualized into, we were going out the door and so she…

Stephanie Goss:
We're in a line.

Dr. Andy Roark:
And so she just fell in line. But I think that there's some weird part of our brains that pick up on those patterns and do it. And then the stopping like, oh, great, now I'm stuck here.

Stephanie Goss:
Right.

Dr. Andy Roark:
But it's like people you know in your life who just have a problem and instead of just doing the obvious thing to fix the problem, they're like, I guess I have to wait, or I need to go to a higher authority. They come to you and they're like, we're out of toilet paper in the bathroom. And you're like, did you get toilet paper out of the storeroom? And they're like, no.

Stephanie Goss:
Cool. Could you go do that?

Dr. Andy Roark:
Could you? Oh, okay. And next time you should just feel empowered. You don't even have to come and ask me. You can just go get more toilet paper and put it in the bathroom.

Stephanie Goss:
Don't start about toilet paper because that is the number one thing in the clinic that gives me rage. Hands down, toilet paper rage is worse than road rage because nobody ever knows how to change the freaking roll.

Dr. Andy Roark:
Like the empty tube?

Stephanie Goss:
Yes, yes. It'll get used and then the tube will sit there and most of the time they don't even get another roll and place it on top of the role, which would also, the empty tube, which would also piss me off, but would piss me off way less than when the empty tube just sits on the thing and nobody gets any more toilet paper. Because it's always me. Always. Every single clinic that I have ever worked in, it is always me without fail that sits down to pee and there's an empty freaking toilet paper tube on the roll. In fact, the best Christmas present I ever got, it just came up yesterday in my time hop. The best Christmas present I ever got from my entire team. There's two presents that stand out in my mind. Both of them involve toilet paper.
The best Christmas present, though, is one of my assistants…This became a thing. And my team knew how ragey, because without fail, at least once a week I would sit down to pee and it would be empty. And so one of my assistants one year took…you know how you mark the IV bag that when the line was changed last or when the bag was changed last, and you put your initials in the date and time? And one of my assistants changed the toilet paper and then put white tape across it like an IV, and wrote the date and time that she changed and her initials. And she gave me the picture as a Christmas present. And I was like, this is the best Christmas present that I've ever gotten, is someone besides me changing the effing toilet paper in the clinic.

Dr. Andy Roark:
Well, I just imagined the woman with a shopping cart walking into the stall and seeing the empty thing and just going, “ugh, great”. Yeah, now I have to hold it. And then just standing there until Stephanie Goss comes with toilet paper that she could have gotten…

Stephanie Goss:
To be the toilet paper fairy.

Dr. Andy Roark:
Yeah, exactly…

Stephanie Goss:
Anyways…

Dr. Andy Roark:
Okay. All right. I just wanted to share that with you.

Stephanie Goss:
Oh my god, I love it so much. I love it so much.

Dr. Andy Roark:
I was like, oh people are crazy. I've forgotten about the people at the beach coming and sitting directly in front of me.

Stephanie Goss:
Yes.

Dr. Andy Roark:
That's hilarious. All right.

Stephanie Goss:
So there are people in your life who cause drama. And this week's episode is all about drama because we got a great mailbag letter from someone who has joined a clinic and who said, this clinic is all drama. They joined a new hospital and they're struggling with how much drama and conflict there is in the team. So they have a problem with cliques it seems like. And lots of different facets of the team will actively avoid doing something, waiting to see if the quote-unquote “other” person or the other group or whatever will do it. And then when it doesn't happen, come running to, this person is a doctor on their team, come running to the doctors and be like, so-and-so Andy didn't, Andy didn't replace the toilet paper in the bathroom. I caught him because I went in there right after he was in there and it was empty. It's all his fault.
They're doing that kind of nonsense. And this doctor's like, look I literally want to pull my hair out. It is driving me crazy. And they were like, I've tried leading by example. I've tried emphasizing good intent and channeling the Andy and Stephanie like Zen head space. Let's assume good intent. Let's think good thoughts. But this seems to backfire with this crew because they said, the more I do that, the more it seems like they're then trying to prove to me even more why the other person is so bad or does not have good intention.
And they're struggling because this doctor is not a manager. And they said that the management doesn't seem to have a good handle on the situation and doesn't really seem to be doing anything about it. And this doctor is frustrated because they said, look, this is a really good high skilled group of paraprofessional team members, and they could be fantastic if they would just get out of their own way and get out of the drama. And so they were asking, what can I do to help reward them when they do work as a team to be positive, to seek out the good in each other because they really are really high skilled and I want them to be a high functioning team. How do I help do that? Because I'm feeling like I don't know whether this is a lost cause or not.

Dr. Andy Roark:
Yeah. Oh man. All right. This is a good one. I really like this one. I really like the idea of this question coming from the associate doctor who's like, I'm not their boss, but I have to deal with this. And so what do we do?

Stephanie Goss:
Yep.

Dr. Andy Roark:
All right. Well let's go ahead and start with some head space.

Stephanie Goss:
Okay.

Dr. Andy Roark:
Huh. I have concerns, Stephanie. I have concerns.

Stephanie Goss:
Me too.

Dr. Andy Roark:
I also like the phrasing, I feel that they asked us very reasonable questions that I can answer these questions for sure.

Stephanie Goss:
Yes.

Dr. Andy Roark:
I don't know if it's going to do enough good.

Stephanie Goss:
Right.

Dr. Andy Roark:
I don't know if it's going to, I can answer your questions. I don't know if it's going to make this situation good enough to make sense.

Stephanie Goss:
Yes.

Dr. Andy Roark:
So headspace perspective, culture comes from the top, right?

Stephanie Goss:
Yes.

Dr. Andy Roark:
It just does. And there's no way around that. And as we've seen more multi-practice groups and things like that, I think this is the problem of the next generation in vet medicine is we've got bigger and bigger groups of practices together. And there's some, I'm not being anti-corporate, I'm really not. There's some real benefits to corporate medicine and I think you'll continue to see benefits. The downside is that there are also real benefits of having the practice owner whose reputation is on the line being right there shoulder to shoulder with everyone else. You know what I mean?

Stephanie Goss:
Sure.

Dr. Andy Roark:
And so when I think about…Culture comes from the top, and if you don't have someone who's really invested in culture right there on the ground, I think you can have trouble. That said, now that I'm saying it out loud, I also, it's not lost on me that there have been a lot of practice owners who have generated negative.

Stephanie Goss:
I was just…

Dr. Andy Roark:
You just kind of looked at me and didn't immediately respond positively. It dawned on me. I was like, yeah, okay, that's fair.

Stephanie Goss:
I was waiting.

Dr. Andy Roark:
Okay, that's fair.

Stephanie Goss:
I was waiting for you to hear your thought process play out.

Dr. Andy Roark:
Yeah, okay.

Stephanie Goss:
Because what I would say is that equally if they're on the ground and they're not doing anything about it, they're not any better than somebody who is absentee from the day-to-day of the practice. And I think you're not wrong that this is something that we're going to have to, I think deal with, and I don't know that it has to do with the size of the practice, but that there is a lot of drama and there is a lot of toxicity and negativity in veterinary medicine. And your point about it coming from the top, culture being set from the top, is so so true and it matters.

Dr. Andy Roark:
Yeah.

Stephanie Goss:
And I think that was the first thing when I read this as well, is I was like, well, you can absolutely lead from the middle. I am a firm believer in being able to lead from within the team. And at the same time there comes, there is a line where if at the end of the day your boss, whether it's corporate leadership, private practice owner, doesn't matter. Whether the management at the top is not willing to set that culture on down, your hands are kind of tied.

Dr. Andy Roark:
Oh yeah.

Stephanie Goss:
At some point.

Dr. Andy Roark:
Yeah and that's where I'm trying, that's where I'm sort of trying to go here is. You can absolutely lead from the middle. I agree with you on that. And if management leadership above you is undermining the positive culture that you're trying to build, you're going to lose.

Stephanie Goss:
Yes.

Dr. Andy Roark:
Top-line leadership has a disproportional impact.

Stephanie Goss:
Yes.

Dr. Andy Roark:
And it can be super frustrating trying to lead from the middle when management just perpetuates behaviors above you that continue to make this type of drama happen. You know?

Stephanie Goss:
Yeah. Totally.

Dr. Andy Roark:
So yeah. So anyway, I guess that's where I want to start in headspace is just to sort of say, I think that when we have systemic problems with culture that radiate from leadership, the impact that we can make in the middle is limited. It is really almost impossible to revolutionize the culture if leadership's not on board. I think you can make a positive impact. The reason I said at the very beginning, we have concerns. It's because I'm kind of like, I don't know if you can make enough impact to make this be a place that you want to continue to work.

Stephanie Goss:
Yes.

Dr. Andy Roark:
Maybe you can and in some cases you can. And it really depends on how much influence do you have, how much do people listen to you? What is your schedule like? How much can you control your immediate environment? And then also what's your tolerance for drama?

Stephanie Goss:
Yeah.

Dr. Andy Roark:
Because it might be that the drama's at an eight and you can help make the drama a six and you're okay with a six.

Stephanie Goss:
Right.

Dr. Andy Roark:
But if it's at an eight and your tolerance is a three…you might be able to make it a six, but it's still not a three and you're still going to be unhappy.

Stephanie Goss:
Yep. I agree with you. And I think the question for me that I ask myself is what level of control do I have if I'm not the boss? Because I have seen and have been in my very first practice, a role where I took a leadership from the middle position and led from within the team. I was not in a formal leadership position. And there is absolutely environments and situations where you can have and be afforded a good amount of control as a member of the team. And so as a doctor, I would ask this doctor to do some introspective work and look at it and think about how much control do you actually have here?
Because if you are in a position where they're letting you be pretty, you can be pretty empowered even if you're not on top, you might be able to overcome more of that. Like you were saying, more of their lack of jumping in. Maybe it's a situation where they're not directly contributing to the drama, but they're not doing anything about solving it. But if they'll let you take the lead there, that might be a workable situation. So the first head space piece for me is what level really examining for yourself, and this is a totally individual thing based on your situation and your environment and your practice, what level of control do you actually have when you're not the positional boss?

Dr. Andy Roark:
Yeah. This is, one way or another in the end, this is going to come down to one of our math problems and you're going to pick your poison.

Stephanie Goss:
Yes.

Dr. Andy Roark:
And it's going to be, I mean, it's just a, it going to be…

Stephanie Goss:
True story.

Dr. Andy Roark:
I think my advice, just head space looking out at this is I think where you really get screwed is if you think that this is, that there's no options.

Stephanie Goss:
Yeah.

Dr. Andy Roark:
There's drama here and I have to figure out how to fix it or else I'm going to live with drama for my whole life. And I see a lot of people who fall into that. It's called “either or” thinking. Either I fix this or I live with it forever. And I go, I got another option for you. Got another option for you. And that's leaving.

Stephanie Goss:
Right.

Dr. Andy Roark:
And it's not catastrophic. And I think all of this gets better if you say to yourself, I'm a doctor, I signed a one-year contract. That's what I signed. One year. And I'm going to try, I'm going to do this. I'm going to put up with this garbage for one year and then I'm going to reassess. And I think that that makes everything feel much more manageable and approachable. And so remember, it's a one-year contract. You didn't get married, you took a job to see how it goes. And so my advice is I think it sounds like this person's got good open eyes and clear expectations about what can be done. Let's see what we can do in the next year, and then we're going to reassess. And if this place is still just drama central and it's sucking the life out of you, or it's just a constant headache, then this might not be where you want it to be.
I may have a bit of a, I don't think it's callous, but I don't know. My perspective on this with sort of staff drama and things is this is a leadership problem.

Stephanie Goss:
Yeah.

Dr. Andy Roark:
And if you are trying to have a good quiet life and there's drama just going on around you and around you and management is not going to address it, I don't think it's bad if you leave.

Stephanie Goss:
Yeah. Totally.

Dr. Andy Roark:
To me, that's a very understandable position and I think you should reward clinic culture. I want to work at a good positive place to be. And I think that that's, I think that that's very understandable. And so again, all of this is just headspace and trying to get to where we feel like, okay, I feel all right here. I also feel like when you feel like you don't have any other options other than to fix this, the stakes get real high and everything feels really, really important. And that honestly limits your effectiveness, right?

Stephanie Goss:
Yeah.

Dr. Andy Roark:
You're at your most effective when you don't care all that much.

Stephanie Goss:
Yes. Yes.

Dr. Andy Roark:
When you can kind of wait, when you can let things go, you can pick your battles, that's being effective. And so we got to get the stakes down. So that that's kind of what I'm trying to do, get my head straight here and go, let's see where it goes for a year. Ultimately, this might not be salvageable and I need to be okay with that.

Stephanie Goss:
That was my second piece was like, I think you have to get zen before you can tackle it. And so there's two pieces of that. One is putting down the flaming raging sword of justice and not be raging when you go into dealing with it. But the other is what you were just talking about, which is if you are feeling amped up, if you are hacked off at somebody, if you are feeling triggered, you can't be super effective. And so finding that place where it's, you're not trying to tackle this on a day when there's been clique drama in the practice.
It's not so much, I mean it's a part of our safe acronym that we talk about all the time, but really is, are you in a good head space? Are you in that place where you're just like, I don't, this is not bothering me. Even if it's just for today or just for an hour while you're making a move here. I think what's really important is being in that place where it's not mattering so much and you do not have the flaming raging sword of justice in your hands because that will not end well.

Dr. Andy Roark:
Yeah.

Stephanie Goss:
For you.

Dr. Andy Roark:
Yeah, no. I agree with that. I think, I'm trying to think if there's anything else from me. Those are the big ones.

Stephanie Goss:
I think the last thing for me from a head space perspective goes along with the other piece of the acronym and it's assuming good intent, but really for me is just remembering, and I've had to remind myself of this in practices that I've been in and just even behavior of myself and the team, is cliques happen when people don't feel safe and/or they're trying to fit in.
And so reminding myself this is happening because people ultimately want to be liked at the end of the day. And so if I can figure out how to shift their perspective from this group versus that group to meeting the need where they do feel safe and they do feel like they fit in because they feel valued and appreciated, I might be able to make a bigger impact with that in mind. And so I think from a head space perspective that that's the last thing for me as a leader, is just to look at assuming good intent, but also asking myself, why is this happening? And scientifically, the science goes behind cliques and how they happen has to do with the fact that people don't feel safe or they're trying to fit in. And I think remembering that when dealing with any mean girl drama has been really helpful for me.

Dr. Andy Roark:
Well, let's take a break and then we'll come back and my first action step is to dig into why this is happening.

Stephanie Goss:
Okay.

Dr. Andy Roark:
Sound good?

Stephanie Goss:
Sounds great.

Dr. Andy Roark:
Let's do that.

Stephanie Goss:
Hey, it's Stephanie, and I'm jumping in here for one quick second because we have a workshop coming up next week that you are not going to want to miss. Our friend and colleague, Maria Pirita CVPM is going to be leading a workshop that is open to the public and to our members on February 15th, 2023. It is at 8:00pm Eastern, 5:00pm Pacific, and it is called Texting it to the Next Level. That's right. Maria is going to be tackling, talking about some of the do's and don'ts when it comes to texting with our clients and really how to take what we all jumped in and started doing full tilt during the pandemic and use it to level up and build a stronger bond with our clients without lengthy phone calls, and hopefully save you and your team some headache and some time and some stress and recoup that time back into your day.
So if this sounds like something you'd be in on, head on over to unchartedvet.com/events. Check it out. If you are a member, you always get in for free, if you're not a member, you can join. It is $99 for this workshop or check out an Uncharted membership because you get all of the workshops that we do in the course of the year at no additional charge with the cost of your membership. So check it out, unchartedvet.com/events. And now, back to the podcast.

Dr. Andy Roark:
All right, so transitioning from action steps, and I think hopefully we did a pretty good job of getting into a safe head space where we can feel comfortable as we try to see what's possible in moving forward here, right?

Stephanie Goss:
Sure.

Dr. Andy Roark:
Lower the stakes. I understand that we got options. We're going to give this a try and then see how it goes, and we'll have to make the call after a little while and see what sort of traction we can get. The first action step from me is root cause analysis. What is going on here? And it's easy to say people are, they're setting traps for each other, they're forming cliques, they're trying to catch each other, they're not engaging in getting work done, and instead trying to get other people to do it. I'm like, these all sound like symptoms to me. Symptoms of a problem.
And so the first thing that I would counsel this doctor on is root cause analysis. Why is this happening? Is it because people are unhappy here? Is it because there's a lack of information being shared?

Stephanie Goss:
Sure.

Dr. Andy Roark:
Between management and staff. Is there some weird positive reinforcement loop that's happening? When I get Stephanie Goss in trouble, do I get patted on the head?

Stephanie Goss:
Right.

Dr. Andy Roark:
Does she get punished in a way that benefits me?

Stephanie Goss:
Right.

Dr. Andy Roark:
I've seen weird stuff like that in practices where I've seen, I have…I'll tell you one that I've seen in practice. It was if you tattled on other people, then you got to go and sit in the manager's office and talk about the problem at length and have these conversations and feel important because you're in the manager's office talking about practice business and also be off of your feet sitting in a comfortable chair and also off of the floor not having to go into rooms because you are talking to the manager.
And oftentimes what would happen is these were just gossip sessions, but basically people had figured out if I can report some drama, then I get to be a part of…

Stephanie Goss:
Go take a half-hour break.

Dr. Andy Roark:
Gossip.

Stephanie Goss:
Right.

Dr. Andy Roark:
Yeah. I get to have, yeah, exactly. I get to have a half an hour break talking about drama stuff and not actually doing the job.

Stephanie Goss:
Yes.

Dr. Andy Roark:
Per se. And there's chocolate in the manager's office. So I'm eating chocolate, talking about Stephanie Goss not doing what she's supposed to do, feeling good about myself, you know what I mean? And other people are actually doing the flea and tick talk in and out of the exam room, you know what I mean?

Stephanie Goss:
Yes.

Dr. Andy Roark:
And I saw that and I was like, and it just happened.

Stephanie Goss:
Yes.

Dr. Andy Roark:
Again, and every day somebody was camped out in the office talking about some drama and management was taking notes, and it was a very intense session.
At the end of the day, I'm like, what'd you do today? And they're like, nothing.

Stephanie Goss:
Right.

Dr. Andy Roark:
I'm investigating this drama. But did we audit the inventory? No. Did we call clients back? No. It was, anyway.

Stephanie Goss:
Yeah.

Dr. Andy Roark:
It was silly, but I saw that. So anyway, is there something like that going on? Is there some weird positive reinforcement mechanism that I don't know about? Is there a single toxic person? Is this coming from one bully person or one drama person? Is this radiating from a single individual?

Stephanie Goss:
Yeah.

Dr. Andy Roark:
And again, maybe not, but a lot of times there's somebody who, I don't know what their thing is. Are we doing all this stuff because somebody needs to be in control? Because they need to feel powerful? Because they need to bend others to their will that they feel insecure and they feel better by calling out other people not doing their jobs. Because if this is a one-person problem, that's a much easier problem than this is systemic across the entire organization.

Stephanie Goss:
Yeah. Yep. Yeah, no. I think that's all makes perfect sense. The other thing that I have experienced is where, like you were saying about the rewards, and I think another really common reward is when there is friction, because we are a conflict-averse group as a whole in veterinary medicine, there can be the unintentional reward of, well, I'm just going to shift around who works with who so that I don't have to deal with it as the leader. I've seen this employed over and over again. And so people are rewarded by getting to be in surgery for the whole day and do surgery instead of having to be with the rest of the group. And it's less drama for everybody else. And so they're getting, the negative is being reinforced.

Dr. Andy Roark:
Yeah.

Stephanie Goss:
And so I think that that, I've seen it manifest in multiple ways. Your manager's office example is another great one. But I think that there's a lot of that, and especially here, it sounds like there is conflict-averse management. And so I think the root cause analysis is super, super important because I think you're going down the right path for sure, in terms of these are symptoms of an underlying cause and you have to figure out what is that actual underlying cause.

Dr. Andy Roark:
Yeah. The questions I ask myself again and again are, why is this happening? Why is this happening? Who's benefiting from this happening? And I'm looking for those things because I'm trying to figure out where is this coming from?

Stephanie Goss:
Yeah.

Dr. Andy Roark:
Why is it happening? Who's benefiting from it happening? Are there consistent players that seem to be involved again and again and again? And if I can figure out the answers to those questions often I have a much clearer way to approach this. It's rarely everyone is misbehaving and independently they've all decided to tattle on each other or dodge tasks.

Stephanie Goss:
Yes.

Dr. Andy Roark:
This is coming from somewhere and there's some strange reward mechanism. And sometimes it's, there's a bully. And the bully is nice to people that join his clique. And so people join them to get, and they're, the bully's, dishing out positive reinforcement or withholding negative reinforcement if you go along.
And again, when you see this for the first time, you go, I don't understand why everyone's acting this way. You have to dig a little bit and watch for a little while and ask some questions before you get this pinned down. But that root cause analysis I think is really key. As far as cliques go, especially when you're not the boss, be friendly without joining up. So I can smile, I can be friends, I can be nice, but I'm not playing this game.

Stephanie Goss:
Sure.

Dr. Andy Roark:
And just decide I'm not doing this. There's so many people that I see who are good people, but they desperately want to be liked and they will say, ooh, this is toxic. And then when the opportunity presents itself, they will fall right into the game. It's like this is toxic, but I like being on the good guy side and I like having friends and I like to have things to talk about and everybody wants to talk about this drama. And so I want to be involved. And so I'm going to talk about what is topical and what is topical is drama and gossip. And so just be careful about, be nice to people, just don't play the game. And this is subtle and this is leading from the middle.

Stephanie Goss:
And I think the other piece of it too is that, again, it goes back to being a conflict-averse group, but I've seen repeated time and time again where people aren't necessarily joining in because they know that it's wrong and they don't want to be doing the thing and they're sitting there and letting it happen. And so I think for me, in terms of the action steps after the root cause analysis, the first part, if this is truly making you want to pull your hair out, you've got to shut it down. And that means not only not being a participant in it, but when it is happening, being brave and being the person to say, hey, I wouldn't want to know that you guys were talking about me like that, can you please stop having this conversation? If you have a problem with Andy, you need to go have a conversation with him.
It's shutting it down and not only not engaging in it, but not allowing it to continue. And I don't see that happen anywhere near as often. The default for people is like, I'm not going to join in, but I'm not going to say anything about it either.

Dr. Andy Roark:
Yeah.

Stephanie Goss:
I'm going to continue to sit here and let you guys be gossiping behind me.

Dr. Andy Roark:
Yeah. That's, to me, that's the first step towards leadership. Whether you're a positional leader or not.

Stephanie Goss:
Yes.

Dr. Andy Roark:
I think the bare minimum that I expect from an employee who's not the boss is to not participate. You know what I mean? I can be okay, I will understand if my young, that assistant, does not stand up to the technician who's 22 years older than her and say, shut a behavior down. I do understand. And I would not hold it against them for not standing up and saying something in that weird power dynamic because I think that's a lot to ask of an inexperienced person or a young person or someone who's just trying to fit in.
However, if that person is a leader, and I will tell you my opinion of that person soars through the roof when they say, I think if you have a problem with Stephanie, you should talk to her about it. And then they walk away. I'm like, that's leadership potential there, buddy. That takes, it takes some guts. It does take some guts.

Stephanie Goss:
It does.

Dr. Andy Roark:
And again, let's be honest, it's what you should say, but as a human being, it's scary to say that. Especially when you don't know what to say or that behavior's not being modeled. God, there's great pressure to go along with other people.

Stephanie Goss:
Well sure. Because we all want, it's the same reason the cliques form. We all want to be liked.

Dr. Andy Roark:
Yeah.

Stephanie Goss:
We all want to fit in. And even if you're not a part of the clique like that, for most people, that is not an exception. You want to be liked. You don't want people to not like you. And so putting yourself out there and going against the crowd is a hard thing to do.

Dr. Andy Roark:
Yeah. I think that that's amazing. So I would say to that, think about what you're going to say before you say it. I really think that just giving a little bit of thought to what your statement is going to be when this behavior happens because it's going to happen again. You know it's going to happen. I always say, I think people over, I think people say too much. I think that, you know what I mean? They'll say, well, listen, I would not want to be talked about in this way.

Stephanie Goss:
Right.

Dr. Andy Roark:
Just say, I think if you have a problem with Stephanie Goss, you should go talk to Stephanie Goss about it and then be done.

Stephanie Goss:
Yeah.

Dr. Andy Roark:
And I think that's all you have to say. And don't make it a big deal and don't make it sound like a big judgey thing, but just say it and then be done. And they can do with that what they will. But that takes real, real, real, it takes some courage if you haven't done it before. But that is kind of what I expect from the leadership level of the doctors.

Stephanie Goss:
The other happy medium because, for me, I hear what you're saying about not expecting it from the team, and I want a culture where every member of my team, including the kennel kid, could look at me or my 22-year senior tech doesn't matter and feel like they have the tools and the confidence. And that we have created a culture where that is acceptable and expected that they would call each other out on it. And recognizing that getting there is hard and is a journey and that is a tool, those are that you have to actually learn.
And so for me, one of the middle-of-the-road, easy starting places for my team when we started on that kind of communication journey was just calling it what it is. So if there's gossiping happening being like, hey, you guys are driving me crazy standing here gossiping, can you take it somewhere else? Then I'm not telling them to stop because that is the action that is really hard for a lot of people. I'm putting on my bossy pants and I'm telling you that you're gossiping and I want you to stop. For some people, the easier path is the path of the least resistance is sometimes it's just calling it out. Hey, you're being really mean and I don't want to hear that. Can you go somewhere else?

Dr. Andy Roark:
Do you think the way that you would handle this changes depending on what kind of support you're getting from leadership in the practice?

Stephanie Goss:
Yes, and that's…

Dr. Andy Roark:
I think so.

Stephanie Goss:
Yes. Absolutely. And I think that's what I'm saying, is recognizing that not everybody is going to either feel empowered enough to say, hey, it sounds like you have a problem with Andy. Why don't you go talk to him? Not everybody's going to feel empowered to do that, and/or they don't feel like they have that tool set. And so I think that the empowerment level matters greatly. And so if you are a person who is less empowered on a structural level within your practice or feels less empowered on a personal level because you feel like that's just, I couldn't have the balls to say it that way.

Dr. Andy Roark:
Yeah.

Stephanie Goss:
Find the way that feels good to you and to your point is short and sweet, but calls it what it is. Like, hey, you guys are gossiping and driving me crazy. Go somewhere else.

Dr. Andy Roark:
And just say it and be done and say it with a smile on your face and just say it. But no. So we have a workshop in Uncharted that Dr. Saye Clement did, and she talked about shutting down gossip in her practice and it was very much from the top down and she empowered her people and said, if you see this, I want, this is what I want you to say. And she told everyone that and that really empowered them to say, this sounds like gossip. I'm not going to participate in this.

Stephanie Goss:
Yes.

Dr. Andy Roark:
But it came because she said that from the top. And then she continued to use that messaging again and again and again. I think again, that's a note to practice leadership of you can make these things happen by normalizing this and giving people the power and the words to say…

Stephanie Goss:
Totally.

Dr. Andy Roark:
We're speaking to the doctor here who's not getting that support from above. And I think you have to read the room and say, how loud do I want to beat this drum? How loud do I want to beat this drum? Because at the end of the day too, and these are hard realities, I have to work with these people.

Stephanie Goss:
Yeah.

Dr. Andy Roark:
And burning this relationship bridge or turning a clique against me, that's a pain I'm not willing to carry. I don't own this place. I'm not a leader in this place. I want to make this culture better. At the same time, I've got to look out for my ability to do work and enjoy being here, which means I'm probably not going to crusade against the technicians that I rely on to get my work done. I need to figure out how to influence them while still keeping that relationship stable and strong. And you need to look at where you are and make that call.

Stephanie Goss:
Yeah. And I think if that is you, I think one of the next steps that I would have regardless, but especially if you feel like you're in that position. For me, the next action step is being transparent about how I feel about it and how it makes me feel. And so, because really, even if our coworkers drive us crazy, we do all want to be liked. And if I heard from somebody else on my team, hey, when you do this thing it makes me feel sad or it makes me feel hurt, or it makes me feel bad on behalf of this other person. There is something eye-opening about viewing our behavior through someone else's lens.
And so for me then besides if you feel, especially if you feel like you can't shut it down and/or if you're in a position where it's not being supported from the top down, being able to just be transparent and say, hey, I care about all of you and I like you and I like Sarah, and when you stand here and you talk about her, it really makes me feel uncomfortable.

Dr. Andy Roark:
That's a great way.

Stephanie Goss:
And just being transparent about how it's making you feel because it does. It is very hard to see ourselves through, to, see our behaviors through someone else's lens. And in my personal experience, it's wildly impactful because even if I knew full well that I was being a Royal Biotch and I was acting naughty, if you told me that, I would a hundred percent feel called out and be like, ooh, maybe I need to tone that down a little bit.

Dr. Andy Roark:
But called out, but called out in a good way. I think this is really important too. I think one of the mistakes that people make in giving feedback is making people feel morally judged.

Stephanie Goss:
Right.

Dr. Andy Roark:
And that does not go well. When I say to you, gossiping is for the weak-minded…

Stephanie Goss:
Right. Yes. Yeah.

Dr. Andy Roark:
I wouldn't say that, but…

Stephanie Goss:
The moral judgment.

Dr. Andy Roark:
This is gossiping and I don't participate in activities like that. That makes it sound like, I think most of us would hear that as, I'm better than you and you are doing something that I think is gross and that is going to make a lot of people feel judged and defensive. And you could be a hundred percent right, but I think we always want to be careful about making people feel judged. That's not a behavior that I would take part in as opposed to when you say that it hurts my soul because I like Stephanie Goss and she's my friend, and that's it. That's what it is.

Stephanie Goss:
It gives you feels. Like even if, like I said, even if you are the, because there are people who live for drama. I don't know how because I am not one of those people, but there are people out there who just thrive on drama. But even those people, when they hear that, it's like, ooh, even if it's just for a split second. And so I think that's the next step for me, is just being transparent about how I feel, how I in fact, how I am impacted by it, how I am affected by it.
You guys, I leave here at the end of the day and I'm just super stressed out because it just seems like we're picking at each other all day and I want us to have fun at work. What can we do to have more fun? That is leading from the middle and addressing it without being like, we're going to call a team meeting because everybody's acting like a-holes and we need to change it. Sometimes that is the thing that needs to happen. But if you're not in that position where you can do that, being able to lead from the middle and just say, hey, look, this is how it impacts me, this is how it makes me feel, is very, very powerful thing.

Dr. Andy Roark:
I agree. The part for me that kind of ties into this as well is, and I preach this to associate doctors especially, but I probably should just preach to the whole team, having a healthy anchor in your life outside of the vet practice is just good. It's just good life strategy. Where drama really sweeps people up and breaks them is when your whole life is the vet clinic and all your friends are in the vet clinic and your self-identity is in the vet clinic. And then people come along and they talk trash about you and you're like, this is my whole identity and it's being spread to all of the people that I know and spend time with. And you just get swept up into this and I go, look, you care way too much about this. And it's one of those things, one of the best things about to diffuse drama is not to care all that much.

Stephanie Goss:
Yeah.

Dr. Andy Roark:
And yeah, it's a balance to walk, but honestly, I think for most associate vets, check yourself and make sure that your self-identity isn't so tied up in your life at the clinic that you don't have a good solid anchor outside of the clinic. I am a father and a husband and I like to do CrossFit stuff and there's a community that I do. Stop laughing at me, Goss.

Stephanie Goss:
I was wondering when CrossFit was going to come up. It's been a hot minute since we talked about CrossFit.

Dr. Andy Roark:
I had to look at all of my secret nerd hobbies and decide which one I was going to put out. I'm going to go with the most macho of my nerd hobbies. And then you literally straight up laughed.

Stephanie Goss:
A hundred percent, keep going.

Dr. Andy Roark:
So anyway, I am father and a husband, a CrossFitter, and a quilter, and whatever else I might be. And working in the practice is a thing that I do. And I like the people that I work with and they're nice people and I care about them, but they are not my family and they are, they're not my only friends and my identity is more than just who I am to this specific group of people, which protects me and insulates me if and when drama comes up because it's not life defining for me. And I can look at it with a healthy eye and a healthy perspective and navigate it much more clearly. And so I always put that forward of if you don't have a life outside of the practice, you are going to be much more at risk for getting swept up in drama and cliques and gossip and things in the practice.

Stephanie Goss:
Sure.

Dr. Andy Roark:
I've found it's so much easier just to rise above that stuff if you've got other things going on in your life. And so anyway, that's just general life advice on practice.

Stephanie Goss:
And so it sounds like this doctor is doing, they're modeling the behavior that they want, so they're doing check, check box number one. Maybe they're doing number two, which is when they are trying to involve you in it, don't engage them, right? Or whether you're intentionally disengaging them and saying, you're driving me crazy doing this thing. I need you to stop. Or whether you're just unintentionally engaging them and are ignoring it, but not engaging them when they act that way. And then I think the other thing that they already brought up, but continuing to expand on it, is rewarding that good behavior and doing it in the sense that when they do do things that you like rewarding that. You always talk about how we're simple animals. And so praising the behavior when it is positive, when they do work together, which again it sounds like this doctor is doing, but making sure to remember that we've got to keep it, make it specific, make it personal to them.
So say thank you when they do it and tell them why it means a lot to you. And then making it fun. And that's where I would lean into asking them, hey guys, it seems like we've been doing a lot of picking at each other or there's been a lot of, even saying, there's been a lot, seems like to me there's been a lot of drama. There's been a lot of people like mad at each other and just not wanting to work together. I want to make work a fun place. What can we do to change this? And asking them to actively get involved in changing it.
Because ultimately I think where we started this episode is that this may be something that you can't change, but for me to be able to sleep well at the end of the night, I would want to know that I did everything that I possibly could. And so asking and trying to get them engaged. And if you can't, then to me the answer is like, well, this may be a situation I can't solve. And I would feel okay going somewhere else if that was the case.

Dr. Andy Roark:
There's two tools to put in the toolbox for this vet that I would say. We've talked all around getting your head straight and kind of how you sign up or don't sign up and getting your priorities in line, all that sort of things. There're two big ones for me with working with my team. And this is actually just getting through the day, positive reinforcement and giving people reputations. And those are two big ones that I use, which is… So positive reinforcement is when you see someone behaving in the way that you want to see more of, stop what you're doing, look at them directly in their eyes and say, hey, I want you to know that I saw that you did not join up in this conversation and thank you. I really appreciate it and I want you to know that that makes me think very highly of you.

Stephanie Goss:
Yep. I love that.

Dr. Andy Roark:
And thank you for not perpetuating drama. And oftentimes that's the fuel that people need to keep going. The truth is participating in the drama, it often gets positively reinforced. Not participating in the drama, it doesn't get positively reinforced. And so just start positively reinforcing people jumping in and doing things. And what that means is if everyone stands around and doesn't do a thing so they can catch somebody else, when someone does do the thing, stop them and say, hey, I saw you do that. I just want to say thank you for jumping in and doing that. And I wanted you to know that I saw it and I appreciate it because I know other people could have done it and they didn't. And so thank you.

Stephanie Goss:
I love it.

Dr. Andy Roark:
And that's just call out. The other thing is give people a reputation and they'll live up to it. So if you have someone that you work with who does not participate in those things, you should say, hey, the number one thing that I enjoy about working with you is that you are no drama. You don't gossip about other people, you're nice and kind, and you get things done and you don't talk bad about other people. And I just want to tell you how much I appreciate that and it's just something I admire about you or it's something that I am, it just makes me so happy to get to work with you.

Stephanie Goss:
Right.

Dr. Andy Roark:
And that's it. And once you tell someone that the chances of them turning around the next day and starting to gossip are fairly low.

Stephanie Goss:
Sure.

Dr. Andy Roark:
Right? If I give you a reputation and say, Stephanie Goss, this is what you're good at and this is why I love working with you, that tends to hit people pretty hard. And they tend to remember, oh, this is what Andy thinks of me and then they behave in that way at least when I'm around. And that's it.
So those are your two tools. Give people a reputation. Say to them, I really love working with you because you don't participate in these behaviors. I love working with you because you're the first one to jump in and do what needs to be done, not waiting to see who else is going to do it. And that means a lot to me, and I love that you do that. That's giving a reputation and then catching them doing not the thing that's making you crazy and positively reinforcing it. Just call it out. Say specifically, you did this and I think it's awesome and I want you to, I just want to tell you what it meant to me. Thank you, thank you, thank you.

Stephanie Goss:
Yeah.

Dr. Andy Roark:
That's it. Those are your two tools. And I would do that and I would go after it and I'd give it some time. And if you feel like you can get a little orbit around yourself that works, even if drama continues in the hospital, if you end up with three or four tech's assistants that you've given reputations to, that you've positively reinforced their behavior, you might be able to get a little drama free zone around yourself and the people that you work with on the regular. And that might make everything just good enough to keep going and to enjoy your job and to be there, even if drama kind of swirls through the larger practice as a whole. It's worth a try.

Stephanie Goss:
I love it.

Dr. Andy Roark:
Cool. That's all I got.

Stephanie Goss:
This was a fun one. Drama, drama, drama.

Dr. Andy Roark:
No matter what, don't just stop your shopping cart and wait for them to go. Figure out how to get your shopping cart and go around the other person and…

Stephanie Goss:
The moral of the story.

Dr. Andy Roark:
And continue on towards the career that you want to have.

Stephanie Goss:
I love it. Take care everybody.

Dr. Andy Roark:
See you guys.

Stephanie Goss:
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 at podcast@unchartedvet.com. Take care everybody, and have a great week. We'll see you again next time.

Written by Dustin Bays · Categorized: Blog, Podcast · Tagged: behavior, culture, drama, management

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