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Dec 27 2023

Unplugged 2023 – Did We Do Better Than Last Time?

This week on the Uncharted Podcast, practice management geek Stephanie Goss takes the reins and invites her close friends Tyler Grogan, CVT – Director of Creative Marketing at Uncharted and Eric Garcia, CEO of Simply Done Tech Solutions to cohost the episode. In case you haven't heard Tyler and/or Eric on the podcast before, you are in for a treat. Tyler Grogan is a Certified Veterinary Technician with experience in specialty, emergency and general practice. A total Hufflepuff and Scrabble enthusiast, Tyler brings her experience with brand building, marketing, storytelling across multiple digital platforms, and exploring new ways to elevate the client experience to the Uncharted community, events and team. Eric Garcia is an IT expert, digital marketer and veterinary industry thought leader when it comes to social media and marketing. Eric was voted VMX 2020 Speaker of the Year by conference attendees and he speaks regularly at conferences all throughout the world. With all that travel and living his work life online, Eric has made it part of his lifestyle to regularly unplug from technology and the internet.

This week, Stephanie, Tyler and Eric revisit their experiences unplugging since Uncharted podcast episode 195. They talk through some of the major wins and some of the not so shining moments for each of them in learning to unplug. They also dive in to a discussion on why social media can be problematic within our industry and how creating healthy technology boundaries can contribute to a better overall well-being. Let's get into this…

Click here to get your free ebook about Unplugging and learn more about it.

Uncharted Veterinary Podcast · UVP – 265 – Unplugged 2023 – Did We Do Better Than Last Time?

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 roleplay 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


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Episode Transcript

Stephanie Goss (00:00:00):
Hey everybody, I am Stephanie Goss, and this is another episode of the Uncharted Podcast and it's a little bit bittersweet to be closing out 2023 without my partner in crime, Dr. Andy Roark.. But I wanted to put this episode in before the end of the year because it means so much to me. You all have met both of my guest co-hosts for this episode before. My dear, dear friend Eric Garcia from Simply Done Tech Solutions and the one and only Tyler Grogan. Tyler is a partner in my team at Uncharted. She is an amazing technician and a wonderful person, and I just love spending time with both her and Eric. And we did an episode talking about going unplugged. And if you have heard Eric speak at an industry conference or an event near you, you've probably heard him talk about the concept of unplugging. And if you listen to the podcast, you know that Tyler and I didn't do so hot. Our first attempt at really, truly unplugging, and I think it's been at least a year, if not two at this point since we did that first episode. And so we wanted to close out the year and come back together and talk about, Hey, did we do better than last time? And so I am super pumped to share this episode with you to cap off 2023 and set some goals for what new and exciting things we want to try in 2024. And now let's get into it.

Announcer (00:01:35):
And now the Uncharted podcast.

Stephanie Goss (00:01:43):
And we are back. I'm so excited today to have a little bit of a different episode when I started thinking about the end of the year and how we wanted to celebrate it with you all. One of the things that I thought about was kind of a look back on this last year, and I wanted to do it in a particularly fun Stephanie fashion. And so I invited my friends, my dear friend, Eric Garcia and my coworker and dear friend, Tyler Grogan to come back on the podcast because over this last year we got a lot of feedback about a podcast episode that the three of us did together previously about unplugging and the idea of unplugging. And it's been more than a year later. And so I was talking to Eric and Tyler and said, Hey, I think we should do a follow up to that episode and talk about how we have improved and where we've gone on our journeys since then.

(00:02:40):
And so I asked Eric and Tyler and I thought this would be a great way to wind down the year with all of you. And so we're going to talk about all of that today, and as we do, we're going to have some fun and shenanigans I'm sure. So I thought we could start today. Eric, do you want to talk? Because last time we got so excited about how things went that we kind of jumped into it without really talking about the backstory behind what is unplugging and how did you get to be down this rabbit hole in a good way?

Eric Garcia (00:03:13):
Yeah. So first off, super, super excited to pick this back up because I'm particularly interested in hearing how the both of you have evolved after your first experience and just having kept up with the both of you knowing that now this is something you do often. So I'm excited because both of you thought you couldn't do this and now you're pros yourself, which is amazing. But yeah, my story from plugging really comes from a few years ago, I almost want to say it's been at least 10 years now, if not, but slightly over 10 years, where I realized very quickly with working in today's day and age are constantly connected with our jobs, but then when we're not connected to our jobs, we're constantly connected in this digital world, which is mostly known to be social media, but it could extend to text messages, message and other platforms as well.

(00:04:15):
And what I recognized at one point, I was on a trip to Paris first time going there, and I remember one night before we were getting ready to go out, I said, “I just need to check email real quick. I need to just check in on things and then we'll be good to go.” And that real quick turned into a multi-hour thing. And what I recognized was that even though I was working on whatever I was working on for a few hours, that when I finally got go explore the city that evening, I was really thinking about the things that I was working on during that hour. And so I was never truly able to experience being in the city, seeing The Eiffel Tower the first time in this completely relaxed state of mind where I could actually focus on what's in front of me and the people that I'm with.

(00:05:13):
And then recognizing as well that in between that trip of working, it was just being constantly connected to social media. And what I realized is– I was, and I think as a society, we all spend more time living in this digital world and connecting with people in less than meaningful ways, quite honestly, than really focusing on the people in front of us. And so I read a story on Fast Company where there was a gentleman who said he unplugged from technology for 24 hours and he shared his experience and it was rather cool. And I said, I want to do this for 10 days straight. To your point, to define what unplugging is, is it's building boundaries with technology. So a few ways to look at it and to do it to fully unplug means that you are going to dramatically limit your access to technology.

(00:06:16):
So this means no social media, no text messages, no email, very, very, very limited in how you're using it. It was interesting. I remember Tyler sharing her experience, her first experience, and she's like, I didn't know if I could use my GPS to go somewhere. And using technology in that way is acceptable, but it's to say that whatever glues us to our phones, which is often anything based with communication technology or social media, that we're going to completely limit that. So in a perfect world, when you're unplugging for an extended period of time, you're not picking up your phone except maybe to figure out how to get to the coffee shop that you want to go or to switch the music playlist that you're listening to, otherwise will limit it. And then the other aspect to unplugging is we don't have to do it for extended periods of time, although I challenge everyone to do it because you have to feel the extreme of being constantly connected to not being connected at all. But then to find moments where it might just be an afternoon, a day, a weekend where you kind of set your own rules. Maybe you want to take a break from social media, but texting's okay, but finding a better balance of whatever it's that you tend to often do on your phone that we're going to say, we're not going to do that thing. So that's unplugging in a nutshell, but I often find that it means something different to everyone just based off of your own relationship to the technology that you engage with frequently.

Stephanie Goss (00:07:57):
And so I love that you brought up the GPS because when Tyler shared her story last time, Tyler, you, I loved it so much. You really, I love watching the way your mind works. And do you want to tell us or refresh us because you were in Canada and you were going to be doing some traveling, and so you were like, I know I'm going to need my phone for some things, but not for others. And what are the rules? And Eric, please tell me what the rules are. I want to follow the rules.

Tyler Grogan (00:08:28):
Yeah, it was a very me response to the whole thing. So yeah, the first time I was traveling in Canada, going to the Rockies thinking I was going to be very easily out of cell phone service. So this whole unplugging thing was going to happen anyway, so I thought that that would be fine. And so I planned on a week, I was with our friend Saye, and we were going to just be out there in the mountains hiking, and I thought it was the perfect to give this a shot, but to your point, there were questions. What about the GPS and what about music? And I want to take pictures and all of these things. So this time around this year, I asked myself a lot of the same questions, but I gave myself kind of what Eric was saying, those boundaries that made sense for me for where I was going this time and I was traveling again, but in a much different way. So it was a whole different experience this time, and I'm excited to dive into it, but the first time was what does this mean for me? And I think that that was something that I learned from it was defining what unplugging is for me and also finding out what was good for me and what I needed to make it, the experience that it was, which was very, very, it was a really great one. So yeah, defining it first was important. I think you and I both had very different definitions, Stephanie, when we started.

Stephanie Goss (00:09:46):
Well, and I was going to say, so in true me fashion, I just dove headfirst and was like, I didn't go to the extreme of let me go to some center where I don't talk for seven days, but anybody who knows me, I dove in the deep end and was like, now let's figure out how to swim. And it did not go so well last year. And if you have not listened to this episode, we'll drop the link to it in the show notes because we had a great time and you should definitely listen to the shenanigans that were had, both Tyler and myself and Eric as we kind of talked about some of how we started with unplugging. But I think back to it, and we started, Eric, you asked us about how we would grade ourselves, and both Tyler and I were just like, we did horribly. It was a failure, we're failures.

(00:10:44):
But I thought it was the perfect way to kind of start. And I'm super curious thinking back because I think all three of us did things differently this year. So we're doing this episode towards the end of the year because Tyler and I both were like, oh, okay, we got bucked off that horse, but let's get right back on and let's try it again and maybe set up some different rules and some different boundaries and try and tinker with it. And so intentionally, we talked to three of us earlier this year and said, okay, what's on our schedules? What are we doing on unplugged time? And so we planned to record this after each of us had done a period of unplugging for different things kind of over the summer and early fall. And so I'm curious, looking back, I think we each had some goals for unplugging this year. How do you think you would grade yourself this year? I'm super, super curious.

Eric Garcia (00:11:35):
Yeah. For me, I don't think I would grade myself as well as I have in the past. If I'm being completely transparent here. I did better with certain things and not so well with others. And I'll give you an example. I think I did well at setting the timeframe of, okay, this summer I unplugged, I think maybe it was somewhere between 10 to 14 day period. And as we kind of talked about a true unplug, I think everyone should experience a few times, which is just no social media, no texting, no email, and ideally no browsing on the web. Interestingly enough, and I'm kind of working through this personally right now, is I actually did find myself breaking my own rules and checking the news. And I think a lot of that is just because of everything that's happening in the world and feeling this need to stay in touch.

(00:12:49):
And I think if I'm being critical of myself, I think I shouldn't have done that because that's part of why I unplug is to escape from that. But then going through the motions of is ignoring it, that's not a healthy thing, ignoring the realities of what's happening in our world. And so I didn't do so well. Now that being said, I've learned with some assistance that consuming small amounts of that is okay, but just looking back at my experience this summer, I think I did well with everything out. But I think that breaking my own rule and feeling this need to check the news and succumbing to it was probably not something that I'm super happy about. But that being said, I'm not perfect. No one is. And so I'm looking at it as a, okay, I'm getting ready to unplug at the end of the year. I know I can't do this again. That's not something that we're going to do. But yeah, so I think, yeah, I would definitely say that that's somewhere I can improve upon. But I did set the dates, I did that thing because in 2020 I just had one brief period of time unplugged, so definitely kept up on doing it for sure. Okay. What about you guys?

Tyler Grogan (00:14:09):
What about you, Tyler? Well, I think it's interesting what you said, Eric, because I kind of think what I realized with unplugging this year was that I noticed what I gravitate toward in technology that I feel like I rely on a little bit or that I feel really like I need to check it more. Yes, exactly. So I think that part of the unplugging just to make it a learning experience is just some of that For me, it was just learning more about how I use technology on a regular basis and exploring why do I feel like I need to check these things or why do I feel like I'm disconnected here? I also traveled when I did my unplugging this year, I did another week, like a full week, and I set the dates. I even this time posted on my social media before I went a list of my rules so that I could keep track of, I just tell everybody, Hey, you guys-

Stephanie Goss (00:15:04):
accountability partners?

Tyler Grogan (00:15:06):
Right, I'm not going to be here. I'm doing these things. No social media. I was definitely going to listen to music and use my navigation and my camera because I was traveling. But aside from that, try to turn it all off. And it was a completely different experience than the first time for a multitude of reasons. Partially was one major thing I learned was that if you're going to go on a spontaneous trip where you have zero plans of where you're going to stay, what you're going to do or where you're going to be for the entire week, unplugging is very, very difficult because you need to look at where you're going or look at what towns are around, what's there to do, what's there to see, or I guess you could just show up places, which I kind of did, but not in the way that I think a largely loose plan, at least I would recommend if you're trying to unplug while traveling.

(00:16:06):
Because what I was doing was I found myself just on, I was trying to really hard with the social media, so I stayed on just the internet and I was looking at hotels and different places and just my Expedia app to try to figure out where I was staying that night. And so it was still limited, but I learned a lot about how many businesses are not, they don't have a website, they just are out there on their Facebook page or especially Instagram, small small town outside of Nando National Park in Virginia. They don't have a whole website set up for themselves. So I learned a lot about that. But I would say in terms of success for unplugging, the condensed experience I had this summer was not as successful as it was last year, but I think last year set me up for this entire year to have a completely different relationship with technology because it was completely easy for me not to be trying to check work things or being on social media just because my relationship with my being connected has changed so much. So yeah, overall through this year has been a completely different year as far as technology for me. But that condensed experience, I didn't set myself up to succeed. I didn't do that well this time.

Eric Garcia (00:17:26):
I just have to say real quick. So I was so proud of you though because I received a text message on August 19th from a mutual friend of ours, bill Schroeder, where you were in attendance at a wedding together. And for everyone, what I'm showing Tyler and Stephanie is a picture of Tyler in this wedding that someone else took of her because she again was unplugged and was setting boundaries and focused on being in the moment. And he said, so I'm at a wedding with Tyler who's so unplugged that she didn't know that you posted her list. Unplug. I love that. I was so happy for you to know that you were so dedicated to that mission of just saying, here are my rules, here's what I'm going to not do, and here's what I'm going to do. So well done. Well done.

Tyler Grogan (00:18:22):
That was the funniest moment we were sitting at this table because that was the goal was I was just going to drive up and go to this wedding and then I was going to drive back and there was no plan in between. And so I got there and we're sitting at the table together with a few people from our industry, and someone says to me, I said I was unplugged. And I said, yeah, and I had a list of my rules and Bill was talking about how he wanted to try it, and then he's like, wait, that was your list. And I was like, what do you mean? That was my list? And our other friend said, yeah, your list. Eric shared it on social media, went viral for viral. I was like, what are you serious are? And so then he snapped the photo and I was like, genuinely, you're going to have to tell Eric. I had no idea what was happening. I was definitely not on social. It was very funny.

Eric Garcia (00:19:21):
It was great. I thoroughly loved seeing that message and just, yeah, that was so funny.

(00:19:31):
Stephanie, how did you do?

Stephanie Goss (00:19:35):
I did great and I feel spectacularly in other ways. It was a mixed bag. I'm going to say if I was grading myself, for those of you who don't know, I got a crown earlier this year from Uncharted. I was blessed to be awarded Speaker of the Year, and I have been teasing Andy since I started working for him that when I do things really well that I will work for Starbucks or he could just give me a crown. And after almost seven years of telling him that Jamie Holmes and the team made it happen, and my speaker of the year award was a crown, and if you guys could see me, I would put my crown on right now because I think I did a really great job in some ways. And so I would say if we split the difference between a D and then A+ overall, it probably felt somewhere in the B- range.

(00:20:36):
So it's funny because when we started getting ready for this, Eric was like, now I just keep seeing your signature and your next time off. And so I took last year doing this, not only doing unplugged in the lessons that I learned about myself and my unhealthy addiction to my phone and to technology, I really went to work doing some really hardcore personal work because when we did our episode, we talked pretty honestly about some of our failures. It brought up a lot of things for me that I didn't even realize that I was feeling. And so I took a really hard look at myself and my boundaries and realized that a lot of the time when I was feeling really overwhelmed, it wasn't actually anything that anybody else was putting on me. It wasn't that I had too much work, it wasn't that a lot of it had to do with myself and the fact that I had no boundaries.

(00:21:43):
And so a lot of the lessons that I learned in unplugging last year and in having the conversation with you guys and continuing to focus on it have been around my own boundaries. And so I have made a lot of great strides and I'm excited to talk about some of those with you. Mine was a lot different. I think I did my unplugged time this time. My goals were to be more like Tyler when I grow up. Tyler did a spectacular job last summer I felt like of getting things ready from a work perspective and really clearly outlining the plan for everybody. This is what I've got going on, this is who's in charge. And I thought that I did it okay last year. And then I was like, oh, I want to be Tyler when I grow up. And so this year my focus was on being more prepared and looking further ahead.

(00:22:39):
And so I went further out in the calendar and started planning better and communicating better. And so that was really big focus for me. And then I think my most significant achievements were not had to do. So I was planning to go unplugged and I was planning to do similar to last year, I was going to go off the grid camping with my family. And so I was like, great, there'll be power but with a generator. But I like Tyler, I'm thinking I will be somewhere where I just won't have the time or energy to use my phone. And that was true. And at the same time last year, it was the same scenario last year, but I let myself, I chose to not have boundaries and I chose to stress and worry about things that were happening that even though I was getting messages or emails, I was the one who read them.

(00:23:39):
I didn't have that boundary and that filter recognizing the fact that the world on and people are going to send you emails and people are going to call you and they're going to send you text messages and it's up to you to have that boundary. And I was really like, that was one thing that I remember. I have been in awe of it with you, Eric, because we've been friends long enough now that I know when you're unplugged, you're really unplugged. And there have been times where something has happened and I have sent you a message and I know that you're unplugged and I know that I'm not going to get a response from you. And I love that boundary and I have always thought I couldn't do that. And then when Tyler told us about what she did and she really meant it and she was like, here's my rules and this is what I'm going to do.

(00:24:21):
And I think looking at my own journey last year I was most disappointed in some of my failure with the boundaries. And so I really worked hard at that. And I also hadn't made big leaps before I went unplugged. And so something else happened completely unrelated, and I was just like, I need to. So I went and I was unplugged and I had a great time with my family. My rule for myself was I could use technology in that I brought my Kindle because I wanted to read. And my goal for myself was I have an unhealthy reading obsession. And I was like, I'm here for five days and I'm going to read 12 books. I was like, I'm going to sit by the pool, the kids can run amok, it'll be great. And I did it and I was super, super, super proud of that.

(00:25:14):
But honestly, the biggest strides for me I think came after that first unplugging when I really started to focus on my own relationship, not dissimilar to either of you with social media and with the technology itself and how I'm consuming that technology. And so this year has been a big year of growth, so not as great with setting up for success as I would. I think there's always opportunities to improve and thinking further ahead about the calendar. And this year has been a year of trying to get ahead as a team and as a company. And Tyler and I have been focused on how can we think further ahead and let's plan further ahead. And so I think I'm just going to keep trucking along and working on those things. But I think this year was really successful. And I have to say Eric Garcia, I am addicted now in a good way, in a really healthy, because when we talked last year, I was addicted in a very unhealthy way and I have made some really, really great changes in my own life and I'm excited. I'm excited.

Eric Garcia (00:26:30):
Can I ask you a question about that though? And I think the perspective that I would share now, because I've done it for so different than you Tyler, are newer at it. And what I can speak for with you is I've known you for a long time and you've known that I've done this for a long time, but there was a very long period of time where the idea of doing something like this was awful. And I had a lot of people, and you probably have a lot of listeners who feel that, who are like, never. This sounds awful. And I guess what I would love to ask you is what do you say as someone who is a new believer in the value of doing this and who for years didn't ever think that you could do this? And it's interesting because let's use Bill Schroeder for an example here. Bill for many years also said the same thing, but it wasn't until recently where he's like, I dunno, the idea of this seems interesting. So I guess what would you say to someone who would say, no way, I could never do this. It would make me miserable. What would your advice to them be?

Stephanie Goss (00:27:45):
It's funny because I think I was the ultimate example of someone who was saying no, but who desperately needed it. I think back to being in the clinic and I was the manager that was like, oh, you can call me twenty four seven and I got to be there for my team. And the definition of success as a manager for me was being connected, overly connected. And I remember taking my phone on vacation and answering, I've been in the hospital and have answered the phone. I was that person who believed that I was failing my team if I wasn't connected. And I think the biggest lesson for me this year has been about the fact that I fail my team more when I'm too connected and it slides. It's a very, very razor thin edge between being there for your team and being burnt out and overly committed and overly involved, and you don't make room for other people to have success if you are connected all of the time.

(00:28:59):
And I think that that was one of those lessons that I wish that I had learned a long time ago because I could have made so much more of a difference for I think my teams and in particular doing the reflection and looking back, I recognizing some really toxic and unhealthy behaviors in myself and it was all my own doing. And so I think the thing for me, Andy has always the whole idea of Uncharted, and one of the best lessons that I think Andy has ever taught me is the idea that we have to take care of ourself, that we cannot be all things to all people, and that if we don't take care of ourselves, that we won't be there to take care of other people. And as someone who has had training in a crisis response and in, I know this logically in my brain, but you think about it for everybody but yourself when you're a people pleaser and you're a giver and a do-er, you just think about how can I keep helping everybody else?

(00:30:05):
And so I think that that was the biggest thing for me was recognizing that being so connected is actually not healthy, not only for me, but for my team, whether it's in the hospital or my team with Uncharted. You've got to take care of yourself and we talk about it and we say it, but this year was honestly a lot of lessons for me and humility about walking around talk and saying all of the things. And I remember vividly having a conversation with two of my best friends who are Uncharted members, Jen and Charlotte, and both of them were like, what would you say to any one of the community? And I would say they were like, and don't answer us. Sit here and really think about it and then tell us what you would say. And they're like, because we're going to look at you and call BS on you if you try and bss us right now.

(00:31:01):
And I was like, no, I know what I would say. And they were like, then you know what you have to do and it's take care of yourself first. Put your oxygen mask on first. And as a people pleaser, that is I think one of the hardest things to do. And so I think for me, the thing that I would say to people is, it's going to be hard. But I'll tell you on a personal level, the rewards for me have been so great. And I think Tyler, your experiences is similar. And Eric, I know that you have traveled and have gone places and seeing the worlds, and that is a gift in itself, but also I'm doing unplugged time at home. And that has been, I think as rewarding if not more rewarding because I'm actually engaging with my kids and I'm engaging with being present and taking pictures.

(00:32:03):
And that was one of the things I was like, okay, Tyler rule, I'm going to use my camera. It's okay to use my camera. And what I realized is, and Tyler, we had this conversation last time because I think you talked about being at the airport and having downtime and you had said, I'm going to use my camera, but then you were like, there's downtime at the airport. And so, oh, I could just pop open Facebook and scroll through the things. Right? And I'm curious to see for both of you guys, if there were changes that you made. For me, one of the things that I recognized, and Eric, you helped point this out for me is that this is an addiction for me, and I very needed to put up bigger boundaries. It wasn't enough for me to say, oh, I just won't do the thing. I had to actually put barriers in place. And so for me it was about taking things off of my phone and turning off notifications and actually making barriers. And I think Tyler, you did something similar for yourself.

Tyler Grogan (00:33:03):
Yeah, I had, one of the mistakes I made was I forgot a couple of push notifications to turn them off during this last trip, but I tried to take the notifications away. I don't even have push notifications on a regular basis for most things now except for calls and texts that'll come through just because I know that when I have the mental space to address what I'm looking at, that I will open it and look at it. So that's been something that I've changed over the course of this year that I think was one of the things I recognized was a shift in my relationship with technology in general. I even was able to put Slack back on my phone because I was able to not, I don't check it unless I'm actually going to engage with it and do what I need to do there.

(00:33:48):
So that's actually been a really big shift for me. But it was funny that you brought up the downtime in the airport, Stephanie. I kind of had forgotten that part of that first experience a little bit, but that was a question I had for Eric today was because this trip that I took this year was so low. A lot of the time I spent was just driving in the car, and so I found myself, I would call my friend and just talk with my friend and have a good one-on-one conversation. And I felt like that was a meaningful use of my time, even though it required technology. But as an introvert, and I think that this might be something that people start to dip into unplugging a little bit, especially if they intend to do it while they travel or something like that, or just spending time on their own as an introvert, I think the hardest part for me this time was being at a restaurant or being somewhere on my own and not being on my phone, and I was sitting there realizing exactly how difficult it was for me as just personally, I know this already, but I'm not the person that's going to easily strike up a conversation with someone next to me.

(00:34:54):
It really pushed me out of my comfort zone because I knew if I picked up my phone, what was I going to do on it? Write myself a note. What am I going to put on my own music and sit there and listen? I don't know what I was like, what am I going to do? Those were the hard moments for me was when I realized one of my goals was to be present and to actually be bored. Because one of the benefits that Eric talked about with unplugging last time was expanding your ability to get to a creative thinking place. And that was really one I wanted to explore with this. And those downtime moments I think is probably where that is most likely to happen, but they're the hardest ones to commit to not being on your phone, especially in an environment where you're your own in a world where people are on their phones when they're on their own. I was curious because Eric, you've traveled on your own, you've done things like that before. What do you do? You're a much more extroverted person than I am, but what do you do in those moments?

Stephanie Goss (00:35:56):
I can't believe we're here friends. 2023 is about over, and I am so looking forward to all of the fun and amazing things that are coming from the Uncharted team in 2024. We have got so much happening. 2023 saw us reimagine a lot of things. It saw the launch of our first certificate and we are only leveling up in 2024. We are hitting the road. That's right. We are going on tour, if you will. We are going to have some what we are affectionately calling our roadshows where we take some of our things, including our certificate content and go out on the road in areas around the country. So we may be coming soon to an area near you. We have got some live events happening. We're going back to Greenville in April for kind of our last big hurrah for a while at the menu that we've been at for years, downtown Greenville at the Westin Poinsette.

(00:36:55):
We're going to be having our Practice Owner's Summit again in December. We have got so much happening both in terms of events and over in our community. We are working on pods, we've got new events, we've got exciting books picked out for book club, all kinds of things. So now is the time more than ever for so many reasons. But you've heard me talk on the podcast about how the math makes sense just for the workshops alone that we offer through Uncharted. And now because our Uncharted members get access to our Leadership Essentials Certificate, now is the best time to head on over to Unchartedvet./comcommunity and check out all that we have to offer as far as membership goes, come join us. We have got so much going on. And if you're thinking, Stephanie, I don't have my new CE budget yet, I can't join the community, head over to Uncharted vet.com and put your name on the newsletter list because you will get first dibs info after our community. Of course, in terms of anything new and exciting that is coming from us. And believe me, 2024 is going to be our year. You want to be on that list and now back to the podcast.

Eric Garcia (00:38:14):
Yeah, so first off, I thank you for calling me an extrovert. That means a lot to me. I'm actually an introvert, but all introverts can be extroverted as long as they have that recharge time or even time to anticipate encounters with that. I'm great at small talk, but I don't always enjoy it because it's small talk and I'd rather engage in meaningful conversations. So yeah, Tyler, so usually for me in those situations, and they do happen a lot when I'm unplugged, I'm sitting somewhere eating something or doing something where people are doing other things. So either if I'm with someone, I'm having a conversation with them, and if I'm not with someone and I'm by myself, usually I literally just sit there and I kind of just let my mind wander. It's sometimes I'm focused on just people watching and observing things that I wouldn't normally observe.

(00:39:14):
And it becomes entertainment for yourself. Sometimes that becomes, that's what starts to lead into boredom. But what I've noticed for me is it doesn't take one time sitting doing nothing for that boredom to come out because you're so hyper-focused going on around you that it takes becoming bored with that situation. Where then this is where I tend to have a notepad, or again, the rule with unplugging is you can use your phone, but we're not just engaging on social media texting. So I'll use my phone for notes and this is where I'm like, alright, I'm bored with what I'm seeing. And then this is where I'm like, oh, I have this idea to do this thing. And by the time I come back, I have just all of these things that I thought of that I wouldn't have been able to do, but or I read. I do, to Stephanie's point, I will get the most reading.

(00:40:07):
I will not get 12 books done, but I'm on good reads and I'll hit my reading goal for the year, and it's the only time that I sit there and no one by the way should look me up on goods because that's what I read on my own time is my own time and you won't be able to find me anyway. But point here is I get to read the things that I enjoy reading. So it's finding other things to do at that time. And I think something important that I'm not really always good at explaining, because sometimes when we talk about unplugging, we become hyper-focused on the work aspect of it. It's like, here's how we find better balanced work. And that is, I would argue a massive part of unplugging is to have better boundaries with work. To say that when I leave and I'm on vacation or I'm taking time away, that it is just that. You're taking time away.

(00:41:01):
But I think second part of unplugging is that okay, when you're taking that time away from work, that we're not choosing it to fill that time by being connected in the digital world, so consuming too much social media content or I did, just obsessively read the news. It's be able to say that when we're not working and when we're disconnecting from technology. Tyler also to your point, having moments where you connect with people on the phone or even FaceTime, a hundred percent, that's what unplugging is about. It's about being able to have conversations that you are fully immersed in so you can connect with that person in a way that's meaningful. If I were to have a call with either of you later today, am I going to be engaged in the call? Absolutely. Am I also going to be thinking about other things that I've got to work on or other things that I'm dealing with in my life because there's just all of these things that I'm consumed in?

(00:42:09):
Absolutely. Are we going to connect in the same way than if I were completely disconnected? No. And so this is where it allows us the opportunity to not fill capacity in our brains with just that other noise. So any way that you can engage with someone meaningfully. And yeah, that usually means having a conversation with them, not messaging them on social media. It's been studied that we're not engaging meaningfully on social media. We're not like, oh, I'm celebrating someone who's on vacation, or I'm celebrating someone who's getting married, or I'm celebrating someone who got a new job or a car. We're passively consuming that content in the middle of a chaotic day that we're not really taking that to bond with each other because I'm not saying, you got a new job. Let's talk about that. Why are you looking for a new job? Tell me about this new job. What does it mean to you? Or you just got married, that's awesome. Tell me about the wedding. I want to hear all the details. And that's where we start to meaningfully connect with people. And so it's just finding that opportunity to, okay, maybe we saw something that someone shared on social media, but we are actually building the time in to truly connect with that person. So I think that's an important aspect to it to consider.

Stephanie Goss (00:43:31):
Yeah, I love that. And I think that, excuse me, that was part of it for me. So I did, I was with my family and that was important. And I think that trip in my head was a little bit about finding some of the boundaries. To your point, Eric with work and Tyler, you were just like, I'm going to go on my own and I'm going to just not have a plan and do the thing. And I did a second unplugging trip and this time for me it was like, I want to do something for me in my brain. And so it was with friends and my goal for that Eric, was I don't, it's so funny how much I have allowed myself to frame everything through the lens of social media and where I have been. We'll be doing something even like we're at a conference and we're hanging out and it's like, oh, let's take a selfie because we want to post it on social media, not because I want new, not that I don't want new pictures with you, but the intention is there.

(00:44:41):
And so it was interesting because I did this trip with friends from work and we had a conversation. We did not talk about it ahead of time, but then we were all there. We rented a house, we were beautiful scenery, and our goal was just hang out and relax because we're all busy women and kids and work and stress. And we were just like, let's just take three days to just hang out and kind of unplug. And we had a conversation as a group about we're having so much fun and we're taking all of these pictures, and we were just like, are we going to do this? Are we going to do the social media thing? Or is this really, are we really going to make that step and is it going to be about being together and just for us? And so we kind of talked about it, and it's funny because there's multiple people there who shall remain nameless, who Eric social media is their life.

(00:45:37):
And we were talking about it and it was funny how quickly we all were just like, let's change, let's change it. We can talk about it, but the goal is not to have the experience so that we can display our lives on social. And that was never conscious intention for me, but I realized how much unconsciously that had started to become the intention for myself when I would be having experiences. It was about documenting it so that I could display it through the lens of social media. And I really did not, even just the things that I do with my kids, it's like, oh yeah, I should take a picture of this. It would look great on social media. And that was a big thing for me this year in wanting to change that because on a personal level, I just was like, I want to get back to the just hanging out and having the conversation.

Eric Garcia (00:46:36):
I love that. That's been studied to be a real thing we do where we take photos to share with others the life that we live, not because we want to document that moment for us, but that we want to document it to be able to share with the world. And I wish you could feel the joy inside me right now that you acknowledge that on your own, where you're just like, yeah, we don't need to do that. Let's just be here for us. And we don't need to document this for anyone other than just us to maybe look at later because I'm sure there were pictures taken. But with that framework of let's enjoy the craziness or whatever we're doing becomes again, another benefit of unplugging, because again, it's been studied that people will take pictures, they call it the post moment where you're not taking pictures of what you're experiencing to remember it yourself. You're taking pictures and obsessing over taking the right picture just so you can share with others. And that becomes a little bit problematic in the longterm and how and why we do things. So I love that so much.

Stephanie Goss (00:47:57):
But I really love that it created the opportunity. So when Tyler had been gone and she came back, I was genuinely excited to just have a conversation with her and hear, how was your trip? How was the wedding? How was seeing all of our friends? What did you decide to do? Because I knew that she was going to have no plan and who knew what that adventure was was going to be. And so I was just really excited and I was really, it was so fun to just engage. And I think it's interesting, and Tyler, I'd be curious to see what you think, but I love how our relationship has changed over this last year. I think as an unintended benefit of this experience, for me, it has been, we used to call each other and if I knew Tyler was calling and it was about work, and now I know if I'm getting a text or I'm getting a call, it's about us. It's about our lives and just humans and we're calling, we're texting each other to nerd out about video games or just other things that we enjoy.

Tyler Grogan (00:49:04):
The new kitten.

Eric Garcia (00:49:05):
New kitten.

Stephanie Goss (00:49:08):
And that feels really, really good. I think I really like feeling, and it has also shifted with my friends as well. I got an email today from Jen, and I knew that it was work related. It was email, and if it was friends, it would come through on my phone. And I really like that shift for myself, and it has been really, really healthy, I think. But Tyler, what do you think about your experience?

Tyler Grogan (00:49:40):
What you both were saying about the postal moments and just deeper connections with people when you're not focused on those things? I look back at some of, and maybe you guys remember when the pre cell phone days when you had a digital camera, your little cannon or whatever, it was an icon, cool pics that was like, mine was me, but that was when selfies were like, you turned the camera around and hoped for the best, you know?

Stephanie Goss (00:50:09):
Right? Yeah.

Tyler Grogan (00:50:11):
I have to admit, I already had the selfies skills, I'll say.

(00:50:19):
But my favorite things from those hundreds of pictures that you took because you classically were only able to get one good one because what was happening, my favorites were the blooper reel where you accidentally are taking a video and you're like, what's happening? The flash isn't going off. I keep those and those are my most favorite.

Eric Garcia (00:50:40):
Oh, I love that.

Tyler Grogan (00:50:41):
Those versions of the memories that I have are the ones that were the not planned at all. And so I think that some of looking at social media now and looking at how we're engaging with technology now and taking pictures even is, I think those are the better ways to capture moments just for you because you're not worried about how does my hair look? And our friend Jamie Holms is really good at reminding me of this. Just take the picture. Just take the, don't worry.

(00:51:11):
And I think that has been a benefit. But in terms of just generally all the changes and what unplugging has done for me, I don't know about you guys, but I think that you might experience this too. I crave that stillness now. So pause between the distractions and I feel like I am able to be a lot more intentional about where my mind is because turning off the push notifications or doing one thing where you just walk away and leave your phone in another room for a couple of hours, those things, even those little things just make you that much more in the moment of what you're doing. And I crave that feeling now because the week long experience of being there on your own and driving across the biggest bridge you've ever been on, terrified for your life, things like that, but you're fully immersed in it.

(00:52:11):
Those memories are a lot more vivid and important to me now than the ones where I'm also trying to rush and get through and do the other things that I'm thinking about on my mind. So this is, like Stephanie said, she's addicted. It's true. Her email signature always now has something about when her next record is, I need to figure out when mine is to add to my calendar as well accountable. It does, but it truly is a really good way, even if it's something small, just to really connect with what's important to you and then realize that those moments when you're not distracted are moments that are the ones you're going to want after a little bit. I think it's an addicting, it is really a feeling that I feel like I look for now and a lot more, I try to be more intentional about finding it all the time.

Eric Garcia (00:53:02):
Can I also add just a very veterinary medicine perspective about why it's important to unplug, especially when it relates to social media? And I've called attention to this before and I think it's important. It part of the reason that it's important to unplug is because of how we just consume everyday content on social media, but specifically within the veterinary industry, how we consume the kind of veterinary industry content that we do on social media for quite some time now. There's just kind of been this veterinary social media world that has become a little dark. There are now a lot of people who tend to be vocal about other people in the industry, and either there, they're doing this on their own personal pages that they're sharing with everyone that they're connected with. Or more commonly they're doing this in groups. And a lot of times it's as simple as someone that called out a work and someone's mad about it because it left everyone short staffed.

(00:54:23):
And so then they go on their personal page and they're like, oh, I had to work an extra hard day today. It was awful because so-and-so called out again, or in a social media group where people are often talking about colleagues. I've seen general practicing DVMs call out specialists. I've seen specialists call out general practicing DVMs. I've seen veterinarians calling out other veterinarians in their community. I've seen people calling out key opinion leaders. And I think that when we think about how we consume social media content and we think about the struggles that we're having in our profession, if you're engaging with that content, first off, let's just kind of frame it in the sense that when we wake up, that's what we're consuming.

(00:55:35):
And you might consume it and think, ah, it's what it's, but subconsciously it's there and you're carrying that around. But the challenge with this is that these are real human beings that are being called out. And I think we've started losing empathy for one other, for each other when I see this happening. Because someone's calling out or someone is calling a particular person out, we're so quick to jump in and not be nice to that person. And then it becomes this snowball effect where everyone's starting to engage and we're failing to celebrate the good that we do in our profession and unfortunately it just leaves for a lot of negative content that people are consuming about our own profession. And I think it's really important that if you are consuming a lot of content in veterinary medicine that is not contributing to your life in a positive way. I think it's really important that you set boundaries even just as simple as not being a part of a group, or maybe you can be friends with someone but you unfollow them, but that you're more aware of it.

(00:56:53):
I got to tell you, it's an awful thing because I talk about this in my reputation management lectures, and the reason this is fresh on my mind is I was just talking about it at a conference that I was at. People will say things briefly at the end of the lecture, but it's when I get home that I start seeing the emails from people that either have been a victim of that attack or have witnessed it. And by now, I usually have, in the time that I've been talking about over a hundred emails from veterinary colleagues of ours who are suffering because of that. And I don't think that's fair. I think that we are so upset that pet owners do this to us, that we stopped to fail short or we stopped to think about the fact that we're doing it to each other.

(00:57:42):
And so part of unplugging is setting better boundaries about that and helping you see the good that we do in our profession instead of just seeing all of the bad that's going on. And so I just challenge people if you're upset about something or someone, this goes back to what Tyler was talking about. Okay, yeah, it's great to connect with a friend over the phone, but someone, if you're mad about someone, we've lost a common decency to talk to that person just to say, “Hey, there's something that might be going on with you. Let's have a conversation.” We're just so quick to call people out. And I think that's unfortunate. And so I just want people to be aware that if you're consuming this content, it's often not contributing to your life in a positive way. And that we need to set better boundaries and we need to be better stewards for our profession.

Stephanie Goss (00:58:38):
It's funny that you bring that up, Eric, because I, part of my work this year was removing some things from my phone and removing notifications. And I have always been involved in a bunch of groups in the veterinary space for the reason that I believe I am a happy person, and I believe in the power of connecting as colleagues. And for me, it has always been about helping. And I agree with you. I have definitely seen some shifts. Things are hard, and as we go through ups and downs, you see the shifts in the emotional state, I guess, of our industry. And I was seeing that a lot for myself. And I'll tell you, my goal always was to go into groups and contribute positively. And I found myself thinking more and more negatively. I was still acting positively, but I found myself reading things and then thinking snarly about it.

(00:59:37):
And I was like, this feels really unhealthy. And part of what I did this year was turn the notifications off. But I will tell you, I turned the notifications off and then I unplugged and I kind of forgot about a lot of things. And like Tyler now when I go into apps, it's intentional. And so I still go in regularly into some of the groups in Facebook because I don't get any notifications. I am intentionally going into, I'm going to find one way to interact with somebody and I'm going to spend 10 minutes in this group and then I'm going to piece out for the day and I'm so much happier and there's a that I miss and there's lots about, I had to reconcile that because my brain immediately is like, well, if you're not in there, you're going to miss connecting with people and you're going to miss all those opportunities.

(01:00:33):
But I have found that figuring out some of those boundaries for myself, I believe you, because it has been really, really true and healthy for me, even within our own Uncharted community, which is so positive and is really the heart of our, I mean, it's one of our core values is positivity and helping one another. And I think, Tyler, you would agree with me. I love our community. I always feel lifted up when I go in there. And at the same time, I realized how much, I hate to say mindless scrolling because it was never mindless. I was always engaging and I was always, I love our community and I hate to use those words, but I would find myself skimm reading. And that hurt me because I don't want to skimm read any of the people in our community. I love our community and I want to be intentional about it. And so I did the same honestly, with our Uncharted community. I turned off the notifications and now when I go in, I'm going in intentionally because I actually want to read through the posts. I want to engage with people, I want to have those conversations.

Eric Garcia (01:01:44):
I love that.

Stephanie Goss (01:01:45):
And it has made me, it has renewed my excitement for connecting with one another as colleagues and believing in hope and positivity in our community. And so it has been a really positive experience for me. I don't know how you feel about it, Tyler, but Well,

Tyler Grogan (01:02:05):
I was just going to say, this kind of brings us back to the beginning of our conversation about unplugging and what it's done. And I think when you are a part of social media groups or things like that and you're engaging on a regular basis, even in the most positive ways, when you give yourself a chance to step back from engaging so much, you realize I think what your true limits and boundaries are as far as what energy you have to give and where your energy is going and what's taking from you rather than giving to you maybe the thing that's stuck in your head that you can't forget about that was on social media is something that you realize when you take a step back from it a little bit, even if it's not a full week of unplugging, even if it's just a couple days of stepping away and realizing what that was doing to affect you can be a really great tool to just, and I think this is what I mean, Eric, you've brought to us as a profession and talking about this topic has been, even if it's just taking a little bit of space to realize what you're consuming and the effect that it has on you and technology and also taking a pause and realizing what you're contributing to that too.

(01:03:12):
So I think that Eric's done so much great work in bringing this to light for all of us. And I think that just even having that space and understanding that that's an option is really great first step to finding out what your boundaries are and then making healthier moves for you as far as what you're consuming on social and other places. But I mean, Stephanie, Goss's, kitten pictures are also out there. We all need more that I'm not give that up. I'm never giving that up.

Eric Garcia (01:03:46):
That's the point. When you're consuming good content, we need to just be more aware of what we're consuming. And Stephanie, I like what you said because again, the whole point is if you're part of a group and it's not contributing to you in a positive way and you're feeling more drained, then that's not the community for you. But if you're in a community where people are supporting one each other and they have the mentality that Stephanie has where our goal is, how can I positively contribute? That's what the goal is. Communities are really important to building each other up, to improving mental health, to know that there are people that have got my back and that exists out there. And frankly, it does exist online. It's just that if you're a part of a community or your feed is not doing that, then it's to say, let's maybe make some alterations to that.

(01:04:44):
And this kind of ties to what you're saying, Stephanie, there's this great quote, and if I were the kind of person who was comfortable with needles and would like to get a tattoo, I'd probably get this tattooed somewhere, but it's a long quote, but I'll probably settle for framing it. But it's a quote from Young Pueblo who's just an amazing poet and just thought person. And I would like to read that quote because I think it just helps us think a little bit differently about how we contribute to this content. And so the quote says that “saying less is incredibly helpful. Every thought is not valuable. Every feeling does not need to be voiced. What is often best is slowing down to spend time developing a clear, more informed perspective that ego tends to rush and react, but peace moves intentionally and gently”. And I love this because it's challenging us all to just sit back and think about what we're going to say before rushing to say something without thinking.

(01:05:45):
And sometimes we're quick to say things because we want to make a statement, but maybe it's not the statement that's going to positively contribute to the conversation. And so I think this just sums up Stephanie, what you're saying is let's be a little bit more intentional on how we choose to engage with this content. And let's be aware that if this content that is being put out there is about an individual, that individual is one of us, and that there are human who processes feelings and emotions and that they're dealing with the same struggles that we all do and that even though we don't agree with them, that we seek to find empathy to be able to work with that person to understand what's going on and where they're coming from so we can find a happy medium. And that's all I'm saying is that we need to think about how we're contributing and the repercussions of that so we can all be better stewards. So yeah, Stephanie, that ties beautifully into what you're saying. Just be more intentional.

Stephanie Goss (01:06:44):
I love it so much and I'm going to do the exact opposite, which is rush us. I am because I can sit here and talk to the two of you all day and we are out of time for our episode today and I want to set us up for next time, so I'm going to rush us to each throw out there, what are we going to try next year? I think the common thread is that this has become something that we're seeking to improve. And Eric, you've been doing this a really long time and you still set goals for yourself and try different things. So what are we each going to try next year, just even if we just keep having this conversation between the three of us? What's our goal for 2024 as we look to the new year and look to the future?

(01:07:32):
I'm going to start with mine and I'm going to because it's a challenge for the both of you. There is something that is new for Tyler. I threw out a hair-brained idea to her, and it was last minute this year to participate in a vacation and she was just like, this is too much for me and it's last minute, but I'm going to throw out the challenge for her that we do something together, unplugged this year. And Eric, my friend, my challenge for you is we have been talking now for five years about spending some time doing an activity together and you know what I'm talking about and I am going to tell even if we just get 10 hours, eight hours a day to unplug and do the thing that we've been saying for five years that we're going to go and do, 2024 is going to be the year. That's my goal. Unplug, do a thing together and connect with both of you because you both have given me so much in going on this journey with me. I want to do, that was not what I was thinking about, but I could get down with that.

Eric Garcia (01:08:40):
That's where my head is at. That's where my head is at.

Stephanie Goss (01:08:43):
I love it. Tyler, what you thinking?

Tyler Grogan (01:08:46):
I mean, I am 100% on board for your goal to count in, and I think mine is going to be to, I think I'm going to take a week again, I think because a good period of time for me and going to just, but I'm going to do it at home. I'm going to be still this time. I really want to see if I can do that. I dunno if I can.

Stephanie Goss (01:09:12):
I love it. I love it.

Eric Garcia (01:09:15):
That's so beautiful.

Stephanie Goss (01:09:15):
Also, I want to challenge you, Tyler, because I want to start to see some unplugged things on your email signature.

Tyler Grogan (01:09:24):
I'll plan the next one, the end of the current one, so that I will hold accountable.

Eric Garcia (01:09:29):
I'm not going to shoot you an email and I'm going to give you time to do it because when I shoot you an email and you respond back, I want to see

Stephanie Goss (01:09:38):
What about you Eric Garcia?

Eric Garcia (01:09:40):
Yeah, so I think two things. A little thing is just to get back to being better at it. And when I say better at it, like I mentioned, I messed up this summer. I consumed news, I broke my own rule, and so sometimes for me it's just as simple as a minor course correction like that. So as I go into the new year, I just want to be more conscious of that and just continue to figure out new approaches. I think what's interesting is that every time I do this and that boredom hits, I always just find a new way to approach it. But also I must say in listening to Tyler, I think Tyler takes such a bold approach to unplugging where she'll do things by herself for extended periods of time. And I think if I think about a goal for next year, I think I want to be a little bold, like Tyler, admittedly, when I unplug, I usually have people around me, not always, but often and and there have been periods of time where I've unplugged and I was by myself, but I think I'd like to challenge myself to unplug for maybe a weekend or a few days where I'm just by myself and maybe it's just here at home.

(01:10:57):
I did that during the pandemic, but not by myself. So I think I'm going to go channel some Tyler and be a little bit more bold about how I do it. I love that. Yeah, it'd be interesting to see how that goes.

Stephanie Goss (01:11:10):
We all want to be Tyler Grogan when we grow up.

Eric Garcia (01:11:13):
I know. Seriously. Need this on a shirt. Yeah.

Stephanie Goss (01:11:17):
I love it. Well, as always, I mean talking to you too is so much fun. Thank you for sharing yourselves with me and with the podcast. This has been fun. I'm looking forward to our next check-in and talking about changing, and I'm looking forward to hearing the stories that hopefully come from other friends who are like, maybe I'm going to try this thing looking at you, Bill Schroeder, Andy Roark, and seeing how it goes. But this was great. Thank you. Thank you both so much for being here and joining me, and thank you all for listening. I hope that you make big plans, whether they're for unplugging or for your practice or for yourselves, that you're making big plans for 2024, and we'll see you guys all in the new year. Take care, everybody.

(01:12:08):
And that's a wrap on another episode on the Uncharted Podcast. Thanks for joining us and spending your week with us. If you enjoyed this week's episode head over to where you get your podcasts and leave us a review. It's the best way to let us know you love listening. We'll see you next time.

Written by Maria Pirita · Categorized: Blog, Podcast · Tagged: communication, culture, fatigue, management

Nov 15 2023

Do We Actually Know What Burnout Is?

This week on the Uncharted Podcast, Dr Andy Roark and practice management super geek, Stephanie Goss, tackle another awesome submission to the Uncharted Podcast mailbag. This week's email comes from a practice owner who is trying to wrap their brain around the varying degrees of “burn out” being discussed/felt by their team. It seems like there is no burnout profile that fits everyone on the team who is feeling that way. So this practice owner is asking Andy and Stephanie to walk through the concept of burn out and help them understand “What “burn out” really is; what kind of signs or symptoms someone who is burned out might experience; what someone else might observe in a burned out person (how we can recognize burn out in our team members); what employers or managers can to do help prevent their team from getting burned out; and how employers or managers can support team members who are burned out, without transferring the responsibility/burden on to other team members, leading to more burn out…” These questions were absolutely fantastic and Andy and Stephanie dove right in to the deep end of this conversation. Let's get into this…

Uncharted Veterinary Podcast · UVP – 259 – Do We Actually Know What Burn Out Is?

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 your challenges and would love to feature your scenario on the podcast.

Submit your questions here: unchartedvet.com/mailbag


Upcoming Events

RECRUITING AND RETAINING MILLENNIALS

Did you know millennials are currently the largest generation in the US and the largest generation currently in the veterinary workforce? If you’re hiring veterinarians for your practice, you need to know how to attract and retain this pool of talent!

Dr. Tierra Price has supported practice owners in creating successful applications geared toward millennial veterinarians. This experience, combined with her own experience in her recent job search as a new graduate, has led to a compilation of factors to consider in order to recruit and retain millennials in veterinary medicine!

In her workshop, we will cover:

⚓Traits that characterize the millennial generation

⚓Factors millennials consider when looking for jobs

⚓How to build an irresistible job offer for millennials

Live and virtual, this interactive workshop provides an engaging learning experience. Join us and close 2023 with a positive move toward hiring your next great team member!

When: December 12, 2023, 1:00 pm – 3:00 pm ET / 10:00 am – 12:00 pm PT

$99 to register, FREE for Uncharted Members.

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. We're back this week with another letter from the mailbag. This one comes to us from an associate veterinarian who is having some challenges with a fellow associate. Only they're not challenges that they themselves are having. They're challenges that they're observing within the rest of the team. There's a lot of change happening, and this doctor is advocating for even more change and getting frustrated when it's not happening and going above the manager's head. There's a lot of drama happening here, and Andy and I both looked at this letter and couldn't help but think, is this associate watching a potential mutiny happen? Let's get into it and find out.

Speaker:
And now the Uncharted Podcast.

Dr. Andy Roark:
And we are back. It's me, Dr. Andy Roark and the one and only Stephanie Yo Ho Ho, and a bottle of rum Goss. We've got a mutiny Goss. We've got a mutiny.

Stephanie Goss:
We've got a mutiny. We've got a mutiny. I don't like mutiny.

Dr. Andy Roark:
We got a good one in the mailbag today.

Stephanie Goss:
Okay.

Dr. Andy Roark:
Yeah.

Stephanie Goss:
How's it going, Andy Roark?

Dr. Andy Roark:
How is it going? It's crazy. The college recruiter came to the high school and now Jacqueline's, like she thinks she's leaving tomorrow. So it's like you're 15, you're not out of here just yet. But she's serious. My oldest daughter is my wife's child for sure. And so she definitely wants to get this right. And so at first we had a lot of panic because my daughter goes to the Fine Arts Center, and so the colleges that came there rolled up hard with fine arts programs. Well, my wife teaches biology as a STEM professor, and so Jacqueline comes home and she's like, “Look at this place.” And Allison was like, “I've never heard of this school.”
It's because they only have theater. That's the only, it's a four-year college with just art stuff. And so of course, I think Allison and I both were taken aback a little bit by that. Oh. And so Allie freaked out, I think. Allison freaked out. She was like, “What do we do? She's going to go to the school I'd never heard of that just does art.” And again, maybe that's your jam, but for a veterinarian and a science professor-

Stephanie Goss:
She's a science teacher.

Dr. Andy Roark:
That's an unexpected pill to have to swallow all of a sudden. But the nice thing is I was like, I know Jacqueline. She's just like Allison. And so I introduced Jacqueline to the US News and World Reports. I was like, “Hey, Jacqueline, look, all of these colleges are ranked with lots of data.” And Jacqueline was just like, “Oh my God.” So now she has, I kid you not on her wall. She has a map of America and it has concentric circles around Greenville drawn based on driving time. She's like, these are within two hours. These are within four hours, these are within six hours.
And then she has pins and she put pins where the schools were, and then, I'm not kidding, got a piece of thread and goes from the pin to a post-it note on the side that has the school. And she's just making notes and it looks like she's solving a murder investigation, trying to figure out where she's going to go to college. But she's talking about, and her younger sister, Hannah, who's 12, is just really depressed because she's like, “Jacqueline's leaving.” I was like, “She's not leaving. Everybody calm down. She's not leaving… “-

Stephanie Goss:
Oh gosh.

Dr. Andy Roark:
“… Just yet”. Hannah's like, “Jacqueline's going.”

Stephanie Goss:
I was going to say she's gotten her driver's a permit. She's not even driving yet. She's planning her college-

Dr. Andy Roark:
She's not driving yet, yeah.

Stephanie Goss:
Yeah, she's planning her college escape. That sounds like my house too.

Dr. Andy Roark:
Yeah.

Stephanie Goss:
It's crazy how quickly the year goes by. I was thinking about it for Uncharted, but I was thinking about it because of at home, I was looking at the calendar and I'm like, Holy crap. My kids' birthdays in a week and that's in the fall, and there's all this fall activities and holiday conversations are starting, and whose families are we visiting this year? And I'm just like, wait a minute, where did this whole year go? It has just flown by. And then I started thinking about work and all the things that we have coming and looking at that calendar, it's like, man, it is just a steady march from here until the new year. There's a lot. There's a lot happening.

Dr. Andy Roark:
Yeah, it's going fast. Boy, September just disappeared. That was the fastest month I could remember in my life of just, and it's here and it's gone.

Stephanie Goss:
Yep. And now it's the halfway through through October.

Dr. Andy Roark:
We're halfway through October as we're recording this. Yeah, it's flying up. So we've got our practice leader Summit right around the corner and then on from there. Oh, man.

Stephanie Goss:
I know. I was just talking about that with Tyler Grogan on our team yesterday. I said, “Hey, you know what? The time is going to fly by between here and Greenville in December. And I cannot wait. It's going to be so much fun.”

Dr. Andy Roark:
We've got cool stuff. Tyler and I had been working on some neat program stuff for our practice owners and practice managers. It's going to be really cool.

Stephanie Goss:
Yeah, I'm excited. Well, hey, let's get into today's episode. So you said we have a mutiny on our hands.

Dr. Andy Roark:
We got a potential mutiny on our hands.

Stephanie Goss:
This one was really interesting to me because, so the email came to us from an associate veterinarian. And they work in a corporate practice. And so they're not the boss, they're not the leader in this situation. And so it'll be interesting to see how our conversation flows with this one, because I think there's questions that the writer is asking, but then also the bigger picture questions of the practice leadership here. So an associate vet who loves their practice and they were hoping for some input and advice from us on what to do about a fellow associate veterinarian.
So they have somebody that they have been working with and ever since they came on board, they've been advocating for big change in the practice and which is awesome because the practice was ready to change. But there are things that the practice manager and the medical director have not always been in agreement with the associate vet who's proposing the change on. So lots of things that they're bringing to the table that the leadership team is like, yeah, let's tackle that. Let's take it on. And then other things that they do not agree with for a variety of reasons. And so it sounds like from our writer's perspective that this doctor does not being told no. And so when they get no for things that they would like to see change, they are causing some drama and stirring the pots and causing what has tipped over to this place of moving beyond themselves and involving other team members and the paraprofessional staff, the technicians and the front desk trying to recruit them to their side of the argument and push the change through, it sounds like, on their own.
And so this associate vet was like, “Look, I love this practice. I care about the team on both sides of this. I care about the relationships that I have with the associate doctor that I work with, and I also care about the team. And I feel like this is starting to get really messy and toxic. And this practice manager and this medical director are working really, really hard to guide the practice through the season of change as we grow. And it feels like this doctor is undermining all of that, and I'm worried that this thing is about to blow wide open.” And so they were asking for help knowing what they could do to help support this situation where the practice leaders are getting routinely submarines by this associate doctor with the rest of the team.

Dr. Andy Roark:
Yeah. Did you mentioned it's a corporate practice?

Stephanie Goss:
Yeah.

Dr. Andy Roark:
I think that that's important in this case, because a lot of times it speaks to how much control leadership has about the requests that are being made. And you and I don't exactly know what the requests are that are being made, but I do think that's important. It's important flavor when we start talking about what we do here. All right, I am committed this time. This is the time when I'm not going to turn this into what managers should do. And I'm going to actually answer the question that was asked of us. I think a lot of people ask this question, they're like, “I'm not in a position of power, but I see this going on in my practice and what do I do about it?” And so I'm going to really try hard to not put on my leader, coacher hat and be like, this is what your medical director should do. Although now that I say that out loud, I'm like, well, I have thoughts on what that is, but I'm not going to do them.

Stephanie Goss:
See, this is why I said it was hard-

Dr. Andy Roark:
Real hard.

Stephanie Goss:
… Because I did the same thing. I sat down and I was like, okay, let's think. And I thought as we do, I was trying to divide my thoughts into head space and action, and I was thinking about the writer and I was like, what can the writer actually do in this situation? And I made my little list and then I was like, what could the hospital leaders do in this situation? And that list was far longer.

Dr. Andy Roark:
It's a much longer, more empowered list. Yeah, I agree.

Stephanie Goss:
And so I was really struggling and I was like, well, we'll see where Andy and I take this.

Dr. Andy Roark:
No, no. But I think this is good. I mean, I love the fact that this person's an associate vet and they're like, I've got this other associate vet. I think that's awesome because a lot of people, a lot of times, we're not somebody's boss and we've got a problem and we see something happening in our practice and we don't want it to go badly. And here's the other thing too. If you have to work at this practice and then you see a train wreck shaping up, don't think that's not going to affect you.

Stephanie Goss:
Right. Absolutely.

Dr. Andy Roark:
I mean, I just think that that's true is that we all got to swim around in this fishbowl, and if you come here and make it a sewer, I still got to live in it. And that's not, boy, that's a good metaphor, but that's not helpful. You know what I mean? Don't act like you're not affected by that. And I think the way I look at this, like a mailbag question on hard mode, because boy, you don't have a whole lot of tools. This is a limited tool engagement. I go, all right, we can get creative here. We can MacGyver this, we can duct tape a spoon to a lawnmower and just we can whip this pudding.

Stephanie Goss:
So many mixed metaphors here.

Dr. Andy Roark:
Yeah, no, I was MacGyvering something. Ultimately I came up with a lawnmower that has a spoon attached and basically it's an egg beater.

Stephanie Goss:
You're talking MacGyver and my brain is still back on when you started talking about the toxic sewer and swimming in it, my brain immediately as a child of the eighties was on Ninja Turtles. And I'm just picturing glowing, radioactive little-

Dr. Andy Roark:
We'll fix that mutated turtle.

Stephanie Goss:
… veterinarians and support stuff running around. All right.
Okay. Let's talk about head space.

Dr. Andy Roark:
All right, cool. So head space. So the first thing I got to say in head space, and I don't say this, it's limited value to say to people, I wish that you had done this in the past, or I hope you did this in the past. Sure. But I still think that I just got to give a quick shout out to good old relationship lever here. We talk about the ways you get people to do things. There's two levers you can pull. There's a relationship power and there's organizational power. Organizational power is I'm your boss, I have a leadership role, I have a formal position and I'm going to tell you what to do and you're going to have to do it or else you're going to have to deal with some sort of formal consequences. That lever sucks. It's just not a very useful lever for anybody, but it is a lever. I think a lot of people look at.
The other lever is the relationship lever, which is just, Hey, I like you and you like me and you believe that I have your best interest at hearts and I care about you as a person. And so if I need something, then you are going to at least listen to me and you would kind of like to help me out because you believe that if the roles are reversed, I would want to help you out. And that is hard to establish once things start to go off the rails. And so I just throw this out as my initial sort of point of order. This is why it's good to be friends with people you work with. Even if you don't need anything, if you have the same job, anything, it's just good to know people around you and to try to take care of them and to listen to them and to know so that at some point in the future if things start to shift, you can have the, I don't know, just the human, the capital, the political capital to kind of get heard.
And if you don't have a relationship with that person, then you don't have that capital. Then you're somebody who's kind of coming in and trying to talk to this person who doesn't really know or trusts you. So anyway, I just think that that's good rules to live by. I don't mean to take relationships and make them transactional, but there's a lot of reasons that we should be friends and we should try to know the people that we work with. And situations like this where you see somebody kind of starting to make things toxic, if you know that person and you have a good relationship with that person, it's a whole lot easier to try to talk to them and just, you might not be able to get them to change how they feel, but you can at least get them to hear what you're saying and maybe temper their actions. And a lot of times that is the difference between things being a rough patch and really becoming a toxic mutiny.

Stephanie Goss:
Yeah. Well I don't think we've talked about it on the podcast before multiple times now about being friends with people that you work with. And when you say you don't mean for it to be transactional, I hear that because I know that we've talked about you don't have to be friends with the people and at the same time, nobody goes into veterinary medicine because they don't have a heart and they're not caring. And so we are working in a field of people who do care about what they're doing and the people that they choose to do it with every day and work side by side with. And so we're not just widgets. I mean our field is not a field where we're working in cubicles and we're just a number in the big giant sphere. And so I think that that's really important here because even if you're not friends with the people that you work with, you have relationships with them.
And your point about that being, it is really important here because you need to be able to look at them, especially when things get hard and look at them and say, I know this person as a human and therefore I know these things about them. I can tell myself this story in my head for good or for bad. So when you know someone and you work side by side with them and you have seen how, to your point, they have reacted to things in the past, you can choose to tell yourself a story about their intentions. And we talk about that a lot on the podcast.
And I think that this is where that becomes really, really important because when you have a relationship with that person, our writer for example is like, Look, I like this associate vet. I work with them. I think they practice good medicine. I'm telling, they didn't write all of this. I'm telling myself I'm hallucinating as if I'm them. I could look at them and say, I like this person. I think they practice good medicine. I like being on their team. I want this to go well for them and I care about the manager. I care about the team. Those conversations in your head or the shower conversations that you have with yourself when you're trying to sort this stuff out, those become much easier when you do have a relationship. And to your point, you're not starting from ground zero when things are already bad.

Dr. Andy Roark:
Yeah, I completely agree with that. So I think that that relationship hopefully that you already have in place, I think is key. We talk a lot about, so the metaphor I always use is you need to build the bridge before you need to walk on it. And that's just kind of how I feel about relationships with the people that we work with is people that you lead or just your colleagues. It's not about who someone is in their role in the organization. It's just if you want to be effective regardless of your role, it helps to have good relationships with the people around. And that's just pruning the garden. You know what I mean? It's just constant maintenance and watering that relationship and taking care of it. But that really, you just never know when that's going to come in handy. So I start with that.
The second thing for me with head space is, and I think this is kind of where you tend to go with these things as well. I think you as the associate vet, you kind of have to take stock on what you can control. And this is a general piece of advice I give to associate vets all the time because the number of people who get hung up on what should happen and what should be and who should do what or how we should run our practice, I see it all the time. And that is the path to ruin in a lot of ways. It is a recipe for frustration. It is a recipe for happiness. I think in order to be happy as an associate vet or as a technician or as a CSR, you have to be able to balance the desire to make things better around you with acceptance of how the world is and the things that you don't control.
I think a lot of us are struggling with that just in life in general. It feels like I got this idea right now that I'm playing a lot with, I think the world is too big, Stephanie. I don't think that our human brains were made to know what's going on across the entire world. I don't think that we were made to see literally a thousand people doing things as we flip through Instagram. I just don't think that we're wired to take in all that information and to see all of these people and to compare ourselves to all of these people. I think the world is too big and the amount of control that we have gotten while the world around us has gotten so big and we're now aware of this whole world, our control has not changed at all.
We are aware of so many more things and we have absolutely no control beyond what we used to have 50 years ago. We just don't, we still have the ability to affect relationships, to help the people who are right in front of us. We have the ability to decide how we talk to people. We have the ability to just figure out how we're going to spend our free time, but that's about it. We just don't have any more control. So anyway, I don't mean to take that tangent too far, but I think that that's true. And I really do think that that whole thing falls back into one of the thing it takes to be happy as an associate or as an employee basically is looking around and saying, I see all of these things now and I see social media and I see what people are saying and doing in their free time and like we didn't used to see that and we have no control over that stuff. And so I think a lot of it is what do you control? So the next part of head space for me, I think is just kind of running through what do we control here? And so when I'm looking at this, I think that our writer can control what she says to the other associate vet. She's a hundred percent has control in what she says there. She's got control over what she says to the staff and how she interacts with the staff. She's got control over what she can say to the management or how she wants to approach them. But that's about it in regards to this situation. I don't know, what control do you have? Well, you could talk to the vet, you could talk to the team, you can talk to the management, and I think those are your cards. You know what I mean? And the things that we don't have control over is how the associate perceives the practice or the management or the team or vet medicine in general. Of there are people-

Stephanie Goss:
Or what they do either.

Dr. Andy Roark:
Or what they do, you cannot control their behavior. You cannot control other people. But even the perception thing, I've seen this a bunch of times, is you'll work with somebody and they will just go, “God, can you believe how awful this place is?” And I'm like, “I am not having an awful time here. I've seen some other places and I got to tell you, every place has got bumps, right? Every path has got bottles. I don't perceive this as being a horrible place.” But I'm sure I'm not the only one who's heard people. They will talk in this horrible dark language about the abuse in their practice. And sometimes maybe that's true, and if it's true, I don't want to down play it, but there's other times when you can say, “What are you talking about? Where is this deep angry language coming from?” And again, maybe they're having experiences that I'm not having, but I think we've probably all seen people who just for whatever reason, they take a view that is much more severe than what we take.
You can't stop people from taking that view. You can talk to them, you can seek first to understand why they have that view. And I think that's good of investigating and saying, “You say this place is hell. I think you called it hell. Why do you feel like this is hell? What is the thing?” And I think that sort of questions can open up the conversation, “Wow, you're really upset about this thing. That really doesn't bother me. I've worked in other places where, what we have is wonderful. I haven't seen that.”
But anyway, but you can't control their perception. You cannot control what they do. You can't control how the staff decides to feel. If the staff is like, yeah, we're going to get fired up about this, and there's a staff of 15 or 20 and you're one associate vet, you can't tell them to not be fired up about it. Again, you can decide what you're going to say and how you're going to engage, but you just don't have that level of control. And this is the most frustrating part. You can't control what management decides to do. You can't control what they do with the staff. You can't control what they say to the staff. That doesn't mean you can't talk to them. You can decide how you're going to communicate. But again, all of this stuff, you're really kind of playing with your one arm tied behind your back just because you don't have that control.

Stephanie Goss:
Now, it's interesting because it is a frustrating position to be in, I think, to look at it and realize that there is not, if you were the associate in this scenario, there's not a whole lot within your control. And part of the conversation when I have had this conversation with peers in the past has been that's also, it's the blessing and the curse, right?

Dr. Andy Roark:
Yes.

Stephanie Goss:
Because the blessing is it's not your job.

Dr. Andy Roark:
No.

Stephanie Goss:
That responsibility does not sit on your shoulders. You are the employee who gets to come to work, do their job, do it well, and then go home at the end of the day. That doesn't sit on your shoulders the way it does. If you are in a leadership position, the trade-off to that is that you've given up that control over being able to potentially impact to direct the change. That doesn't mean that you can't impact the change as a member of the team, but you give up the control to direct the change when you're not in that leadership position. And so I think it's the blessing and the curse here because the writer is in that position where they're facing all of these perceptions, like you said, that probably from, I'm guessing from their email, make them feel the shoulds. They want to fix this. They feel like things should be different. They could be different. They're seeing it through that lens. And it's a very frustrating place to be in, to feel like you want things to be different and you don't have any control over directly managing them to be different.
I think from a head space perspective, I agree with you. Part of that for me is the conversation with myself over what can I control and making peace with the fact that what I can control is limited and I'm going to have to be okay with that because the trade-off is I've chosen to be the employee. It's maybe a long-term difference story with yourself. If you're looking at this and you're like, oh, okay, I don't want to be in this position again in the future and I would like to be in that leadership role. And then we move into the conversation about all of the options for what someone in a positional power position in this practice could do. But for the writer right now, I think part of it is just that acceptance of what you can control and knowing that the things that you can control are fairly limited.

Dr. Andy Roark:
Yeah, I didn't perceive the shoulds in this letter. I didn't. That's something I've seen again and again and again. Just whenever we hear from people who are seeing conflict in their practice, and it's how I felt, boy early in my career. And again, I tried to reign it in, but I chafed, especially the bigger hospitals that I worked in where there was a, I mean, again, you have to have strong rules in it. You have a lot of people your managing, and I understand that now in a way I didn't when I was young, but I had these ideas about how this should be or that should be. And it's funny, life is funny. I think life has a sense of humor. And so it puts you in a position where you have strong feelings about things and then over about 20 years it puts you into the opposite position where you are the one running the things and you get to say, that was so silly.
And then you'll see young veterinarians, fresh new grads come in with big ideas about how you should be. And I'm not saying you dismiss those people and you definitely don't want to. But at the same time, I hear some of these same ideas that they had when I'm now juggling this much bigger operation and I'm like, yeah, I remember being, I think we're probably raised that way. I think it's probably part of the human experience is that when you're in your twenties and your thirties, you see problems. You're like, I can take them down. And then when you're in your forties and you fifties, you're like, I've seen problems like this before. And I recognize the nuance here and what it means to turn a ship of this size and you can't know that until you do it. And so anyway, it's just one of the beauties of life, but it's never going to go away.
Now I want to pause here with head space, because you're exactly right. There's a dichotomous approach that people often take with these things, and you touched on both sides of it. And so a lot of people look at and they say, I've got two options. I can join the fight, I can pick a side and I can go to battle. Or I can, and I've said this to myself, this was actually a tool that I used for a while, which is, it's just a job.
I can just decide this is just a job and I'm just going to show up and the cards will kind of fall where they will and I'm just going to do my thing. And sometimes if you're someone who cares too much, you might have to choose the, it's just a job. And I have told people there's nothing wrong with that. And what I've generally found is, it's just a job is a mantra that can help me to accept things that are really bothering me. And just because you decide to say to yourself, it's just a job, that doesn't mean it always has to be just a job. That doesn't mean that you don't care about the clients that you serve and things like that, but it can be a mantra to help you accept things that are out of your control to say, it's just a job. I don't own this place. I'm not in charge. It's not my circus, it's not my monkeys. That can be a mantra you say to yourself to help resolve this.
I think that ultimately the best position to be in for head space, and the one where I'd really like our associate vet to be is in this beautiful place in between where you say, I'm going to show up and I'm going to accept what is, and I am going to be happy and I am going to put my thumb on the scale and try to exert some influence without joining this battle. So I do have some power to change people's perception of what's going on, and I don't have to do a dramatic speech to the staff, but through my words and actions over time, I can a hundred percent have a calming directional influence over this situation that's not taking sides or joining the battle.
And I think that my friends, that's really the enlightened position is, I can accept the people and what they're feeling and what they're trying to do, and I can see how this is going and I can recognize that I don't have a lot of power here, but I am going to set some boundaries for myself and I am going to try to be a good influence on this situation. And I might lean a little heavily into influence and see how it goes, and I might lean back a little bit and decide it's just a job and I'm just floating along. But I think that there is a balancing act right there where you can get that really makes you a Jedi, and also it makes you a wonderful asset to the practice. You can be this, I don't even know how to describe it, but you can be this calming, stabilizing force without joining the management. You can do that. And without joining the mutineers or the rioters, you don't have to not have an opinion.
That's the other part is that you can have an opinion and also be a force of stability and to sort of counsel people to talk through their issues, to not assume bad intent on the part of others and things like that.

Stephanie Goss:
Well, you can lead from within the team.

Dr. Andy Roark:
You can absolutely lead from within the team. But even then, I have seen people who are like, I'm going to lead even though I don't have power. And the truth is the team doesn't want to hear what you have to say. I think it's kind of like some things I've seen in parenting in my life where when I was a young parent, I thought, boy, when my kid has a struggle, I'm going to lean on them. I'm going to fix this, I'm going to intervene. And then only after the first week or so did I realize that you have no power. Look, these kids, you do not make them. They are who they're are, they came out 98% baked. You've got a little bit of power, a little bit of influence. It's mostly the environment you provide.
But it's kind of that thing of like Hannah is worried that Jacqueline is leaving and Hannah needs her time to process that. And I'm here for her and I'll talk to her and I'm going to keep talking to her because the conversation keeps coming up. But I can't sit Hannah down and give her a motivational speech and make her accept that this is not happening right away, but at some point your sister will leave. It's going to have to be a continued process of supporting and kind of guiding and being there for me when she wants to talk to me. And again, I don't mean to take relationships that work back down to talking to children, but that relationship and that support is the same. So anyway, I think that you can be, again, to be enlightened. The enlightened doctor is to be able to look at the situation without getting upset about what should be or what shouldn't be, but just to accept what is and to take care of yourself and to have influence that you can have that's good and positive.
So the very last part of head space for me is just as you're thinking about this and you say, what do I do here? And we'll get into action steps, but the old golden rule continues to be a great guide is just if you were management, what would you want? And if you were the team, what would you want? And if you were this other associate veterinarian who's probably struggling, who seems to be upset, who seems to not be happy, what would you want? And I think just giving some thought like that of if it was me in these other roles, how would I like someone to approach me? What would be beneficial to me? I know that sounds simplistic, but a lot of times that really is the best place to get your head when we start to talk about action steps.

Stephanie Goss:
For sure. I can agree with that. Do you want to take a break here and then come back and talk about some action steps that this associate can use?

Dr. Andy Roark:
Let's do it.

Stephanie Goss:
Hey friends, I just wanted to talk for a quick second about the maths with you all because I've been thinking a lot about the workshops. And normally here's where we tell you what's coming up and we've got some great stuff happening. So you're going to want to head to unchartedvet.com/events and check out the upcoming calendar. But I want to talk about maths because if you are not already an Uncharted member, you can attend any one of our workshops and pay $99 a piece. Most of them are just $99. You can do it as a one-off great and fine. However, that adds up really quick. And if you do the monthly workshop with us, and I've seen some of you there as repeat customers, which is amazing, but you could spend almost $1,200 over the course of the year doing workshops with us.
Or you could pay $699 and get a 12-month membership, which means you get all of the workshops that we do at no extra charge. You also get access to our amazing conversation in the community, our community members and all of our community resources. And it is hopping over there. We've got conversation 24/7, we have got activities, we've got book club. We're writing our handbooks together in Handbook Helper Group. This year we are talking about development and leadership growth, doing our development pathway. This year we are doing hallway conversations where we're talking about topics. These are sessions that are community led, community driven, it's topics about things that are going on in your practice that you want to talk about with your peers. All of that is happening and it's all included for your $699 membership.
So simple maths, do you pay almost 1200 for the year or do you pay 699? If you're not currently a member, you should head over to the website and use this argument to convince your boss, “Hey boss, I need to be a part of this amazing community because Stephanie told me so. And because she's telling you that you will save money.” Hopefully that works, but I couldn't resist. I hope to see you at our upcoming workshops. Again, unchartedvet.com/events for everything that's coming. And now back to the podcast.
So I think you and I both landed in the same place in different ways, which is we have to look at what does the writer actually have in their control in the situation? And recognizing that doesn't really necessarily feel like a lot. And there are some things I think that they do control. And so I think from an action step perspective, for me that would be where I would start, which is what is actually in my control? And if I was the writer, I think that there's a couple of things that I could be in control of. And I think we kind of talked about them a little bit when we were setting up the head space, but one of them is what I can say and who I can say it to. And so I think it's worth talking about how do we potentially have a conversation with the other associate vet? How do we have a conversation with the manager, with the team, et cetera. But the things that I say, the other is how we're acting. We talked about that a little bit as well.
And so I think thinking about what do I control when it comes to my actions. And then that kind of leading from within the team, what do I control when it comes to how I show up, how I act, how I'm leading from within the team, and then also how I can show up for the people that are involved in different ways. And so I think that those things are going to look different for each of the people involved. But I think if I was this writer, the way that my brain works, I would sit down and not dissimilarly probably to how Jacqueline drew her circles on the map. I would sit down for myself and say, okay, what are the things that I can control and actually do when it comes to my relationship with the associate vet?
And I would start there and then work my way out in those concentric circles like Jacqueline's map, which is the associate vet, the manager, the medical director, the team as a whole. And then potentially because this is a corporate practice structure, the field leaders that are involved in supporting the practice as well, it sounds like there's been some engagement and some interaction with them as well. So I think they become a circle there, but that's kind of how my brain would approach it.

Dr. Andy Roark:
Yeah, I'm the same way. I think as the associate vet, you got three conversations that you can have. And when I say conversation, I think this is important. I think when you have non-positional power, sometimes the best approach is not to have a meeting. It's not just sit someone down and have a conversation. It can be, sometimes you have to look for your openings because you're not the boss of these people and they didn't want to hear you lecture. And as soon as you start to call them in and sit them down, they're going to get defensive. They're not going to like this. It is going to make the dynamic feel weird. They're immediately going to peg you as being on the other team. And so I think one of the things to really do this well is you have to have a little bit of patience.
You have to kind of know what you want to say and have thought through it. And then you have to sort of look for the opportunities to engage in a way that feels organic and not forced. And I think that that's important. I think that that's an interesting trick. Now, when your management, that's still a good tool, but you do have positional power and it's a lot easier for you to say, “Hey, let's have a talk. We need to talk about something.” It's much harder to do when you're talking about peers. And so I don't know. Let's start with the associate that way. You want to start?

Stephanie Goss:
Yeah, yeah. Let's do it.

Dr. Andy Roark:
I think for me, let's start with our SAFE head space. And again, I know it's a little bit of head space, but just remember the SAFE acronym that we use all the time. So S, can you sit next to this person? Can you smile at this person? The day that you are sick of hearing them complain about the practice is not the time to have the conversation. It's nice if you can get into a good zen head space about things and the opportunity presents itself. Now, what's hard here is that when you're in this head space and you can sit next to this person, you can smile at them. You are going to want to not have the conversation because everything is good and I feel good. And you know what? It's not that big a deal. And so there's really discipline here in saying, I'm in a good head space with this person and I have decided this is important enough to talk about.
And so I'm going to push into this potentially difficult conversation because I decided to do it. Even though right now in the moment I'm not triggered, I'm not angry, I'm not frustrated. This is a time you're most likely to be successful. And so you have to have the discipline to have the conversation. S, can you sit next to this person? Can you smile? A, are you assuming good intent? And I think that that's really important as we go and talk to this other vet, are we seeing them as a toxic person because that language will color them in our eyes.

Stephanie Goss:
Yes

Dr. Andy Roark:
So A, can we assume good intent? F is failure. Has this person been set up to fail? And I think that's a really good place to look at this because a lot of times when we talk to employees or we talk to other people on our team and they say, “I can't believe this is happening. I can't believe this decision was made.” My question is, do they have all the information? Do they really understand why that decision was made? Do they know what's reasonable or what tends to happen at other practices? Things like that. And so if they don't have information, then maybe they've been set up to fail. Maybe they haven't been told a straight story. And the last is the end result is what do you want to accomplish? I don't think the end result here should be, I'm going to make this person love their job.
It's, Hey, I just want to give them a little bit of perspective and say every practice has problems. And part of being in a larger organization is that the ship turns much more slowly and there's lots of other people who probably have conflicting views on the same topics and they have to get heard. And it's just part of being a piece in a big team is that, so that's probably the E part, the end result. So SAFE, I would put that in my mind. I would remember what the associate vet, it's not your job to initiate this conversation. It's not your job to fix this situation or sit this person down. You shouldn't feel obligated, which is why you can wait until the opportunity arises. And then if or when the opportunity arises, I would ask this person about why they feel the way they do, and I would tell them I'm concerned, I'd say, “Well, you seem really unhappy. I'm hearing a lot of really negative things from you.”
I've had this conversation with people. And that's the end of the conversation right there. As I say, “Man, I just got to tell you, you seem really unhappy, man. I feel like every day when I talk to you, there's something that's really bothering you.” And they'll go, “oh, no, no, no. Oh, no. I mean no, I don't think I'm really unhappy.” And I'll say, “That's just how it sounds to me. We used to never talk about headaches at the practice, and I feel like a couple a times a day they come up now.”
A lot of times it's that you can jolt into place. And again, if they don't have any self-awareness, you can't. But a lot of us just, we don't really see ourselves or sometimes we don't recognize the thought patterns we've fallen into. So something as simple as that can make a big difference. Talk about what your perception is, how you're seeing it, how you say, “This is what I'm seeing when we have these conversations.” And then focus on the future, try to keep it positive, try to push them a little bit into like, “Well, if they're not going to do what you're suggesting. I mean, what are the alternatives? I don't think you should be miserable every day.” And just kind of start to move them in that direction.

Stephanie Goss:
Well, I think that there's really, you hit it because for me there's really the two areas where you could actually potentially affect change with them or to have a conversation again in the context of your relationship. So you know this person, you like this person, you like working with them. And so I love your point about focusing on the interactions and the things you can do to continue to build that relationship so that you can lean into that relationship and have the conversation with them and just say, Hey, “I'm worried about you.” Or, “It seems like you're not yourself.” Or however it feels right for you to phrase that conversation. I think the other piece besides, so there's two sides to that. One is your concerns for them. The other side is that the impact for you of their actions in your relationship.
So you have the ability to say to them, “Hey, when you talk to the team about the things that…” I'm just going to call her Sarah, “Sarah, the practice manager does. When you have conversations with the team in the treatment room about her, it makes me feel really uncomfortable because I don't know how you are, but sometimes I tell myself stories in my head. And so when I hear you having conversations in the treatment room with the techs about Sarah, sometimes I go home and wonder, oh, is she having conversations about me when I'm not there? And so that makes me worried for myself and the rest of the team, and it really makes me uncomfortable when I see that happening. How can we change that? Because I know you're not intentionally a mean person. I know that you wouldn't want to make me or anybody else feel that way.”
You have the ability to lean into how does it impact you as a person, as a tool there. And the third one is also the impact that you see. You see the impact potentially on them not feeling themselves. You can talk about the impact that it has on you. You also can talk about what you see as the impact to the team. And that can be a really important, especially with associate doctors, because I'm going to go out on a limb and I'm going to say some things that might upset some people here, but vets are like cowboys sometimes. What do we call them previously? Fighter pilots.

Dr. Andy Roark:
Oh, fighter pilots, yeah.

Stephanie Goss:
And there's a little bit of ego involved. And the reality is the support staff does look up to the veterinarians and they carry influence and weight. And so sometimes to your point earlier about shocking them or jolting them a little bit into looking at their own behavior, sometimes it's pointing the mirror back, but looking at their behavior and how it's impacting the rest of the team.
And so that can, with associate vets in particular be a really powerful leveler is to point that mirror back at them and say, “Hey, this is how I see you impacting the rest of the team. And I'm not sure if you have noticed this, but they really look up to you. And so I know it can be really easy to get frustrated and say things off the cuff and the team doesn't know when you're just necessarily, when you're blowing off steam or when you might be serious about something, when you say something in their presence and they hear it, that impacts them and it impacts the way that they react and act with you and also impacts the way that they act and react with Sarah as well. And so I just wanted to have a conversation with you about it because doctor to doctor, I feel like I can… ” You have that commonality, you have that relationship. So I think that that's the third piece of the conversation lever that you as the associate doctor could pull with them.

Dr. Andy Roark:
Yeah, I like that a lot. I think the last part for just coaching with dealing with the associate, I think gossip rules apply here, which is when this negativity comes out, don't engage with it. Just withdrawal from the conversation. You can be friendly without participating. You can say things like, “I'd rather not go to a negative place about this.” And you can kind of gently shut down those things. It takes two people to gossip. It takes one person to talk and one person to listen. The same thing is kind of true about spreading negativity, it takes one person to start this negative sentiment and the other person to be willing to listen to that negative sentiment. And so you do have some subtle power there as well.

Stephanie Goss:
I think that that's really important too, because again, not to go back to having kids, but I've been thinking about this a lot because I have been working with my kids on the power of their own boundaries. And I think it's really important to remember that there are two sides to that. There is, you can control what you choose to do action wise. You can choose to participate in gossip, but you also could choose to listen or to not listen. And we're taught, I think as children, we're taught not to do the golden rule, do unto others as we want unto us, to think before we speak. We're taught all kinds of platitudes like that about how we should act and interact with other human beings.
And I don't think that we're actually taught a whole lot about, at least I wasn't about the power of being able to say, “I don't like hearing that. That makes me uncomfortable. I don't want to feel like you would be talking about me behind my back. And I feel like based on what you just said, that you're doing it about them. And so I'm not going to engage in this.”
But we don't learn the tools for how to walk away. And I've been thinking about that a lot as a parent because we've been going through some mean girl drama and some friends drama with teenagers, and I have been trying to teach them that they do control that and they do get to control, it is okay. And I expect it of them to say, “That's not kind. If you were really my friend, you wouldn't talk to me that way.” And so if you really care about this teammate, you wouldn't talk about them that way either.
And I think that the reason that I'm babbling and bringing all of this up is because I think that that's something that's really important that we can learn how to bring to the table as human beings. And I say that because I learned how to model that behavior sometimes really well, sometimes horribly for my team by seeing someone else who was really, really good at it. And I'll never forget the first time that I heard someone in a treatment room situation say, “That makes me feel really uncomfortable. I feel like you're gossiping about the other person and I don't want to be a part of this conversation.” And then just walk away.
Not to be vindictive or bitchy or snarky at them, but just this is a boundary for me. I'm not comfortable with this conversation and I'm going to walk away. And I remember in the moment it was wildly uncomfortable, but then the conversation stopped and I was like, oh, hey, that's really powerful. And that person was like, “I didn't realize they sounded that mean. I didn't realize they sounded that, was I really gossiping?” Again, pointed the mirror back at them in a way that made them be able to look at it and look at their own behavior and shake them up. And so I think that that's a really, really powerful tool. And I think we have more control over that as individuals on the team, what that boundary is and how we set those boundaries for the things that we engage in or choose not to engage in.

Dr. Andy Roark:
Talking about the team. So we talked about talking with these, talking with the team, and again, I don't imagine this being a sit-down conversation with the team. It's just more of a way of interacting with the team. It's just be the light you want to see in the world. That's it. If you're worried about people getting down or being negative, be positive, be optimistic. Talk about the practice in a good way. Talk about the things you enjoy. Remind them of the differences that they're making. And again, it's not about a dramatic Braveheart type speech that rallies everybody. It's just kind of the consistency of noticing the good things and pointing out what's good and what's positive. And so I think it's a part of it. If the team starts to bring up negativity or things like that, I tend to engage them with questions. I don't want to tell them they're wrong, especially if you're talking to the staff, support staff, it can come up as condescending if the doctor's like, “You've got it really good.”
That's not really it. But I'll say things like, “Why do you say that? I'm not not having this experience. Tell me why you are perceiving this as unfair treatment. Help me understand.” And those are just subtle questions that you can have with people and you probably tend to have them one on one as they come up with people that I'm working with or stuff like that. You can do that stuff. Remember your positive reinforcement when you see people who are not buying into the negativity, tell them, “Hey, I just want to tell you I love working with you because you're positive, you're happy to be here and you see the bright side of what we're doing and I just want to say thanks. I just enjoy spending time around you. Thanks for making my day brighter.”
And it can be little things like that. That way you're encouraging those other people who are also trying to hold up candles in the darkness. Yeah, you can do those things. That's the big things for me is you have great power as a doctor to shut stuff down if you use the tools that Stephanie was talking about as far as like, “Hey, no, no, I'm not enjoying this conversation guys.” You do have great power. And you can do that without being critical of the other doctor or trying to start fights or anything like that. But you can subtly shut things down and you can subtly positively reinforce things that you want to try to grow. And again, you can manifest and exhibit the behaviors that you think you'd like to see in the practice.

Stephanie Goss:
I think the only other thing that I would add to that about the team would be, I think you lead with your own actions and positivity, and I love your pointing out of the positive reinforcement. And I think you also have power because of the relationship and I guess the hierarchy in a practice, in the sense that the staff does look up to the doctors. And so if I was this associate, one of the areas where do have power of influence is to create just those, continue nurturing those relationships, your own relationships with the support staff in the sense of make sure that they know that you are an open door and that you want to support them and that you want to listen to them. And so it can be as simple as you're in surgery with them and ask them, “How are things going for you? How's work? What do you love about work?” And asking them questions and being curious just as a human.
But also by doing that, you're laying the groundwork where if they do have a concern or they do have something, if they bring it up to you, then you also have created a situation where you have the ability to influence by saying, “Hey, you know what? That's a great point. That sounds to me like you should have a conversation with the associate doctor directly or with the practice manager directly.” You're creating opportunities for you to lead from totally within the team. It's not about being in a position of leadership. It's about leaning into those relationships and being able to look at this person and say, “Oh yeah, it sucks that you're feeling that way. You should do something about that.” You can be an agent for positive change in that regard by making the team understand that you do have the open door. And the only way that that happens, even from within the team is to build those relationships with them and be intentional about it.
And it would go the same way for the associate as well, which we talked about. Just leaning back into that relationship of, Hey, we're both doctors and we both love what we're doing here at the practice. Let's focus on building that relationship because then your ability to speak to them, your ability to act and lead by example, falls on both sides of that. And then you can actually be a support for all of those people as things continue to grow and change in the practice. And it's the same for this associate doctor. They clearly have an affinity for the manager and they like the manager and there's definite empathy there and they see that. Tell them, remind them that you see them, that you see the good hard work that they're doing, positively reinforcing them. You can, as the person who is on the outside and not in the middle of the drama, you have the ability to be the perspective and give that positivity to all the sides here. And I think that that is, if I was in this person's shoes, that is the most powerful tool I think that you have.

Dr. Andy Roark:
Yeah. The last part for me is talking to the management. And to me, this falls into my, what is kind. I always want to do what is kind. Is it kind to not say anything to the management about what you see shaping up? I think the answer is no. I don't think you owe them a whole lot. It's not your job to manage the practice. And I think that's, hear me out when I say that. I don't think you owe them a lot, but I just think sort of common courtesy and just being kind would be to stick your head in to ask if you can chat with a manager for a second or with the medical director or whoever and just say, I would just say, “Hey, look, I'm concerned about a couple of things and I just wanted to make sure that they're on your radar.” And then I would say, “These are the behaviors that I'm starting to see.” And you can decide how direct you want to be.
I'm not trying to go and rat on the other vet and be like, Well, she said this and then she said that. But what I would say is something along the lines of, “I think that the other associate vet is, she seems to be feeling a bit resentful about how things are going. And I'm starting to hear some negativity about the practice and I'm starting to hear it back from the staff. And so I'm worried that… ” And again, I don't know what the specifics are, so I don't know how widespread this, I don't know if this is one issue or if this is a couple issues or if there's a pattern here, but I would like to give them a heads-up and say, “I'm feeling like there may be a culture change kind of happening. I don't really like where it's going. And so I just want to put that onto your radar and just say, I'm a bit concerned about how this is happening and where it's going.”
And hopefully that's all you need to say. It's amazing how often I'll see people and they're like, “And nothing happened in the practice, it just got worse.” And I'm like, “Well, did you tell the managers?” And they were like, “No.” And I'm like, “Well, how did they know?” I was like, “Well, they knew when everybody started yelling at them.” And I was like, “That's kind of late in the game.” They could have deployed a lot more tools if they had known this was-

Stephanie Goss:
A heads-up.

Dr. Andy Roark:
… if they had a heads-up, if they'd known this is where things were going, but they don't know necessarily. Again, it just depends on the leaders. If you're a job of a leader, remember that relationship game we talked about the very beginning. Hopefully you've got good people who will say, “Hey, look, I'm hearing some stuff you might want to be aware of.” And again, it's not about selling people out or getting other people in trouble. I think that's an important point. I think a lot of people are like, “Oh, Andy says I should go turn them in. I should tell on them.” I'm not saying that. I think you should give the management a fighting chance to try to stop your practice from turning into a cesspool. That's what I think. That's how I look at it.
But that doesn't mean, again, you can be friendly without joining up. You don't need to pick sides in this battle to say, “I'm kind of worried that morale is sliding down and that people are starting to get sort of a negative view about some things that are going on. And you might want to work on that a little bit and see.” And then it goes to the management, which let me begin. Let's do head space for management really quick. No, I'm just kidding. We're not.

Stephanie Goss:
That's a whole other episode.

Dr. Andy Roark:
That's a whole other thing. We're not going to tell management what they should do, but basically that's how I would kick it up the chain. And they need to get a plan. And the truth is the plan depends on what the heck is going on. What is the person upset about? What are they saying? What's the staff saying? It's a whole other thing.

Stephanie Goss:
The nice part is that's above your pay grade. You don't have to worry about that as the associate. You just have to put it on their radar.

Dr. Andy Roark:
Totally. And here's the thing, again, if you get your head in the right place, you can accept your position and also decides you want to be an influencer and somebody who's a sort of a force for good, then you can hopefully maybe positively affect the head space of the associate vet. You can hopefully positively affect the head space of the team. You can sort of manifest the positivity into the theme that you want to see. And then hopefully management's going to engage and they're going to start trying to make things better. And very quickly we can swing this thing around.
It's really, I mean, it's like managing a chronic condition. Early diagnostics are the key. And it's funny, but I've seen these things turn around pretty fast. If you can have a couple of good conversations, you've got to have some push from the management. People have to believe that things are going to get better or that they're going to change in the future, or at least they're heard or they're cared about. But you can swing these things around. You don't want to wait until the clinic is divided and people have drawn battle lines and they're making plans-

Stephanie Goss:
Or people are leaving. Yeah.

Dr. Andy Roark:
Or they're leaving. Yeah. Just do it sooner rather than later.

Stephanie Goss:
All right, well, I think if we go on any longer, we're going to get into what should this manager do, which like I said, is a whole other episode. We're done. That's it. That's a wrap on another podcast.

Dr. Andy Roark:
We're out like Jacqueline Roark looking at colleges. We're out. We got to map. And some-

Stephanie Goss:
We're 15 and we're three years down the road.

Dr. Andy Roark:
…rings and we're driving away.

Stephanie Goss:
Have a great rest of the week, everybody.

Dr. Andy Roark:
See you everybody.

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 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: communication, culture, fatigue, management

Oct 04 2023

We Are TOO Big Not to Have A Manager, Right?

Uncharted Veterinary Podcast Episode 252 Cover Image

This week on the Uncharted Podcast, Dr. Andy Roark and practice management geek Stephanie Goss are talking through an interesting challenge that a veterinary technician wrote in to the mailbag with. This tech works in a practice with 15 other team members. They have no practice manager. Who solves the problems that the team can't solve? How come it feels like anarchy over there? This team member is asking for help. Let's get into this…

Uncharted Veterinary Podcast · UVP – 252 – We Are TOO Big To Not Have A Manager, Right?

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 your challenges and would love to feature your scenario on the podcast.

Submit your questions here: unchartedvet.com/mailbag


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Are you struggling to create a balance between a money-focused environment and a culture that values more than just profits? Do you feel judged for how your practice manages its finances? Get ready to tackle the challenges surrounding financial transparency and foster a culture that goes beyond mere numbers.

Uncover ways to create a stronger, more financially savvy practice that thrives on teamwork and a shared vision. In this live virtual workshop you will:

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Learn how to engage your team in understanding and appreciating the financial aspects of your practice. By involving them in setting metrics, you’ll create a united front in driving financial success while maintaining a strong cultural identity.

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Break down the barriers between team members and financial matters. Openly share enough financial information to ensure transparency, building trust and eliminating judgment within your practice.

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When: October 25, 2023, 12-2 PM ET/9-11 AM 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 diving into the mailbag to take an email from a technician who is struggling because their practice brought 15 team members and their practice owner doesn't seem to want to hire a practice manager. This technician feels like the team's size is too big for them to work everything out amongst themselves and it feels like they need some leadership in the practice every day. The practice owner doesn't want to budge. This is going to be a wild one. Well, let's get into it.

Speaker 2:
And now, the Uncharted podcast.

Dr Andy Roark:
And we're back. It's me, Dr. Andy Roark and the one and only Stephanie, you-and-me-and-the-devil-makes-three Goss.

Stephanie Goss:
I was not disappointed. That was a good one.

Dr Andy Roark:
Oh, yeah. I heard that song recently. I was like, “I'm using that one.” That was a good song.

Stephanie Goss:
I love it.

Dr Andy Roark:
Oh, yeah. How are you?

Stephanie Goss:
How's it going?

Dr Andy Roark:
Oh, it's good. I just got back from a big vacation with my family. We went camping and hiking in Maine and Nova Scotia and Prince Edward Island. It was absolutely glorious. I learned something about my wife on this trip that you'll appreciate. So we go. It's not that we unplugged. It's that there's no cell service. First of all, there's no American Cell Service. But there's like… A lot of Nova Scotia is real remote and also we have American cell-

Stephanie Goss:
It's forced unplugging.

Dr Andy Roark:
Yeah, it's forced unplugging. So we are there and we're doing this beautiful hikes and camps. We got a rental car, a minivan. We're driving from one place to another and we're doing these things. Alison and I are just talking about how awesome this sort of go with the flow, making our way across the country. Trip is going. We're just talking about it's really awesome to be unplugged and absolutely just going with the tides and it's beautiful.
And so we're out there. We're like seven days into this trip and this is the vibe. We're hiking along these rocks next to the ocean and overlooking it. We come off of this hike. Our plan is to make our way into this nearby town and go to this little whale museum, museum about whales. We're coming out of the woods and we're just walking. I'm holding Alison's hand and I hear her whisper under her breath, “We're 16 minutes ahead of schedule.” And I realize that this whole trip she had planned to the minute. While I thought we were just blissfully rolling across the countryside, she was 100% running the schedule. It was like we were a weekend and she said, “We're 16 minutes ahead of schedule.” And I realized it was all a lie. The whole thing was absolutely planned. It's like the facade of relaxation was like, “Oh, there's a schedule. There's a schedule and I am being managed on that schedule.” And I had no idea.

Stephanie Goss:
That's pretty fantastic.

Dr Andy Roark:
I thought you would like that. When I tell a story about my life with Alison, I'll remember her holding my hand and we're coming off this-

Stephanie Goss:
You're 16 minutes ahead of schedule.

Dr Andy Roark:
… beautiful hike. And I was like, “That was one of the most beautiful places I've ever been.” And she was like, “We're 16 minutes ahead of the schedule.” “Okay. Okay.”

Stephanie Goss:
That's fantastic. That's fantastic. So you had… I have so many questions. We're going to have to have a conversation because we haven't talked about it. That means you had a little bit of a forced unplugging because you didn't have service. So I'm like, I can't wait to hear about how that piece went for you. Because when we did our unplugging episode last year with our friend Eric Garcia and Tyler Grogan, I remember Eric issuing you a challenge trying some unplugged time.

Dr Andy Roark:
It was great. It was particularly great because my two daughters were with us. They're 12 and 15 and their cell phones are-

Stephanie Goss:
Didn't work either.

Dr Andy Roark:
Yeah, exactly. Are important to them. They're not on social media, either one of them, but they text their friends and they watch YouTube videos and listen to their music and stuff like that. It really was this great. It was going to be one of those all-time favorite vacations just because it was a lot of family time in the minivan and hiking together and things like that. But it really was great. It was great in this way too, so they didn't have any access to cell stuff because they don't have a Canadian plan. But we could go places and get on wifi and they could send texts and download things and get episodes to watch or whatever they wanted to do. They could do that too. I really think that was beautiful. My position… So we talked with Eric Garcia a while ago and Eric does these things where he goes away and he unplugs and I get that. But I think everybody has to find what works for them.
My position on unplugging is this. I thought a lot about it on the walk. I knew you'd ask me about it. But I thought a lot about it on my hike and stuff like this. I really liken unplugging to eating healthy. Yeah, to eating healthy and like meditating. To eating healthy and meditating. Meaning unplugging and being disconnected is good for you. It is good for you. Eric going away for a month and being unplugged the whole time is comparable to a juice cleanse for 30 days in my mind. It's so healthy. I have no interest in it. I got into meditation a couple of years ago and I was like, as I do, I get big into things at the beginning. I find the thing-

Stephanie Goss:
You go all in…

Dr Andy Roark:
… and I get really excited about it. I was meditating a couple of times a day for like 10, 20 minutes at a time, 10 or 15 minutes. But I would do it a couple of times. I was really into it. One of my friends was like, “You got to come to this meditation retreat.” I was like, “Yes I do.” I was like, “How long is it?” And they were like, “10 days silent.” I was like, “What do you mean 10 days silent?” And they're like, “You go there and you don't talk for 10 days.” I was like, “What do you do?” And they were like, “You sit and you meditate and you eat soup.” I was like, “Why do you eat soup?” And they're like, “Because you're not doing anything with your body so you don't want a lot of calories. So you just eat soup.”
I was like, “I bet that's probably a spiritual thing that speaks to people. I'm happy doing the Headspace app for 10 minutes. That's where I am. I don't need a 10-day silent meditation retreat. I don't need to do a whole 30. I can do a whole five and then eat pizza on the weekend. That's where I want to live.” The same thing is true with unplugging. I don't want to unplug for 30 days. I like to unplug for 16 hours and then check and then have a little snack.

Stephanie Goss:
But I think that's the whole point. That there is no one-size-fits-all approach. You're finding what works for you. What works for you is different from what works for me, different from what works for Tyler and what works for Eric. Each one of us has made up our own rules and is finding that place. It sounds to me like you did the things behind the idea of unplugging, which is you spent time present with your family and with your girls. I will say it doesn't surprise me that you would rank this as one of your top favorite vacations. Because I have to say, I feel like we've entered a whole new stage as parents that our kids… For those who don't know our kids are right about the same ages. It is so fun. I love hanging out with them and I love spending time with them. I loved going and doing things and going on vacation with them when they were little. It held different joy than it holds for me as a parent now.
They're real little half grown humans at this point and I get to experience the world through their eyes in a radically different way than experiencing the world through their three and four year old little eyes. I love this. I love this stage. It scares the hell out of me that they're starting high school and that they're growing up. This summer has really hit home for me that I only have a few short years left with them at home before they start to make their way in the world. But I really am digging this stage as a parent, so it doesn't surprise me that you found that with them this summer.

Dr Andy Roark:
No, I completely agree. I tried unplugging for 90 minutes right before this podcast episode. Do you remember what happened? I unplugged for 90 minutes. What's wrong? About what time we were podcasting, I got three text messages and six phone calls from people saying, “Are you okay? Where are you?” And I was like-

Stephanie Goss:
But in my defense-

Dr Andy Roark:
… unplugging in the middle of a workday is not best.

Stephanie Goss:
But in my defense and in your defense, I was worried about you because although you generally run on Andy time, you always communicate. You broke rule number one about unplugging, which is that you have to let everybody know ahead of time that you're going to unplug.

Dr Andy Roark:
All right, that's fair.

Stephanie Goss:
Okay, we're off the rails already. Let's get into this episode because-

Dr Andy Roark:
Just kidding-

Stephanie Goss:
We have-

Dr Andy Roark:
We got a lot to cover here.

Stephanie Goss:
Yeah, we do. We have a good one. We got a mailbag letter from a technician who is working at a small-ish practice. It is private practice. They have about 15 team members in total and they do not have a manager of any sort. They don't have any leads. They don't have a office manager, a practice manager or anything. It's the practice owner and the team. What has started to happen as they have grown is that problems come up and the practice owner expects the team to figure it out and solve problems for themselves, which is wonderful and has benefits that I think we're going to talk about. There are also cons to it. This letter comes from the place of looking at some of the cons because they are struggling with feeling like there is animosity, there is a front versus back mentality because there is no one doing the, quote, unquote, “managing” from this team member's perspective.
What they're looking for here in the management sense is someone to help problem-solve and to deal with the challenges in a leadership capacity. Someone to be the decision-maker and help them all sort it out. They were just asking, “What is our option here?” Because they have asked the practice owner about hiring a manager and they have flat out said no. So this team is wondering, “What do we do? We're not all happy. We feel like there's strife. We feel like there's no one to help us solve the problems. We're really struggling. What is our best option for going forward from here?”

Dr Andy Roark:
I have some thoughts. This is always really challenging because the devil is definitely in the details here about what's our best option. I don't know what tools do we have to work with and what exactly is happening. But I think we can talk in general terms about this idea of we've got a team of say 15 or so. We don't have a manager and we're having strife and the owner has pushed back against that. I want to go ahead and start… Let's start with headspace as we do. I want to call out a trend, a thought pattern that I see a lot in not just in veterinary business management but in business management in general. There is this belief with a fairly large segment of the population, I think, that if you have problems in your organization, the obvious path forward is you should add managers, you should add administrators, you should add systems.
That's it. Like, “We're not getting along. We need a manager. We need some administrative person. We need more rules for sure. More rules are going to help us solve this front versus back problem.” It's funny because people are like there's a problem, we add more managers and more rules. If you keep following that then the idea is the path to utopia is more rules and more management. I don't think anybody wants to work at a place that has tons of management, tons of administration, tons of rules. No one wants that outcome, but everybody seems to think that moving in that direction is the obvious path to make their job better. I think that's funny. I think if you look at human healthcare, you will see the manifestation of this. Human healthcare in America, one of the reasons it is so ridiculously expensive is the layers and layers of management, administration and bureaucracy. It's completely out of control.
You've got these healthcare providers at the bottom supporting all of this management and administrative infrastructure and the whole system is broken. It's the same in universities. Anyway, it happens in our government, don't even get me started. But it's that sort of thing of you add these things that add things that add things. Now that's not always. I'm not, absolutely not saying that managers aren't important and there's no benefits to having manager or anything of that. But I want to call this out because I do think people quickly jump right to, “We are not getting along. If we had a manager involved or more management or more systems or protocols or rules, we could get out of this interpersonal problem.” And I would say I want you to really analyze that assumption and think about it. Okay, cool. Just full stop. I'm doing the thing that I do where I'm not saying they're wrong, but I want to punch holes into that bedrock belief of we need to add a manager. That's what we need.
It's funny, this letter ended a little differently than I thought it was going to. We often get these emails, and I started reading this one, and it felt this way, where people will be like, “Hey Andy and Stephanie, here's the problem. Here is the obvious solution that I have. Question, how do I get everyone to recognize that I am right and do what I want to do?”

Stephanie Goss:
It's true.

Dr Andy Roark:
You know. We get those letters all time.

Stephanie Goss:
We do.

Dr Andy Roark:
And yes, I laugh. I chuckle every time I read them, “Here's the problem. Here's the obvious solution that I have that is clearly correct. Question, how do I get other people to recognize my correctness in this matter and do what I think we should do?” And I'm like, “That is not an interesting question for me.” Well-

Stephanie Goss:
And to be clear-

Dr Andy Roark:
… of course, I did not say that.

Stephanie Goss:
… sometimes we do agree with them. But sometimes it's like, “That would make a boring conversation.” Yes, we agree with you, end of podcast.

Dr Andy Roark:
A lot of times they're not entirely right. A lot of times they have made some… Generally when I say, “There is one correct solution and here's what it is.” If your team has not bought into it, if other people don't feel any ownership of this solution, it's probably not the correct solution even if you can make a stronger case for it than anything else. Anyway, that's not what they did here. They did not end with, “How do I get the practice owner to hire a manager?” They ended with, “What's our best option?” I was like, “Okay, I'll pivot here. I do appreciate that.”
But anyway, I have those thoughts a lot and we see a lot of those. Anyway, when it came down to, “We don't have a manager, what do we do?” I needed to call out the idea of like, okay, I would just want to punch some holes in the assumption that a manager is the right answer to this problem. It might be, definitely might be. But there should be at least enough uncertainty that we can discuss other options. If there's not that level of uncertainty, I think it's going to be hard to move forward towards a resolution everybody feels good about.

Stephanie Goss:
I would agree with that and I think you presented a good headspace challenge. I think the answer… For me a lot of the time in veterinary medicine, I used to drive my team nuts because my answer was it depends. Because so much of veterinary medicine and life in general exists in the middle gray zone. And so this was one when I read through it that I was like, “Oh, okay. The answer probably is somewhere in the middle.” It wasn't a clear, this is the only right answer, because there's no one-size-fits-all approach to this. Every practice is different. Every business owner has different needs and every team has different needs. But from a headspace perspective, I think you presented a great challenge, which is I would say action step-wise, sit yourself down and think about one end of the extreme, like you presented, and think about the levels of bureaucracy that get layered in the bigger you get.
Human healthcare is a great example. Is that what you want or need for your practice? Let yourself go there from a headspace perspective. Then on the opposite end, it sounds from their email like it might be a little bit closer to the end that they feel like they're at, where it's a free-for-all and everybody can do whatever they want. There's no rules. There's no structure. There's no systems. It is a total free-for-all. Because once you wrap your head around what those two extremes look like, it is a lot easier in my experience to try and find multiple different paths that start in the middle and take the pros out of both ends and find the path that works for you and your team that feels individual.

Dr Andy Roark:
I want to touch on both of those two extremes real quick and again, I haven't yet revealed my position here and I want to be clear about that. I'm just shaking the construct that has been laid down to let everybody see that it's not as rock solid as people like to think it is. It's funny. There are a lot of… There's a tendency to think that managers are the answer to interpersonal problems. I've not found that to be true in a lot of cases. Meaning, people will say to me, “We have this person who is an absolute toxic person.” And they don't have a strong manager. And I'm like, “Let me give you a little piece of bad news. If they're an absolute toxic person, it doesn't matter if they have a strong manager. They're going to be a toxic person.”
There's a lot of people who have this. They tell themselves that if this person who I despise was managed, I wouldn't despise them. They're like, “I hate Carol and what I need is a manager that will make Carol not act like Carol, but like the ideal version of Carol I have in my mind.” And I'm like, there is no manager that-

Stephanie Goss:
That's not how-

Dr Andy Roark:
… is going to-

Stephanie Goss:
… that works.

Dr Andy Roark:
… make that happen. That's a magician, not a manager.

Stephanie Goss:
Yeah, you're so spot on. That's not how that works guys.

Dr Andy Roark:
Anyway, I just want to say that and put that in the con manager camp. So I have beaten my anti-manager drum here. Now let me beat my pro manager drum for a second. You and I talked about our vacation and going to Maine. We took tents and we went camping. There was four of us and we flew to Maine and then rented a minivan. Then we tent camped and we did all these different things to everything. Do you know how we packed? We did not have four people run around and pack everything that they thought we needed for this trip. That is not at all how we packed.

Stephanie Goss:
Let me guess. I would guess that Alison Roark was the general and said, “This is what we're going to pack and how we're going to do it.”

Dr Andy Roark:
Exactly. Alison had the list.

Stephanie Goss:
The list.

Dr Andy Roark:
I don't want people to think that Alison did this by herself. Absolutely did not. I was involved in planning and all of those sorts of things. Do not think she was abandoned and that's why. I was very involved in this, still, when it came down to packing, given that I was very involved in this and very excited about it and we went through everything together and I made sure that we had what we needed off of her list and things like that. It's important to say I was very invested in this and I put a lot of time and effort into it. When it came time to pack, Alison Roark with her checklist pointing where things went and asking for this and telling what she needed. This goes here and this goes in the car first and this goes and those things are going to be packed together and that's in a check bag and we're going to carry these things on. That was the way to get this done.
It was having a manager, an organizer, a general, a conductor. And we were exponentially more efficient and effective for having one person whose job was to organize the three of us, me and my two daughters, running around, packing the things, bringing things, loading things into the car. It made so much more sense for her to stand back and coordinate us as opposed to throwing in herself into the chaos and running around and doing things. That's how we packed. There's absolutely a point, a tipping point, where you say, “We are not organized and having someone step back and get us organized, that makes a ton of sense for efficiency and effectiveness.”

Stephanie Goss:
Yes, I agree with all of that. I love it.

Dr Andy Roark:
Okay. So we talked about the pros and the cons. There is a way to avoid bureaucracy and to own the difficulties of interpersonal relationships. Also, to say, we are not organized and we have to get organized, that do not necessarily involve hiring a full-time manager for a staff of 15. It's definitely possible. It's really hard because now you're really starting to get into how would you do this and it really depends on the talent that you have on the floor as far as what your options are. And so anyway, I just want to start to lay that out. The last part of headspace before we start to get into how I would try to start, what your options are or how I should line this up, the last part I want to lay out is I am a big believer in flat organizations or flat-ish organizations. I am not 100% bought into the idea that a hierarchy is required to get things done and create a good place to work.
I think you can do it that way and you and I have both seen it done that way where everybody has a clear manager. The manager manages the people right underneath them and everybody moves in that clear lockstep, direct boss looking over your shoulder, maybe micromanaging, maybe not. But everything has a clear direct hierarchy of if you don't like what this person did, you can go directly to their boss and blah blah, blah, blah, blah. I think that there's a lot of benefit in hiring good people and supporting them as communicators and giving them autonomy to say, “Hey, these are our values and this is the general system in which we work.” I want you to look around and assess what's going on and make it the best decision in the moment rather than following some cookbook protocol that was laid out with no thought to this specific situation.
I think it is not too much to ask that grownup people do some actual relationship building and a little bit of conflict management. I think that there is a problem with conflict management skills, a lack of conflict management skills in our profession and I'm not convinced that if you have people who are not good at conflict management, the obvious answer is a babysitter to wade in and fix their problems. I think that you can make a strong case for facilitating conversations and giving responsibility back to people to fix their own issues. I do think that there is a tendency sometimes to say, “These people are not getting along. Bring to me, the manager, your problems and let me sort out your interpersonal issues.”
And we both know where that goes because we've seen managers who do nothing except deal with interpersonal issues all day long. They should have pushed those issues back onto the people who were having them a long time ago and said, “I want you both to go. Here's a $25 gift card to Starbucks. I want you guys to go to Starbucks. I don't want you to come back until you're able to work together.” That may sound archaic, but I promise you it absolutely can work. Sometimes it doesn't. We have to escalate. But I see a lot of people who are way too quick to take interpersonal issues and take them up the chain as opposed to empowering people and expecting people to handle their own issues. Then it just becomes management time is completely saturated dealing with interpersonal issues.

Stephanie Goss:
Well, let me shout out a big positive here because this team member called out their practice owner wanting and expecting the team to be empowered to solve their problems on their own. From a headspace/action step perspective, I agree with you. I think a lot of practices would look at this situation and say, “We're going to put a manager in place.” And go about it the way you said, which is, “Okay, the manager is going to be the one to solve the problem.” While it may resolve some of the conflict, I promise and guarantee you that that approach is absolutely going to create a whole new set of problems. It is because then you are not empowering anybody. Then you are creating a bottleneck where everybody has to go to one person to get answers to their questions and their solutions. And so now you have a whole new problem on your hands.
I love that they pointed it out in this practice owner's defense. I do absolutely think that every member of our team, part of our role as leaders, whether you're a practice owner or you're a practice manager, when you run a hospital, part of the tools in your toolkit should absolutely be that the members of your team get taught interpersonal skills in conflict resolution. Because the reality is we're human and we're working with other humans and it is never going to be all kumbaya, everything is hunky-dory 100% of the time. That is just not reality. If we don't teach them how to mediate conflict themselves, how to work things out, how to speak to each other with kindness and compassion and it seems… I know. I hear in my head the practice owners who are listening right now going, “But why is it my job to parent them? Why didn't they already come to me with those skills? I'm hiring adults.”
That is not reality. We can be mad about that or we can just accept the fact that even if they do have skills, we can still help them get more skills, and so get over the mad. I'm saying that with all the love and kindness but camped off love because I've been there. You can get sucked down in the mad or you can teach them how to do the thing that you're frustrated that they can't do, and in this case it's a soft skill. I think when we look at it, shout out to this practice owner because they are expecting them to work things out and we don't know because we didn't get all of the information. We're only getting one side of this story.
But if they're expecting that and not equipping the team with the tools to actually do it, then they're shooting themselves in the foot. Because you don't get that many people, especially like, I'm just going to go out on a limb and make a generalization, veterinary medicine is very female-dominated at this point in our industry. You don't get that many people or that many women in the same space without having conflict. It just doesn't happen. You are crazy to think that that is a thing. It is irrational for us to think that you could put 15 people on a team in close-knit space and not expect there to be conflict at some point in time. If you are not helping them equip with the skills to deal with that, you're just shooting yourself in the foot.

Dr Andy Roark:
Well, there was four of us in the minivan and we all love each other deeply and there was conflict. There was conflict. No, I really like this about people sorting out their own issues. I just want to call out, because I'm not saying that this is going on here necessarily, but whenever we get into this I need to call out either-or thinking, and this is a behavioral psychology trap that people follow too. And so people are like, “Well, either they need to solve their own problems.” Or, “If I weighed in, then they're always going to come to me and I will be stuck doing this forever.” And I go, “That's either-or thinking. That's not true.” That's not true. You can be very cognizant of the desire to not be involved in a lot of interpersonal issues and also recognize that sometimes we do have to get involved and we can get involved in a way that does not mean that we're going to see an increase frequency in this. But I think a lot of people are afraid of that. They're like, “If I weigh into this, I'll have to weigh into every one.”
Here's my last piece of headspace, when do I wade into interpersonal conflicts? I'll tell you when. This goes down to the thing you've heard me say many times before. The difference in a struggling business and a thriving business is this. A thriving business has a new during problem every day and a struggling business has the same during problem every day. And when I feel like we're having the same during problem every day, at some point I have to intervene and that can be, “Hey, you guys need to sort this out.” Or if in fact we've tried that and that has not yielded results and we're still stuck on this problem, I am going to get increasingly involved in this problem one way or another. How it turns out will remain to be seen. It may turn out with one less team member than we had going in. It may, two less team members. Hopefully it won't.
But that for me, just so you know, when I'm like, “When do I know to keep pushing this back to them and pushing this back to them versus letting it go.” To me, it's that, if there is a problem that I see in our team, in our business and it's the same problem again and again and I have nudged them and I have told them they need to work this out and the same problem persists, at some point you're picking your poison. You're either deciding to live with this problem which may very well go ahead and escalate or you are deciding to get involved in this specific problem. But not many problems rise to that level and that's important or else you get stuck in either-or thinking of, “If I help these people, if I get involved, I'm getting involved in everything.” I go, “No.” You're only going to get involved in things that you have pushed and tried to have them resolve themselves again and again and again and they are past frustrated and now you're going to get involved. I think that's okay. That's what I got for headspace.

Stephanie Goss:
I love it. Should we pause here and take a quick break and then come back and talk about action steps?

Dr Andy Roark:
Let's do it.

Stephanie Goss:
Did you know that we offer workshops for our Uncharted members and for our non-members? So if you're listening to today's podcast and you are not a member of Uncharted yet, you should be. But this is not a conversation about joining Uncharted. This is a conversation about all of the amazing content that we have coming at all of you, whether or not you're a member, through our workshop series. You should head over to the website at unchartedvet.com/events and check out what is coming. We have got an amazing lineup on the regular. We've got something every month, sometimes two or three things in a month, coming at you to expand your brain, to talk about leadership, to talk about practice management, and dive into the kind of topics that Andy and I talk about on the podcast every week.
Now's your chance. Stop what you're doing, pick up your cell phone, I know it's not far from you, and type in unchartedvet.com/events, see what's coming and sign up. They are always free to our Uncharted members and they have a small fee attached to them if you are not currently a member. You can get all of the details, pricing, dates, times, and register, head over to the website now. I want to see you there.

Dr Andy Roark:
All right, so let's get into action steps here. The question that was asked was the owner is opposed to having a manager, what are the best options? I would start to lay this down in my responses to our technician that was writing. This is how I would coach that person who's asking me what do I do? Where do I go from here? The first part of headspace for me is assume good intent.
If you decide the practice owner is stupid, that he's a jerk, he doesn't know what he's doing, he doesn't know how to run a business, you are setting yourself up for a really hard go of it and you're not going to be very effective in talking this out. You're not going to be very effective in finding solutions. The first thing is I would just say assume that there is a good reason that the practice owner feels this way and assume that the practice owner is trying his best and he really wants to have a good place to work. Just go ahead and get that in your head. To me that is the low bar for engaging in this conversation.

Stephanie Goss:
I think one of the best tools that I've ever been taught to help do that… Because when you're sitting there looking at it from your perspective, it is hard to get yourself out sometimes of the emotions that go along with viewing it through your lens. One of the most helpful tools that I was ever given was someone taught me to ask the question, what else could this mean or what else could be going on here? And so when I actually forced myself to sit down and answer that question, what could be happening, there are a million other things besides the fact that they truly are just trying to make my life more difficult by not hiring a manager. Let's be real. When you're in that situation, that is a part of how you're probably feeling, which is my life is immeasurably more difficult because none of these people are getting along and I have to come to work and deal with this BS every day. That could absolutely be where this technician is sitting.
There could also be a million other reasons, why. When I ask myself that question and I let myself hallucinate in that way of what else could this mean? Why else could they be making this choice? Maybe they can't afford it yet. Maybe they're not sure that it will solve the problem. Maybe they had bad experiences in the past with a manager. When you let yourself go down that road and hallucinate different answers it, in my experience, has become a lot easier for me to find that place of not only assuming good intent but also putting on my empathy shoes so that when I sit down to have this conversation with them and try and understand, I am ready and prepared to do that.

Dr Andy Roark:
Yeah, I agree. That takes me right to the next step. I think this is probably two different conversations. I don't know that you can do this in the same conversation about what I'm going to say. The first thing that I would like to do is seek first to understand why does the owner not want a manager? Honestly, there is so much value there and you have to figure out how to ask this question in a way that doesn't come off as challenging. Because just imagine that Stephanie has been just writing me about hiring a manager and she's like, “Andy, we need a manager. Andy, we need a manager. Why aren't we hiring a manager?” It's a match. Then she comes to me one day and says, “I have a question for you. Why won't you hire a manager?” There's a very good chance that that's going to sound like challenging. It sounds like we're headed right back into this argument again. You're not going to get good information on me.
I'm going to put my guard up. I may not be totally honest with you, especially if it's because I'm afraid I can't afford a manager. It's because I had a bad experience with a manager before. They embezzled a bunch from the practice. Say something like that. If I'm feeling defensive, I'm probably not going to share that information with you. So you really want to try to figure out the best way to broach this subject in a way that feels safe and allows the person to be open. It's sort of genuine curiosity. But I would like to know why this person who's got a team of 15 does not want to have a manager. I'm not saying they're wrong, that's why I laid that down up front.
It's like I made great reasons. I said, “I absolutely had a mentor that I worked with who had a practice manager and she took him for $90,000, I think, embezzlement. He felt so betrayed and taken that he did not want to have a manager. He wanted to be the one who knew all this stuff and he did not want to delegate to someone else because he had been so burned and felt so betrayed.” I'm not saying that's how you should feel, that's how he felt. I'm not saying he's right, but I'm saying I get it. It may not mean like they get it-

Stephanie Goss:
There may be reasons for their behavior. There may be motivation behind their behavior in that sense of something that they've experienced.

Dr Andy Roark:
There may be constraints on the business that we don't know. He might be like, “Look, we have not been profitable in the last three years. And having someone who comes in who does not generate revenue directly does not make sense for us.” I think you can make an argument that the person could justify their salary, but if that's what he thinks, at least we can understand, “Okay, we've got significant financial constraints,” that changes the picture. All of these things affect what is our best option because the question was what's our best option? He goes, “I can't tell you because I don't know where all these… I don't know where the pinch points are. I don't know what's holding us back. I don't know what the real internal obstacles are.” But we got to understand that before we can pick our next move. Anyway, to me, why are we opposed to having a manager? And the more clear answer I can get to that, the more I can understand what options are in play.

Stephanie Goss:
Okay, when you were talking about potentially feeling challenged when somebody asks you about this, I immediately flashed to… I remember before I became a parent and I swore that I would not tell my kids, “Because I told you so.” Then I can think of a lot of times in the heat of the moment when I'm super frustrated and I've gone on the defensive and the answer is because I told you so. And that's the end of story and will walk away. Because it's that feeling challenge. So how do we set up that question in a way that makes somebody less likely to be defensive?

Dr Andy Roark:
Sure, everybody's a little bit different, of course. Ideally you have a good personal relationship with this person. You know them as a person, they like you. You have a good relationship and that makes it a little easier. But basically I think probably if I was going to do it, start shooting from the hip. I think this is how I'd step it up. I would step in, I would lead with vulnerability and then appreciation.
Basically how this would start off is I would say something along the lines of, “Hey, I love working here. I love this clinic. I love being here. I really appreciate the opportunity to be here. I enjoy what we do here. I really want our clinic to be very successful. I look at what we're doing and we've got 15 people. I look at all the other vet practices that I knew of that have 15 people and they have someone who's in a designated manager role and we don't. Obviously, that's an intentional decision and I was wondering why you made that choice. What's important about not having a manager? I want to understand because I want to be helpful and I know a lot of other places that have gone this way, and so are you willing to tell me what you think?” So it would sound something like that.
Again, when would I do it, ideally? I don't know. The time and the place, all that stuff matters. You know what I mean? There's a lot of different ways to do it. But basically, that would be it, is to say, “I really love it here. I like this practice. I respect what you're doing. I want to be a contributor to this practice, growing and growing. I look around, I see other practices that have a designated manager, and it seems like we're getting to that size, but you've made it clear that's not something that you plan for. I want to understand why that was. What is your philosophy on managers?” And then I would honestly listen. I would not argue. I would not be like, “But, but, but…” Nope, you asked the question, just listen.

Stephanie Goss:
No, you need to let them be heard.

Dr Andy Roark:
And now you got to let them be heard. I would just go, “Okay, I got it. No, I just wanted to understand. Thank you.” I would take that and I would probably go away with it, but I would not let it turn into a debate because otherwise, and then a lot of people mess this up because they'll even get the question right and the other person will open up and share the information and then the person asking the question will disagree with the perspective of the person who's explaining their why, and then it will turn right back into the same old argument and it goes nowhere. That's not the point. The end result we're looking for here is to understand. Anyway, that's how I would set that up and sort of how I would try to frame it.

Stephanie Goss:
Yeah, I love that. I would probably do very similar. I would start with talking about how you care about the team and about them. You have noticed that there seem to be challenges in the team. One of the things that you thought of that might help the situation would be someone to play that conductor role.
Like you were talking about Alison in that role being the conductor to help solve some of the flow and challenges and take… I would frame it in the way of helping them take some of the burden of that off of their shoulders and then ask them, “I really would love to help you. I would just love to understand where your head is at when it comes to having someone in a position to manage the day-to-day of the practice. Tell me why it looks the way that it looks in your head and really just open up the door from that hopeful… I want to help you. I want to understand.” I think that that feels very different than when, fellow parents will understand, when my kid is like, “But why?” That's just immediately going to make me be like, “Because I freaking said so.”

Dr Andy Roark:
Yeah.

Stephanie Goss:
That's your point about arguing back, right? Then you're right back in that argument loop and the answer has not changed. When you ask it from a place of curiosity and then say, “Thanks, I really appreciate that. I would love to… You've given me a lot to think about.” My phrase is, “I want to marinate on that, I want to process that.” Then I agree with you, this is not one conversation, this is, potentially, multiple conversations. Then I would walk away, change the subject, let it drop.

Dr Andy Roark:
Yeah, I agree with that. That's the first conversation I would try to get is this, is why is this person opposed to a manager? There's a second conversation you can have and you do not have to have the first conversation before we go to the second one. Doing that conversation and understanding where the person's coming from can be helpful. It's not required to have the other conversation. The other conversation is this, okay, the other conversation that we want to have is we want to step back one rung on the decision making ladder. Imagine this for a second. Imagine that we're in a vet hospital and we've got this place and we are having front versus back issues, meaning the techs and the CSRs are fighting and it's going on.
So Stephanie Goss is sitting here and she's thinking about this and she's working the practice and she says, “The front and the back are fighting, so we need a manager.” She goes to me and she says, “Andy, we need a manager.” I'm like, “Goss, we're not getting a manager.” She's like, “We need a manager.” “We're not getting a manager. Not going to.” Well, what's the obvious next step? I've told her we're not getting a manager. We can either continue to fight about a manager and why can't we get a manager? And what if we got a part-time manager or we can step back one rung and say, “Andy, the front and the back continue to fight and here are examples of them fighting. Here is the impact this has had on the clients. This is how the fight manifested yesterday and this is how it manifested last week. They are clearly fighting. What are we going to do about the front and the back fighting?”

Stephanie Goss:
And I would add one thing in there that would be really powerful, which is that I would say, “I know your expectation is that we're empowered to solve this ourselves, and these are the things that we have tried,” especially from your perspective of what have you done to help solve the problem, call that out too. And then say, “I need your help because I feel like I'm stuck and I don't know what the next step is. This is what I've tried. These are the examples, this is what I've tried to solve the problem. I'm at a loss for where to go and I would love your perspective and your help on how you would like us to approach this situation, or how you would approach the situation if you were me.”

Dr Andy Roark:
I really like that, asking for help. I like that, asking for help. That's a really good play. I also like, “This is what we've tried,” and I really think that that's the play in my mind, is you need to put the manager thing aside and don't take him a request for a manager, take him the problems and say, “These problems persist. This is what we've tried. We're really stuck. How do we want to move forward from here?” And then have that conversation. It's very possible that the owner will look at the problem and ultimately say, “You know what might help this?”

Stephanie Goss:
“A manager.”

Dr Andy Roark:
“A manager.” And then it's their idea. And don't make them feel stupid. Don't say, “I told you so.”

Stephanie Goss:
That's a great idea.

Dr Andy Roark:
Yeah, that's a great idea. That's exactly it. It really is. That is to say, “Here's the problem,” or if there's three different problems, I would say, “These are the problems that I see that persist,” and lay it out one, two, and three. It might be that a manager would fix all those problems. It might not be, I don't know. I don't have the insight or the background to be able to know what those are. But regardless, that's how I would lay it out. I think that there's probably some people who've listened to this whole episode and they're just mad because they're like, “Andy, it's a team of 15 and they don't have a manager. How could you tell them that they don't need a manager?” But every team is different in what they're trying to do and that the players on the field really matter.
I have seen putting a weak manager over a strong team generally just frustrates people. You can absolutely do more… Managers can do more harm than good. Don't think they can't.

Stephanie Goss:
Oh yes, absolutely.

Dr Andy Roark:
They can absolutely make things worse.

Stephanie Goss:
Yes.

Dr Andy Roark:
And so just the presence of a human being with a pulse in a management role, I don't know that's worth anything.

Stephanie Goss:
No.

Dr Andy Roark:
I mean I can a hundred percent say, and this is just kind of how my mind works and stuff too, it depends on the people you have. So we said we got 15 people, so just walk with me for a second. Imagine that one of these people is an office manager, this is the person that does the administrative stuff for the practice, they pay the bills, do inventory, whatever, office manager. All right, so you got that person, you got three doctors, so that's four employees. You got four people at the front desk. So now we're at eight. We got seven support staff, right? I don't know, two techs, five assistants, stuff like that. That's your 15 people. I can a hundred percent see a high functioning team that has an office manager.
The practice owner is the lead doctor, let's say. You elevate one of your CSRs to be the lead CSR, and you elevate one of your techs or support staff to be the lead tech or a lead support staff or whatever. Well now you've got a lead doctor, a lead tech, and a lead CSR and an administrative support person. I think you can run a damn good team of 15 with a lead doctor, a lead tech and a lead CSR. I think you can do it. And again, but it depends on the people that you've got and things like that. Anybody who's just like, “The obvious answer is this,” I would say there's a lot of different ways to make a team work and function. Anyway, that's kind of where I come out.

Stephanie Goss:
Well, and I think that that goes back to where we started from the headspace perspective is remember the two extreme ends of the spectrum. You can have the layers of bureaucracy at one end where you have managers who have managers who have managers, or you could have, it's just a total free for all and there's no rules and it's total anarchy. We said finding that space in the middle. Part of it is thinking outside the box of what those solutions could be to find the right fit for you and your team and asking the question, why do I think we need a manager? What am I looking? Am I looking for someone to be a mediator or a problem solver? Because if that's the reason you think you need a manager, you don't need a manager. You need to teach everybody on your team the tools to be able to mediate the conflict management and be able to mediate the problems themselves and someone on the team who can act in that mediator role.
And that might be your practice owner, it might be somebody else on the team, might be somebody from outside the hospital, but you can solve that problem without saying, “We're going to hire a full-time, 40-hour-a-week person to fill this role.” So it goes back to the why are you asking, are you also asking because the practice owner is overwhelmed and you're getting paid a day late sometimes because they're trying to do payroll and they're trying to be all things, all people. What is the why behind it? Because I don't think that you can get to that creative problem solving space on both parts, the practice owner's part and on the team's part in terms of trying to help, without having asked yourself the question of what does that middle ground look like? Why are we asking this question? What do I think the practice manager's just job is actually going?

Dr Andy Roark:
Yeah, I think you're spot on. Anyway, that's how I'd approach it. I think that's my big take. I enjoyed this a lot. I like to be a bit of an anarchist and a little bit contrary about some of these things.

Stephanie Goss:
You do?

Dr Andy Roark:
I do. I like to push back on the idea that more rules and more managers and administrators is always the answer for a more harmonious workplace. I do not buy that. In some cases obviously, adding managers and systems makes all the sense in the world, but there's a point of diminishing returns and it's not always the obvious answer that people think it is. So anyway, I'm glad we got to talk about that and why.

Stephanie Goss:
Yeah, me too. This was fun. Take care everybody. Have a fantastic rest of your week.

Dr Andy Roark:
Yeah, thanks guys.

Stephanie Goss:
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: culture, fatigue, management, Practice ownership, Training

Sep 27 2023

Burnout is Real – True Stories of Leadership with Phil Richmond

Uncharted Veterinary Podcast Episode 251 Cover Image

This week on the podcast…

This week on the Uncharted Podcast, practice management geek Stephanie Goss invited Dr. Phil Richmond back to the podcast to tackle a personal perspective on burnout together. Dr. Richmond is the Founder of Flourishing Phoenix Veterinary Consultants and a practicing veterinarian. He is an advocate for positive culture and individual, team and organizational psychological health, safety, and wellbeing in veterinary workplaces. Dr. Richmond both leads and is involved in state, national and international projects for the advancement of wellbeing and culture in veterinary medicine. This episode was inspired by a mailbag email but led Stephanie and Phil on a journey through some of the tricks and tips they each have learned while on the winding journey of aiming to become better leaders than the day before. Let's get into this…

Uncharted Veterinary Podcast · UVP – 251 – Burnout Is Real – True Stories Of Leadership With Phil Richmond

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 your challenges and would love to feature your scenario on the podcast.

Submit your questions here: unchartedvet.com/mailbag


Upcoming Events

Calling all Team Leads – if you are a lead CSR, a lead Technician, a lead Kennel tech – we want you to come connect with your peers and our Uncharted Community! We have a brand new event we want to see your faces at.

Uncharted’s Team Leads Summit is an immersive 1-day virtual event designed to connect team leads and help you tackle the challenges unique to your role in veterinary practice. Kick off the day with an inspiring general session, learn from some of the brightest minds in vet med, and then dive in to gain exactly what you need with a discussion-based format to create game-changing connections for your career. This Summit features interactive workshops and Choose Your Own Adventure sessions, a signature of Uncharted events. Start the day telling us what you need RIGHT NOW, and leave having worked on exactly that.

✨ Sessions on navigating burnout, thriving in veterinary practice, motivating your teams and team training techniques

✨ Small group discussions to cultivate connections with people who understand your role

✨ A day that will make your boss thrilled they gave you a CE budget

✨ Inspiration and a recharge to continue to make waves!

SIGN UP TODAY

Upcoming events: unchartedvet.com/upcoming-events/


Episode Transcript

Stephanie Goss:
Hey, everybody. I'm Stephanie Goss, and this is another episode of the Uncharted Podcast. This week on the podcast, I am joined by one of my favorite people in veterinary medicine. He is a beacon of light and positivity. He is an Uncharted member. He is a colleague. And he is truly a dear, dear personal friend, Dr. Phil Richmond, joins me as my co-host. And we are having a conversation about burnout.
But before you turn the podcast off because you're like, “Not another burnout conversation,” Phil is one of the most positive people that I know, which says a lot because I feel like I'm pretty positive and bubbly. But Phil is truly a beacon of light, and we have a mailbag question that started with addressing burnout in teams, especially in on-call settings.
And as it does, our conversation meandered and we wound up talking about our own experiences with exhaustion and some burnouts in veterinary medicine, and giving some candid stories. But also, really some leadership lessons that we wish that we had learned before we became leaders. So, I had a lot of fun recording this episode. I hope you all enjoy it. And now, let's get into it.

Speaker 2:
And now, the Uncharted Podcast.

Stephanie Goss:
And we're back. It is me, myself, and I. I am here today but I am, sans Andy, but I am instead joined by one of my most favorite human beings on planet Earth, my dear friend and colleague, Dr. Phil Richmond. Hi, Phil.

Dr. Phil Richmond:
Hi, Stephanie. And as I like to call myself the Wish app, Andy Roark.

Stephanie Goss:
Oh, man. So many ways I could respond to that.

Dr. Phil Richmond:
It doesn't really look like or sound like him.

Stephanie Goss:
No, it isn't. It doesn't.

Dr. Phil Richmond:
But, okay.

Stephanie Goss:
This episode is not going to look or sounds like a typical Unchartered Podcast episode in the slightest. There's going to be lots of laughing, probably lots of squirreling. But we are together today because we got a mailbag topic. And we're not actually going to answer the direct question that was asked in the mailbag as I do with you, because when I read it, I was like, “Ooh, I want to have a conversation with Phil about this,” because it involves some bigger themes that relate to you, what you do in veterinary medicine. And I just thought it would be a good chance for you and I to have some good conversation.
And since Andy is on vacation when we're filming this, while the cat is away, the mice will play. So, let's begin and have some fun. So, for our listeners who don't know you, welcome to the podcast. If you have not had the opportunity to interact with or talk to or hear Dr. Phil Richmond's present, you are missing out because you are an amazing human being, and you have a lot of wonderful things that you are sharing with our profession. And we're going to get into by way of the mailbag, get into some of what you're doing.
So, the mailbag topic I got was about a hospital who is a specialty practice there, specialty surgery practice. And by the nature of their work, they have after hours on-call rotations for their team. So, they're taking care of their patients postoperatively. So, they have on-call hours, overnights, and weekends. And so, it is one of those things that is inescapable in some facets of veterinary medicine. On-call has to happen for them to support patients postoperatively. And I totally get that.
And the manager who wrote in was like, “This takes an incredible toll on the team because being on-call is hard.” And they were looking for some tips and tricks that we'll get into in another episode in terms of how do we structure that and support it from a systems perspective. But what interested me in talking with you with the burnout aspect, and because we have big pieces of veterinary medicine and specialty practices in ER practices. And even GP practices that… Particularly, the ones that are more rural and don't have overnight.
There's lots of people in veterinary medicine who can't avoid being on-call. And this manager's point was that, burnout is a real thing and it impacts the team. And so, when I was thinking about it, I was like, “Who better to talk about this with than my friend, Phil?” So, tell us a little bit, Phil, about who you are and why you and I would want to talk about this because it's right up your alley in terms of the work that you're doing in veterinary medicine.

Dr. Phil Richmond:
Yeah. Thanks, Steph. And it's just always a pleasure for us to get together and talk. And we just have so many things in common, and I just love being able to share space with you.

Stephanie Goss:
We love your face, friend.

Dr. Phil Richmond:
Thank you. And it is. So, I jokingly say, those of us that are working in this field, none of us… I wasn't in vet school fourth year going, “You know what? I cannot wait to work on wellbeing and burnout in the profession.” And I say that like, “This is someone tongue in cheek, but where it is, is that most of us have lived experience or personal story, why it's so important for us.”

Stephanie Goss:
Sure.

Dr. Phil Richmond:
And so, briefly, I was a new grad. It was about 2008, dating myself a little bit. But I was working, I mean, this is right up this alley. I was working 60, 70, sometimes 80 hours a week. Now, that was self-imposed. I also want to say is that, I was working on my days off at a clinic that I grew up working at. And then, I was picking up emergency shifts on the weekends.
I would come in on my days off to do surgeries that I hadn't done before, which I'm not suggesting that you shouldn't do that because there's some benefit to doing those things. However, even the owner of the practice was like, “Hey, you need to throttle it down.”

Stephanie Goss:
That's a lot.

Dr. Phil Richmond:
Yeah, that's a lot.

Stephanie Goss:
Right.

Dr. Phil Richmond:
But some of that stuff was not… It was self-imposed for me. And so, what I found was is that, I got to this point where I had the hallmark signs of burnout are exhaustion, cynicism, and inefficacy. It's just taking us longer to do things. We just can't get through stuff, that type of thing. And I only had one tool in the toolbox, and you and I have shared our stories, but I just had alcohol and substances like, that was it.
And so, add that to all the stresses of veterinary medicine and all of this. And then, getting into burnout. And I really was in a dark place, and I'm going to mention suicidal ideation, but that was where I got. So, what I realized was, is I ended up going to treatment. I got a lot of tools, individual tools that were very helpful for me, and they helped save my life, and helped me love veterinary medicine again.
What I realized though is that, when I went back into practice is that it wasn't the whole story, is that I played a big part in some of that like, I misinterpreted things. And how I viewed situations, that was stressful for me and burned a lot of emotional energy. But even when I do that, there can be external factors, which is really what burnout is, is burnout is really a systems issue. It's not a personal failure.

Stephanie Goss:
Right.

Dr. Phil Richmond:
And when I learned that both of those things were true, it was one of the things that pushed me to want to help our colleagues and because it's so common for all of us. And especially now, with COVID and that type of thing. So, not only leaning into the individual nature, the things that we can do with resilience training, with gratitude, with intentional induction and positive emotion, and these types of things as well as seeking mental health support from professionals.
But then, also the importance of team level, wellbeing team level, psychological safety, where our leaders and how we work as a team is vital. And then, the third thing is organizationally, or when we talk about the me, we, us. And I just love that model. So, me being the individual. We being team and leadership. And then, us, being the organization.
And then, organizationally, looking as the organization, do we have policies in place? Are we measuring burnout? Are we measuring the wellbeing? I mean, we're all clinicians listening to this. We all know, “Hey, if something's going on with our patients, we run tests.” How often are we doing that in veterinary medicine? How often are we taking the pulse? Excuse me, if our team… To find out what's going on.
So, those things are important. And then, okay, now we get this information, what do we do with it? And so, those things are just, what I found is that I want… I have a vision, like a lot of us in veterinary medicine, I want it to be here for years to come. And it's a beautiful profession. It really, there's a lot of joy and a lot of reward that can come from this profession. And we just need to… There's some things that need to be in place to make that happen.
So, the sky is not falling. But there's things that we need to address that are challenging. And then, we also need to lift up the positive aspects of the profession. So, in a nutshell, that's what I do is working on psychological health and safety, and team cohesion and individual skills of resiliency, and that type of thing. And how important that is to patient care, how important that is to longevity and sustainability as a veterinary professional.
It's things that we don't generally get taught. I mean, we're much better now, I should say. But just not taught in vet school or tech school, or I think it's more now in the CVPM that's part of, part of that as some of the leadership development and wellbeing of the teams. So, I'm glad there's much more awareness, but yeah.

Stephanie Goss:
Okay. So, as you do… I love you so much. There's so much to unpack there because you just crammed 10 pounds in a 5-pound bags there, friends. Okay. So, let's go back to a little bit about… So, what you're doing now with your work has to do with falling in love with the profession again and wanting to help yourself and help your peers, which led you to where you are? Let's go back for a second because this topic resonated with you because you found yourself in a place of burnouts.
And you and I have similar steps along our path where we found ourselves in dark places, and feeling really overwhelmed and exhausted. And you and I, both being long-term members of the recovery community. I think both found ourselves looking inward as you do when you're in recovery, you do a lot of work on yourself, hopefully.
But also, looking outside of ourselves and recognizing that we can only do so much on a personal level. And I love… You're actually going to be talking about this topic at the Uncharted Culture Conference…

Dr. Phil Richmond:
I am.

Stephanie Goss:
… shameless plug here, because you were going to be doing a session specifically on your… You mentioned the idea of we, me and us, right? How do we as individuals exist in veterinary medicine? There is responsibility and work that we can do on an individual level. And it doesn't exist in a vacuum, right?
The burnout on us can't only be on the individual because as you mentioned, there's external factors that impact from a team level, and team dynamics, and the safety that the team has in being able to talk to each other, ask for help, support each other, all of that. And then, there's the systems piece of it in the organizational structure.
And so, I'm super pumped. You are actually going to be doing a session for everybody who is attending the Culture Conference in October, and I'm super excited about that. So, if you're listening to this and you're already like, “I want to hear more about what Phil has to say,” you should head over to the website and sign up for that. Because it's virtual, so anybody can come, you don't have to be an Uncharted member, and you're going to be doing a general session.
And so, I don't want to spoiler too much of the details of what you're going to talk about there, but I do want to dig a little bit about where you started and empathizing with that on the personal me level. And then, talk a little bit about the organizational stuff.
So, when you found yourself out of school and getting into practice and you found yourself at the place where you recognized that you were burned out, was that a place where you could see what you were doing to your… So, you said that you were doing it to yourself regularly or you were working extra hours and you were taking on more and more and more in that space though, was that something that you recognized in yourself? Or was that something that others pointed out to you? Because like you said, your practice owner even said to you like, “Hey, you need to throttle this down.” What did that look like for you?

Dr. Phil Richmond:
No. So, I had an incorrect assumption on what I was supposed to do and what I was supposed to be capable of my first years out. And I thought, I just had this idea that I was going to go in, that I came out of vet school, I should have all the answers. If something went wrong, it was this weird thing is, for me, one of my thinking traps was, is that if something went wrong, I would blame everything else. But I also would then question like, “How responsible am I?” But it was almost like a defense mechanism.
And so, a lot of us in recovery have that. But when I'm going with this is that, the biggest thing was, is that I had… Now, I can see the signs of burnout in myself. And those signs were so clear back then, but I looked at them as they were failure. And instead of saying, “Hey, I need a break,” it was like, that horrible negative self-talk was, “You're just weak. You should be able to do this.”

Stephanie Goss:
You can't get it all done.

Dr. Phil Richmond:
Yeah.

Stephanie Goss:
You can't hang.

Dr. Phil Richmond:
Yeah. The reason why is, you're just not working hard enough. You need to be up later. You need to…

Stephanie Goss:
Just work harder, yeah.

Dr. Phil Richmond:
Just work harder, right?

Stephanie Goss:
Yeah.

Dr. Phil Richmond:
And as we know, I mean, it's like the battery analogy and the phone, you're just not even magically going to put all that in there. The spoon's theory is that, we've got a certain number of spoons we can use during the day. And it's like, when they're gone, they're gone. And that whole concept was just… I didn't have that, and I didn't know. I just thought the answer to everything was work harder.

Stephanie Goss:
And so, going back, you said the three of the classic hallmarks of burnout are the inability to focus and stay focused. Tell me what the three that you said again.

Dr. Phil Richmond:
Right. Yeah, absolutely. So, and there are different definitions certainly, but this is what the World Health Organization describes it as. So, there's exhaustion. So, that's really a feeling. I think we can obviously all relate to just that physical, mental, emotional drain that we feel.

Stephanie Goss:
Yeah.

Dr. Phil Richmond:
And what happens is, when we go through that just chronically, we begin to isolate. And as we know in recovery like isolation is that's when we start spiraling, is that when I disconnect from people, that's a challenge. So, exhaustion is one.
The second is cynicism and, “Ooh, do I… Yeah, leaning in the negative?” So, and to give you an idea of what this looks like on the ground in a veterinary hospital, our clinic, I should say the practice that I love… I'm getting to go back to the great group of practices. We worked really hard on psychological safety on all of these things and teamwork. And we just, generally speaking, I mean, we just didn't talk stuff about clients or one another. I mean, we were very intentional about that over the years.
And it was a red flag for me, is that I noticed when our team started, and this was during COVID. When they started talking stuff about clients. It wasn't normal for us. It was out of the norm.

Stephanie Goss:
Sure.

Dr. Phil Richmond:
And for myself, because I've been in some burnout lately, and I just become… The negativity bias kicks in. And instead of looking at the positive, I start going into the negativity bias. And so, that cynicism of the everything is bad, everything is this. And then, what happens is that, that creates a spiral as well. And then, the last thing is the inefficacy. So, go ahead. Yeah, I think the cynicism is…

Stephanie Goss:
No, no, I was just… You're getting there. It's funny because listening to you describe those things and you were saying like, “What does it look like in veterinary medicine?” I can totally recognize that exhaustion. And we talk about it jokingly in a lot of the manager groups that I'm in. But when you think about painting that picture and you think about how many… Everybody wakes up and is like, everybody has bad days, right?

Dr. Phil Richmond:
Yeah.

Stephanie Goss:
Everybody has stuff going on in their lives. And there are absolutely times where you wake up and you're just like, “I don't want to go to work today.” You feel tired. You wake up and you're just like, “I can't… I'm dragging.” I mean, I knew I was getting up and getting to talk to you today, and I still was like, “I'm so tired. I just want to go back to bed,” where everybody has those days.
And when you were talking and thinking about it from the burnout perspective, and then leading to the place of cynicism, I think about when I was really struggling in the practice. It's that every day you wake up and you're like, “I just am so freaking exhausted. I don't want to get up. I don't like, I can't.” I got it. I'm getting up, and I'm pounding multiple energy drinks in the morning. And then, I walk in the door of the clinic and that cynicism immediately kicks in, and it's that that.
When I'm going in the door with that frame of mind of what such hell is awaiting me or everything is just like, “Can't you guys just leave me?” Somebody asked me, “Hey, when you're ready and you're settled in, can we talk about something for a second?” And I'm like, “For the love of God, why can't you just leave me alone?” I found myself in that place where it was like everything was reactive, everything was negative. And so, hearing you talk about that immediately, I can empathize with that because I can see it in myself.

Dr. Phil Richmond:
Yeah. And so, what's interesting about these concepts is that, I mean, it's a blurry line. It's not all overload necessarily. And that's where the recovery stuff came in is that, I found that I learned ways to challenge my negativity bias like, “Oh, this person did that.” And it's like, “Really? Did that like, am I filling in the blanks with stuff?” And that was something that I learned over time.
What was interesting to me is almost like an experiment is like, here, I have the tools and I still can't overcome it. I'm going… And that's what's been not just personally, but that's what's fascinating, if I can even say that about burnout, is that again, it's an external issue. And man, that's cynicism. I mean, we have our great friend Josh Weissman, amazing human being. And I shared that with him a few weeks ago. I was like, “I can just tell, because it's not my norm to be looking at the bad side of things. Or, oh, this is crap, or this is that.” It's like, “Damn, what's going on with me?” It's a sign. It's a clinical, almost like a clinical sign.

Stephanie Goss:
It's a sign, yeah.

Dr. Phil Richmond:
Yeah. But it's also, sometimes, when you're inside the pickle jar, it's hard to read the label. And so, if you have people that can… When you're in it, sometimes you don't know that you're in it, you're just… But I had friends, and then my wife is very kind of, to let me know, “Hey, you've mentioned this.”

Stephanie Goss:
You're not yourself.

Dr. Phil Richmond:
Yeah, that you're bitching about for the fifth time. Maybe you need to…

Stephanie Goss:
Nineteenth time.

Dr. Phil Richmond:
Yeah, right, right, right, yeah.

Stephanie Goss:
Hey, friends, you have heard Andy and I talking about some of the big things that are coming in the back half of 2023 for Uncharted, but we are not done. In fact, we are not even close to done with releasing all of the new fun and exciting stuff that our team has been working on.
So, I want to make sure you don't miss out on it. Now, if you listen to the podcast, you're going to hear about it. But if you want to guarantee that you are the first to hear about the big giant announcement that we have coming soon. So, so, so soon, but not soon enough.
You want to head over to the website, unchartedvet.com/insight, that's I-N-S-I-G-H-T, unchartedvet.com/insight, and sign up for the newsletter. That will get you on the list and guarantee that you have first dibs access to the big, big news that is coming soon. Don't miss it. I promise. You're not going to want to miss out. And now, back to the podcast.
Okay. So, the exhaustion and the cynicism, and then I was emphasizing and cut you off with the last one, yeah.

Dr. Phil Richmond:
Which here comes the shame spiral like Brené Brown. Inefficacy. is that the harder we try to push, the less efficient we can be, which is ironically, which is why, we well, burn out, is that when we do that, the cure for it is rest and changing the system. But what we do?

Stephanie Goss:
Oh, we just try and work harder.

Dr. Phil Richmond:
We do the opposite. And that's what all the evidence shows us is that, we can't do those things. And that, maybe we can go 110% on the reactor for a few weeks maybe, but it can't be a chronic state. Our bodies then physiologically, the release, excuse me, the chronic release of the stress hormones and all of these things, our bodies are not meant to function at that level. We can only do it for so long before body's just kind like, “Hey, I'm out.” And then, we start to see physical manifestations. And we get into that.

Stephanie Goss:
That feeds right back into the loop, right?

Dr. Phil Richmond:
100%.

Stephanie Goss:
Then, you're exhausted.

Dr. Phil Richmond:
Yup, yeah, right.

Stephanie Goss:
And it feeds the exhaustion model because you're physically feeling the toll of that. And then, it spirals and you feel like, you can't get out of it.

Dr. Phil Richmond:
And then, you're not doing… You can't do as much work as you did even though you're trying. And then, what happened?

Stephanie Goss:
Inefficient?

Dr. Phil Richmond:
And then, inefficient. And then, oh… And then, as I said in the Uncharted Conference, my inner critic's name is Carl. And then, Carl's up here going, “Oh, Phil, you are POS like, you really, you shouldn't even be doing this job. You can't do this. You can't do this. You're not getting this done. You are… Man, you are worthless.” And all that negative self-talk.
So, and we'll get into a little bit of what are some of the ways that we can combat that. I think as we go in the future. And just really, I have to do a shout-out to Dr. Michelle McQuaid and Dr. Danielle Jacobs from the Wellbeing Lab in Australia because they've done a lot of the work on this that I really lean into. And so, anyway, I just wanted to say like, yeah.

Stephanie Goss:
Yeah, okay. So, let's talk about that. So, you like career wise and path wise, you got out in vet school…

Dr. Phil Richmond:
Right.

Stephanie Goss:
… and you were a new grad, and you almost crashed and burned, right? Because you were…

Dr. Phil Richmond:
Definitely, yeah. I mean, I would say by… I mean, I was out of practice. So, I reached the bottom, I guess we can say to where I was pulled out of practice. I was in a treatment facility for 90 days, which by the way, is way more common than we just don't hear about it. But that saved my life. Not only did it give me the rest because of that. Remember we were talking about the physiologic stuff, chronic stuff, and then filling my cup back with tools that I then had to go back into that environment that I didn't have before. So, yeah.

Stephanie Goss:
And so, that kicked off the passion for you because when you meet Phil, one of the words that immediately comes to mind, if you have had the pleasure of spending time in your company, Phil is passionate. And I think that you are passionate about just life in general, which is one of the things that I love about you.
You just have great energy and being around you is wonderful, but you're so passionate about looking at veterinary medicine, and it would have been very easy for you to come out of treatment and stepping back into practice. It would've been very easy for you to look at it in a very cynical way because there is a lot that is challenging. And so many people will say, veterinary medicine is broken, and we're a hot mess. And there are a lot of people that look at it from a negative perspective, and feel like it's so systemically, we have so many problems, it's not fixable.
And you chose to look at it from the perspective that resonates with me, which is there is so much that is wonderful about veterinary medicine, and we need some help. And so, I feel like that kickstarted getting those tools and starting to fill your toolbox, kickstarted for you very much the same way my own experiences and my own… I mean, I was in recovery before veterinary medicine. But very much, we have similar paths in that way of like, it became a passion project for you.

Dr. Phil Richmond:
Yeah, yeah.

Stephanie Goss:
And so, you started doing education and work around wellbeing and burnout, which led you down a path of positive psychology and the wellbeing work that you're doing now with Dr. McQuaid and the team in Australia. So, tell us a little bit about where your winding path took you next.

Dr. Phil Richmond:
Yeah, so quickly. So, there was a 10-year area where I was in practice. I was going to meetings. I was trying to help medical professionals in recovery. But I was really quiet about it because of the stigma. And then, just as we know, the anonymous nature of 12-step recovery.
And then, there was just a point where I got to where I had the opportunity to be of service for the FVMA. And where I'm going with this is that it was like, now I knew these things worked. I knew these concepts and these principles and these things worked. But how was I going to go into talking to veterinary professionals and say, “Hey, I'm in AA, and this works.” And it's like… And then, so what happened was, is that I got put in a position of… And this is where Carl comes in, by the way. Carl, it was like, “Hey, you're just some drunk that learned some stuff and it just makes your life.” But…

Stephanie Goss:
What qualifies you to talk?

Dr. Phil Richmond:
… what qualifies you to… And then, I was like, “Shit. Shoot, sorry.” I was like, “Maybe I should go do…” So, I looked into potentially getting a master's. But then, so now, I'm a certification nut.

Stephanie Goss:
Junkie?

Dr. Phil Richmond:
Yeah, yeah. I mean, anyhow. But yes, I do. So, yeah.

Stephanie Goss:
I know, I know. Trying to change our language.

Dr. Phil Richmond:
Trying to change our language because it does matter. It does matter, by the way, everybody that's listening. However…

Stephanie Goss:
It does matter. It does matter.

Dr. Phil Richmond:
So, the first certification I took was… But I ended up taking the compassion fatigue professional certification. At the end of that, it talks about the cure for compassion fatigue or the treatment for compassion fatigue is skills of resiliency. I look at these and I say, “Steph,” if we knew each other back then.

Stephanie Goss:
Yeah.

Dr. Phil Richmond:
I'm like, “Oh, my gosh. This is exactly the same stuff that I learned in 12-step recovery.” It's just there's… I jokingly said, “There's $20 words associated with it.” And I'm like, “That's it. And truths are truths.” So, I just got down. I was like it, “This is it. This is it.”
So, I got into positive psychology and cognitive behavioral coaching. And all these things that basically take the same, they take very similar principles and put that together. But then, I remembered also is that there is an importance to the self-portion of this or the me portion of this. But it is multifactorial, is that we do need, our leaders have an outsized influence on that. And how we work as a team is vitally important, and is the organization there. So, I ended up getting a bunch of certifications because Carl told me that I needed to.

Stephanie Goss:
Qualified.

Dr. Phil Richmond:
Yeah. And so, now, I don't know. It's like, 22… I think, yeah, I have 22.

Stephanie Goss:
I was going to say, you have an alphabet. You have an alphabet after your name.

Dr. Phil Richmond:
So, but I mean, I also, one of my strengths is love of learning. So, my wife's like, “Well, whatever. At least he's not doing what he was doing 15 years ago.” So, she was with me, by the way, through all that. God bless her. She's a veterinarian as well. She's amazing that she is.

Stephanie Goss:
She's a wonderful, wonderful human being.

Dr. Phil Richmond:
Carl… So, where were we?

Stephanie Goss:
You were heading towards what you're doing now…

Dr. Phil Richmond:
Yes, that's right.

Stephanie Goss:
… and looking at other countries that are doing way more about it, less than we are in the United States. Because you recognized, as did I, that while you… Especially as a person who is in recovery, you're hyperfocused on the me part, right?

Dr. Phil Richmond:
Right.

Stephanie Goss:
Because you're working on yourself, you're working on what can I control? What can I do to make amends? Like fix your own backyard first before you go fix in anybody else's, right?

Dr. Phil Richmond:
Right. Which is as the phrase that we use in recovery stuff, as you know, is what is my part? What's my part in this situation? And so, while that is vitally important for us in veterinary medicine, if the organization has a part or if the team or the leader has a part, we do need to work on both. So…

Stephanie Goss:
Right. They don't exist in a vacuum.

Dr. Phil Richmond:
Yeah, right.

Stephanie Goss:
You can't just solve your way out of burnout or fatigue by looking onto me.

Dr. Phil Richmond:
Right. And then, what happens, as we know, and this gets into what we were talking about is that, if I am at as close to 100% spiritual… I'm doing all the things right. If the environment I'm in, if I'm having to see 50, 60 patients a day, I'm short staff, and my boss doesn't care about me, it doesn't like…

Stephanie Goss:
It doesn't matter how hard you work.

Dr. Phil Richmond:
It doesn't overcome those things.

Stephanie Goss:
Yeah, yeah.

Dr. Phil Richmond:
So, we need to help those things. Now, the flip side is, if I have a great leader and they're doing all these things and I'm like, “Oh, this is just… Everything's crap and this is crap, and this is…”

Stephanie Goss:
Right.

Dr. Phil Richmond:
That part is on, I need…

Stephanie Goss:
If you're not taking the ownership.

Dr. Phil Richmond:
Right. But usually, again, it's not a black and white line. There's parts of all of this.

Stephanie Goss:
They've study you make sure of all three.

Dr. Phil Richmond:
Right. And so, intuitively, it's like you start looking at, “What are these things in the workplace?” And so, come to find… So, when I did my positive psychology certification, I also did a certification and positive psychology consulting. So, actually, taking positive psychology into workplaces like, how does this actually…

Stephanie Goss:
Right.

Dr. Phil Richmond:
These concepts sound all good, but what's the evidence that this actually works in a workplace? Obviously, there's ton. There's a whole field of study. We know Adam Grant from University of Pennsylvania is one person that we really hear a lot about. But this field of positive organizational scholarship, which means, how does this stuff work in business? How does this stuff work in the workplace?

Stephanie Goss:
Right. Right.

Dr. Phil Richmond:
And so, that led to finding out about the ISO 45003. And ISO is like international OSHA. And 45003 are the psychological health and safety standards, international psychological health and safety standards. So, things that need to be in place in workplaces. So, the way that I like to describe it to veterinary professionals is, we go in and take x-rays on a patient. What do we do, Steph? Do I go into my scrubs?

Stephanie Goss:
No.

Dr. Phil Richmond:
No, I don't because I know that that x-ray is dangerous. So, I take precautions. I put on my lead down.

Stephanie Goss:
Put on your lead down.

Dr. Phil Richmond:
Put on my thyroid shield. I put on my gloves. Yes, wear your gloves.

Stephanie Goss:
Yes, yes, yup. Put on your gloves and dosimetry badge.

Dr. Phil Richmond:
Because I know that's a hazard.

Stephanie Goss:
Right.

Dr. Phil Richmond:
Well, guess what is that? Those things… There are psychological hazards in our workplaces that we can take the same precautions of. Or if we can't remove them, at least we can mitigate them, is that we can do that.

Stephanie Goss:
Sure.

Dr. Phil Richmond:
And that's one. And then, the other aspect is that we have to actively promote flourishing and thriving. We have to do the positive things as well. And it's not enough to… We're not coming in and just saying, “Oh, everything's… Good vibes only.” I'm not saying that.

Stephanie Goss:
Right.

Dr. Phil Richmond:
There are evidence-based ways of inducing positive emotion, engagement using our strengths, building positive relationships at work. All of those things are vital. And saying, for instance, conflict management. Saying, we know that if I want to implement a change at work, and I just go in and I say, “Okay, we're getting a new PiMS system. It's starting Monday. I'm changing the prices on everything, and you guys are now all responsible for…” We're also doing 12 new initiatives around all these things. “And we're going to do them all at once and we're going to do them now, and that starts Monday. Cool, everybody good? Bye.” That's poor change management. And however, we're not…

Stephanie Goss:
I'm laughing because I guarantee that there are people who are listening to this episode who are like, “Oh, my God, he just described what the hospital…”

Dr. Phil Richmond:
Describe the what? How? How? The part of it…

Stephanie Goss:
I'm laughing. I'm laughing not because I empathize with that because I have been there in the organization…

Dr. Phil Richmond:
You know what? 100%.

Stephanie Goss:
… that has changes…

Dr. Phil Richmond:
And by the way, everyone that's listening, that's in recovery. Somebody shares something to the outside would seem horrible, and then the whole room laughs because we all know like, we've all been there. It's all the same thing, yeah.

Stephanie Goss:
Yeah. Get it, yeah.

Dr. Phil Richmond:
So, but in all seriousness, poor change management, and they found this out in Australia through McQuaid's research. Is that poor change management was one of the highest psycho… So, these things that we see are called psychosocial risks or psychosocial hazards. That was one of the biggest areas that caused psychological harm, and workplaces was poor change management.
So, knowing when I do that, I'm going to instantly drop the level of like, if I just say, “Hey, we're switching PiMS, and go in. If I don't know the level of stress or the things that are going to happen to my team in doing that, and not throttle the schedule, and not do this, and not do things to mitigate that, knowing that I've just… I don't want to say throw a grenade. But I've put something into my team that is going to negatively affect their mental health because it takes time to learn. It's like onboarding.

Stephanie Goss:
Right, right.

Dr. Phil Richmond:
We can't just throw somebody into a clinic and just expect them to know everything day one. Same thing with the PiMS like, it's going to take us… No matter what it is, no matter how great the system is, it's going to take us… We're human beings probably, take us three months to catch our groove.

Stephanie Goss:
Right, right.

Dr. Phil Richmond:
If we haven't scheduled that in, we're setting our teams up for psychological harm. We're setting them up for burnout. The other thing…

Stephanie Goss:
And so, there are places where… There are actually, places in the world shocking because as Americans, having had the privilege of living in multiple countries, it's funny how I can see the American viewpoint. And this feels like very one of them because shocking to know that there are countries outside of the United States. We are not the center of the world. And there are places in the rest of the world where like, you were telling us that there's the ISO standards…

Dr. Phil Richmond:
Yeah.

Stephanie Goss:
There are actually places that say, “Hey, not only can you not do this…” And here's what the… But they set the bar in terms of expectation for employers, just like OSHA would hear with setting the safety standards, you have to take care of your team and protect them safety wise.

Dr. Phil Richmond:
Yeah.

Stephanie Goss:
There are standards that are applicable in other countries that say, “Hey, when it comes to your team and their wellbeing and their mental health and their emotional, you're responsible for that emotional safety. And here's what the expectation is.” And that's fascinating to me like, fascinating to me because I'm like, it makes perfect sense. And also, it makes me sad that we are once again, so behind other countries.

Dr. Phil Richmond:
Yes, but there's more. There's chapter two, which is exciting. So, one, just knock on your roof. I know you're in Washington. Just knock on your roof and wave to our neighbors, to the North.

Stephanie Goss:
Canadian neighbors, yup.

Dr. Phil Richmond:
Yeah, one of those certifications I have is I'm a certified psychological health and safety advisor, and I had to get that from Canada because we don't have…

Stephanie Goss:
You can't get it here, yeah.

Dr. Phil Richmond:
No. So, shout out to the Surgeon General of the United States. Surgeon General's Office, just put out recommendations for US workplaces. So, they're great. So, there's a five spoke area on that that's all centered around worker voice and equity. So, that's the central cog, if you will, in the wheel. And so, it's protection from harm.
So, we want to mitigate these things, connection to community, creating belonging, work-life harmony, creating opportunities for us, knowing that leaving our stuff at the door is BS like, that doesn't work, mattering at work. And then, having opportunities to grow. And mattering means, as a leader, as a team, you let me know through reward and recognition. You let me know I'm doing a good job. You give me constructive feedback. You do these things. And then, obviously, opportunities to learn and grow and that sort of thing.
So, in general, the ISO 45003 standards encompass a lot of those things. So, now, each country, most countries or many countries have their own psychological health and safety standards. And again, the US has come out with that and kind of cool things. It's not super-secret, but I'm on this awesome team. Josh is on it, Makenzie Peterson from used to be with AVMC, working with veterinary visionaries to help create psychological health and safety standards for US veterinary organizations.
So, but what is that again? How do we protect our brains? How do we protect our brains and souls from the stuff that we see in veterinary medicine? Because there are things that are specific to veterinary medicine. But the interesting thing is that most of the things like conflict management, we're not the only ones that have conflict management. Oh, yeah, poor change management? We're not the only ones that…
But yet, those are the things that cause it and role clarity. That was, by the way, in Australia in the study that McQuaid's group just put out, low like, not understanding, not being very clear on what my job is and who do I go to for what? And when this happens, when low role clarity was the most encountered psychosocial risks that caused harm. So, that's amazing. Yeah, go ahead.

Stephanie Goss:
It would shock no one to think about veterinary medicine, and think about how many of us have worked in jobs in veterinary medicine where we have no idea what our actual role is…

Dr. Phil Richmond:
I didn't know… Yeah, and then what happened? And then, throwing out all these terms, low psychological safety. Doctor comes in or owner, “Why didn't you do, whatever?” I didn't know…

Stephanie Goss:
I didn't know…

Dr. Phil Richmond:
And then, that person gets mad, then they're blaming you for something that you didn't even know that you were responsible for. And that is not… And everybody listening has been in a situation similar to that where it's like, we're almost held… Why didn't you know? Like, I don't know. How am I supposed to know that? I can't intuitively know it.
And so, again, it becomes how important it is. And this starts to even go into onboarding, why it's so important to connect people to onboarding and what role clarity and where you go to for what. Because when that stuff hits the fan, we want to know what the plan is.

Stephanie Goss:
Right.

Dr. Phil Richmond:
And also, that increases efficiency, which efficiency is, it's not sexy, so to speak. But that is a huge area of importance for wellbeing in the workplace is practice efficiency, is if I'm doing…

Stephanie Goss:
Right. Yeah, well… And, I mean…

Dr. Phil Richmond:
Yeah, go ahead.

Stephanie Goss:
That makes perfect sense because it's the third, the inefficiency is the third wheel of the burnout. So, it makes total sense that those two things are tied super closely together.

Dr. Phil Richmond:
Yeah, yup.

Stephanie Goss:
Okay. Don't give away the…

Dr. Phil Richmond:
No, this just the sprinkles. This isn't even the cake.

Stephanie Goss:
Okay. Friend, I can talk to you all day long. But…

Dr. Phil Richmond:
Yeah. Oh, my gosh.

Stephanie Goss:
Andy will kill me if we do a five-hour podcast. But I have a question for you before we wrap up.

Dr. Phil Richmond:
Yeah, that's right.

Stephanie Goss:
So, one of the…

Dr. Phil Richmond:
Can I say just some of the things to try to look into combat, and this won't give stuff away?

Stephanie Goss:
Oh, yes, of course, of course.

Dr. Phil Richmond:
If we've got these, because I don't want to go, “Oh, here's all the crap.” The things that is going on is making sure… So, four things, and this was actually from McQuaid research as well, is that Carl…

Stephanie Goss:
Okay. And we'll put links to…

Dr. Phil Richmond:
Yeah, we'll put links to the article.

Stephanie Goss:
… what the thing that Carl is talking about the article and the research in the show notes. So, don't worry about that. Okay. So, Carl…

Dr. Phil Richmond:
So, Carl's talking crap about me. There's a concept that's called self-compassion, and we've talked about it. Our friend Jamie at Uncharted, really leans into this. I found coaching wise, that is the tool that I lean into more than anything else with people is self-compassion, replacing self-criticism with self-compassion.
Kristin Neff, N-E-F-F, we'll put a link to her stuff in the notes as well. She's the Founder of the Concept of Self-Compassion. Great, great stuff. It really helps change our thinking. What are we crappy at setting for ourselves as veterinary professionals?

Stephanie Goss:
Yeah, boundaries.

Dr. Phil Richmond:
Boundaries, that's what…

Stephanie Goss:
Boundaries.

Dr. Phil Richmond:
Yeah, we got to learn how to do that. That's another… I'll just leave that. I'll leave in that, yeah.

Stephanie Goss:
All right. So, I was going to say, you just gave us two giant boulders because…

Dr. Phil Richmond:
Boulders. So, lean and self… Yeah.

Stephanie Goss:
Self-compassion is hard, AF. And boundaries…

Dr. Phil Richmond:
Yeah, but get curious, get curious.

Stephanie Goss:
… are real hard.

Dr. Phil Richmond:
Yeah.

Stephanie Goss:
Okay. All right. So, we got some mountains to climb. Keep going.

Dr. Phil Richmond:
So, then rest… When people take vacation, make that reward and recognition like honor people for taking vacation. Like, “Hey, make this a good thing.” Not, “Oh, I can't believe you're leaving us in the lurch.” It's like, because again, remember, if we get beat up chronically, our bodies can't… They can't recover. We have to prioritize rest and recovery. We have to prioritize rest and recovery. We have to prioritize rest and recovery.

Stephanie Goss:
Yeah, rest and recovery. That is what we are doing right now because we are reporting this. You and I are not resting and recovering, but we are doing this because Andy is resting and recovering…

Dr. Phil Richmond:
Fearless leader.

Stephanie Goss:
… and taking… The fearless leader is taking a break. And I will tell you that that, I mean, some of you heard the podcast that I did with our dear friend Eric Garcia, and my colleague and amazing partner in crime, Tyler Grogan from our team last year…

Dr. Phil Richmond:
Oh, my God. Such great people.

Stephanie Goss:
… on unplugging, they are both amazing. But we talked about unplugging and rest and recovery. And we are actually, about to record a follow-up to that episode for everybody because we've been getting a lot of questions about how it's going now. And all of us took some unplugged time off this summer, and we're talking about that.
But I love that because your point is a really valid one because that's another boulder for veterinary medicine. Because what do we do? What do you think about it in the burnout spiral? And you think about Carl sitting on your shoulder and being the negative self-talker in your ear, we just tell ourselves, “Oh, just keep working. Work harder, work harder, work harder.” And you'll dig yourself out of this hole. And we do not think about it in terms of rest and recovery. And we just try and work harder as the answer. And that is exactly what leads us to the place of burnout.

Dr. Phil Richmond:
Yeah. And the last…

Stephanie Goss:
Okay.

Dr. Phil Richmond:
Prioritizing opportunities to experience positive emotion, gratitude.

Stephanie Goss:
What?

Dr. Phil Richmond:
What? That's the evidence. I'm not just making that up because the sun shine. That is literally prioritizing positive emotion is that… And as I said in Unchartered, celebrate the wins, hold the trophy, hunt the good stuff. I love saying that, is that be intentional because good stuff is like, Teflon and bad stuff is like Velcro, is that we have to be very intentional about experiencing positive emotions in veterinary hospitals.
And what does that mean is that, as leaders, we need to do that, is that we have to stop and celebrate the wins. We have to sit down and let the puppy kiss us in the face that we saved, sit with those things. And so, what's wonderful is I, now because we've been so intentional about it, I can remember those things in the workplace. Yes, Stephanie.

Stephanie Goss:
That does not mean you sit down and let the puppy give you kisses in the face, and then bring that puppy home. Just throwing it out there, friends. Because…

Dr. Phil Richmond:
One puppy, maybe. I can't…

Stephanie Goss:
No. No more puppies. So…

Dr. Phil Richmond:
I'm wrong. So…

Stephanie Goss:
You're the problem.

Dr. Phil Richmond:
So, this awesome like, super quick. So, I got to go back and help a mentor, a new grad vet that used or works where I used to work. And they sent me a text message like 9:00 at night and were like, “Hey, sent me pictures of this fracture.” And I was like, “Y'all want me to come up and give you a hand?” And they're like, “Would you?” And I'm like, “Yeah.”
So, I came up. We're doing the fracture repair and Dr. Ortiz does it. I look at, and he's just trying to help this kitten. It's a 10-week-old kitten that got hit by a car. It's got a fractured femur. So, we fixed it. And I look up at him and I said, “You know, this is your cat, right?” And he's like, I mean, he's like, “I thought about it.” I was like, “No, no, no, no.” I said, “This is your cat.” I said, “That's the rule.” I said, “Because that's what I did.”

Stephanie Goss:
It's not a rule!

Dr. Phil Richmond:
It is a rule. Hold on, let me qualify that. Let me qualify that. Your first fracture repair on a kitten that got dumped and like, it can be your cat. It's not a rule. It's not a rule. But it can be. It doesn't have to be a rule. But it happened to me, is what I was saying.
So, 15 years ago or whatever, that's what happened. I had a kitty that got… She got shot 18 times with a BB gun, and had a fractured femur. And they brought her in. She was on the news, and everything. And we fixed it. And she was on national news. And our receptionist was like, she's like, “You're going to keep this kitten, aren't you?” I was like… I mean… She's like, “Will you just please?” Because she's like, “I'm getting calls from all over the country to adopt this kitten. Will you please just tell me that you're taking the kitten?”

Stephanie Goss:
That you're keeping it?

Dr. Phil Richmond:
Yeah. And so, I did. And her name was BB. And she was great.

Stephanie Goss:
So, that's fantastic. So, did Dr. Ortiz adopt the little kitten?

Dr. Phil Richmond:
He did. He did. The kitten is great.

Stephanie Goss:
Shut up.

Dr. Phil Richmond:
Of course, he did!

Stephanie Goss:
You're such an enabler.

Dr. Phil Richmond:
But I will say… I will say, is that that's part… So, you don't have to have 20 cats. But you could have one, if you're not allergic. You could have one kitten that you saved. You could. Everybody's got… I mean…most

Stephanie Goss:
I want to do a whole podcast series on the stories of the animals…

Dr. Phil Richmond:
How did people got…

Stephanie Goss:
… from, yeah.

Dr. Phil Richmond:
Oh, yeah.

Stephanie Goss:
Because you are the shining representation of having no boundaries in veterinary medicine when it comes to animals. And saying…

Dr. Phil Richmond:
That's my wife. My wonderful wife that we described like, how many animals are in this house that I'm directly responsible of for? None. Like zero now. None. None of them. She brought everyone in the house. She brought every one of them all. Every one of them. But…

Stephanie Goss:
But wouldn't that make a fun podcast series?

Dr. Phil Richmond:
It would. I mean, yeah, we'd have to be a video podcast and that we… We probably should have like a Nat Geo show. I don't even know. I told you we got finches now too.

Stephanie Goss:
Oh, my Gosh.

Dr. Phil Richmond:
So, everyone, we had zero birds in January of 2022, and we have 17 birds now.

Stephanie Goss:
Because Carl can't say no.

Dr. Phil Richmond:
Because I was at VLC with Tasha, and we were speaking and I get a message and she's like, “This happened.” And there's a giant cage in the back of her sister's huge pickup truck because she bought a Macaw, and we had no birds January 2022, we had no birds. And now, we have a Macaw, two Caiques, and a Conure and 13… We have 11 finches and two canaries. But it brings us joy. It brings us joy.

Stephanie Goss:
Oh, my gosh. I can't.

Dr. Phil Richmond:
I know.

Stephanie Goss:
But it brings you joy.

Dr. Phil Richmond:
Send help. And help us, please. Please, anyone.

Stephanie Goss:
We are going to drop… We've done it now. It's done completely.

Dr. Phil Richmond:
We squirrel, we squirrel.

Stephanie Goss:
Normally, Andy and I go off the rails in the beginning of an episode. But we, you and I, I think mostly saved it until the end of it.

Dr. Phil Richmond:
Yeah.

Stephanie Goss:
We did good. We did good.

Dr. Phil Richmond:
Yeah, we did good. We did good.

Stephanie Goss:
Okay. So, if people want to find you, we're going to drop in the show notes links to some of the resources and research that you were talking about. But if people want to find you, they can find you at Uncharted in October, as I already said. But besides that, where can people find you on social media?

Dr. Phil Richmond:
Yeah. So, I am at Flourishing Phoenix Vet on Facebook and Instagram and www.flourishingphoenix.com. And then, on LinkedIn it's preferred. Pretty positive like, I like LinkedIn. So, LinkedIn, I think it's Dr. Phil Richmond is my account, yeah.

Stephanie Goss:
Okay, I love it. I love it so much. Thanks for having this conversation with me today, friend.

Dr. Phil Richmond:
Yeah, thank you.

Stephanie Goss:
This has been fun. Thank you all for listening. We'll see how many people got to the end of this one because as always, we did some squirreling. But we stayed… High-five friends because we stayed decently for two people that have as much in common as we do, whose brains work very similarly.

Dr. Phil Richmond:
Yeah, we feel good.

Stephanie Goss:
I feel like, we did justice.

Dr. Phil Richmond:
We did good.

Stephanie Goss:
So, we're staying a little bit on target with this. We're knocking Carl, I'm flicking him off my shoulder. We're patting ourselves on the back with this one.

Dr. Phil Richmond:
And by the way, if not… So, I worked with an amazing human being named Carl Ashman. Carl, if you happen like, it's not you at all. This was long before I knew you. So, I just want you to know it's 100% not you.

Stephanie Goss:
Disclaimer.

Dr. Phil Richmond:
Yeah, disclaimer. Carl is not that Carl at all. Carl is a wonderful human being.

Stephanie Goss:
Thanks so much for joining me today, Phil. And thank you all for listening and have a fantastic rest of the week, everybody. We'll see you next time.

Dr. Phil Richmond:
Bye. Thank you.

Stephanie Goss:
And that's a wrap on another episode of the Uncharted Podcast. Thanks for joining us and spending your week with us. If you enjoyed this week's episode, head over to wherever you get your podcast and leave us a review. It's the best way to let us know that you love listening. We'll see you next time.


Written by Maria Pirita · Categorized: Blog, Podcast · Tagged: culture, fatigue, management, Practice ownership, Training

Sep 13 2023

Can You Clone Yourself as a Manager?

Uncharted Veterinary Podcast Episode 249 Cover Image

This week on the podcast…

Practice management geek Stephanie Goss has invited her friend and coworker from Uncharted, Maria “The World is a Better Place with You In It” Pirita, CVPM to join her in a dive into our mailbag. Maria is a Certified Veterinary Practice Manager, Elite Fear Free Certified Veterinary Professional and former hospital administrator. In her work with Uncharted Veterinary Conference, Maria has presented to veterinarians and teams across the US and Canada on topics including feedback, coaching, team building, and positive work culture. Maria loves any activity that involves creativity or learning something new. This leads to an abundance of hobbies including crafting, traveling, cooking and aviation. Her willingness to be creative is part of why Stephanie wanted her to join in on this conversation, because it is right up her alley.

Stephanie and Maria are ready to tackle an email from a team leader who is feeling pulled in so many directions. They are struggling to find balance in the chaos of practice and wondering how to get their work done as a practice administrator AND get their work done as a manager – that is, making sure everyone else gets their work done. Let's get into this…

Uncharted Veterinary Podcast · UVP – 247 – HoF #218: Performance Reviews That Don't Suck

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 your challenges and would love to feature your scenario on the podcast.

Submit your questions here: unchartedvet.com/mailbag


Upcoming Events

Team Leads Summit – November 8, 2023

If you are a lead CSR, a lead Technician, or a lead Kennel tech – we want you to come connect with your peers and our Uncharted Community! We have a brand new event we want to see your faces at.

Uncharted’s Team Leads Summit is an immersive 1-day virtual event designed to connect team leads and help you tackle the challenges unique to your role in veterinary practice. Kick off the day with an inspiring general session, learn from some of the brightest minds in vet med, and then dive in to gain exactly what you need with a discussion-based format to create game-changing connections for your career. This Summit features interactive workshops and Choose Your Own Adventure sessions, a signature of Uncharted events. Start the day telling us what you need RIGHT NOW, and leave having worked on exactly that.

✨ Sessions on navigating burnout, thriving in veterinary practice, motivating your teams and team training techniques

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✨ A day that will make your boss thrilled they gave you a CE budget

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Episode Transcript

Stephanie Goss:
How many times have you called a client in the last three days, left a voicemail and then had somebody call back and say, I had a missed call from you not even having listened to the voicemail. Look, the data shows clients want texting. They want online and digital communication. So if your practice does not offer texting two-way with your clients, you are missing out in a big way and you're also in luck because our friends at SimpleTexting have done the research that one in three clients check their text notifications within a minute of receiving a text, one in three, and that goes up to 85% of all of our clients within the first five minutes after receiving a text. So if you're listening to this and your practice isn't yet texting two-way with your clients, you are missing out in a big way. And I don't want you to miss out anymore, and neither does Andy.
So our friends at SimpleTexting have put together a deal for you, our Uncharted listeners. That's right, they have got texting plans that you can try for free for 14 days, but if you go to simpletexting.com/uncharted, they are going to give you up to a hundred dollars worth of free credits when you sign up for texting for your clinic. There is no reason, none whatsoever today to not be texting with your clients. So if this is you, head over to simpletexting.com/uncharted, get your deal, check out all of the amazing options.
Hey everybody, I am Stephanie Goss, and this is another episode of the Uncharted Podcast. This week on the podcast, I invited my friend and coworker Maria, the World is a better place for having you in it, Pirita to join me. And we are diving into a letter in the mailbag from a manager who feels like they are constantly, constantly, constantly trying to split themselves in two. They're wondering if cloning themselves is an option to surviving as a manager. We'll dive into the details in just a moment. Let's get into it.

Speaker 2:
And now the Uncharted podcast.

Stephanie Goss:
And we are back. It is me, myself and I, Stephanie Goss this week. I am without my partner in crime, Dr. Andy Roark, but I have a much more beautiful and amazing replacement in my partner in crime, Maria, the clone, Pirita

Maria Pirita:
That's so cool. The clone.

Stephanie Goss:
Yes.

Maria Pirita:
Whose clone am I?

Stephanie Goss:
Well, that is a frightening thought, two maria Piritas in the world is a spicy, spicy, spicy thought.

Maria Pirita:
It would be a totally different world. I don't know where it'd be at. It could be totally horrible or it could be great. I don't know. It could go either way.

Stephanie Goss:
I have a feeling that there would be a lot of excitement and there would be a lot of chatter and probably a lot of things getting done.

Maria Pirita:
One would have to be evil and one would have to be good. I don't know. I doubt that it would be the same. I'm going to get into this when we talk about cloning, I swear, but I don't know if the world, there's something with the world, it would not be the same. I just could see it now. Nobody clone me. It's a bad idea.

Stephanie Goss:
Oh man. How's it going? Maria Pirita, welcome to the podcast.

Maria Pirita:
Thank you. Thank you so much. I'm so happy to be here. You know I love talking to you and I love this podcast. It's so good.

Stephanie Goss:
Yeah. So, you and I are talking for several reasons, least of which is because we have fun together, but we're going a little bit rogue because Andy is on vacation. And so I was like, I can do the podcast by myself. No problem. But you and I have something to talk about because we got a mailbag topic that I thought was totally in the manager wheelhouse and I heart Andy Roark, but also this is not his wheelhouse. And so we're just going to cut him out of the picture.

Maria Pirita:
Sorry Andy, you're out of this wheelhouse.

Stephanie Goss:
We're just going to cut him out of the picture here for a hot second while you and I tackle this one because we got an email in the mailbag that I thought was great because it was from a fellow manager who was just like, holy hell. How do you balance actually doing all of the work that needs to be done and managing or ensuring that your team is being productive and everybody is doing their jobs? And our writer said, “I feel like I need to split myself in two or clone myself, but obviously that's not possible.” And so when I sent you a message, you were just like, “Heck yes, let's talk about this.” And so I'm super excited to have you on the podcast and talk about it and get into it as we do.

Maria Pirita:
Thanks. This is so great because I want to first say that I'm sorry that cloning is not possible. I looked into it because I wanted to clone Stephanie Goss, and it's just currently, that's the answer is you can't clone people right now. You can clone maybe the cells and stuff, but it's probably when it is available only going to be available for the elite rich and it's going to take a lot of real human years. So it's not a good option. So how do you clone yourself is you don't or you can't.

Stephanie Goss:
Yes. Okay. So first off, a dose of hard reality, slap in the face, camp tough love visit. You can't clone yourself. So right off the bat.

Maria Pirita:
I didn't know if you guys knew that or not, but just making sure we talk about it first.

Stephanie Goss:
All right, so now that you've been the buzzkill,

Maria Pirita:
I know!

Stephanie Goss:
For everyone who was like, holy crap, uncharted is announcing that cloning is a real thing, human cloning.

Maria Pirita:
Well, I wanted to make sure because you called me to clone so I couldn't lead people into the wrong direction. And if you were excited about cloning as a potential, it's not possible. Just want to be clear.

Stephanie Goss:
Hashtag fun fact, it's not actually a thing. Okay, so a human cloning aside the real question is a good one, right? Because you and I have both faced this as managers that overwhelm. The question always usually comes from that place of overwhelm that you love your team, you want to help them, you want to make sure that they're doing their job. And the title manager implies that you are aware of what people on your team are doing and managing their work. And yet you also have a lot of things on your plate as a hospital administrator that are not directly managing people. And so how do you find that balance between getting the work done, especially those tasks that feel really time bound and important, like payroll, making sure everybody gets a check in their bank account on payday.

Maria Pirita:
Super important. You won't have employees without it, at least I don't think.

Stephanie Goss:
I mean, the one time that payroll didn't actually happen is still, I didn't lose any of my team, but there was a lot of sleep lost over that. That's a story, fun story for another day. But fun fact, nobody quit, I made sure they all had money in their bank accounts. But yeah, no, I mean it is true, right? There are things that we do as managers that are really important and very different from our team. And I think that the question a lot of the time, I know when I asked myself this question the most, I was coming at it from a place of anxiety because I was feeling like I was disappointing the team or they were needing things for me that I couldn't give them because I felt stretched too thin when I was asking myself this question.
And so I think for a lot of our colleagues, it's getting asked because they are feeling that pressure to like, okay, I need two of me. This is happening because there are not enough hours in the day. There's not enough space for me to spread myself even more thin than I already am. How do I solve this problem? And bless their hearts, ourselves included, I think our colleagues are people pleasers as managers, and so many of us just want to and try to do all the things and be all the things to all the people. And we think that this is a problem that we can solve if we just put our heads down and work harder and newsflash, it's not.

Maria Pirita:
Yeah, news flesh. That's pretty much what I was going to say too, is just in the sense of how much time we actually have, the only way to really actually split yourself into two and do both of those things is to work 80 hours a week. And that's just not doable. I'm telling you right now, it's just not doable. And some of us are trying to get out of that because we've put ourselves into that situation. And you're right, a hundred percent, it's from people pleasing, trying to do all of the things because we feel it falls on our shoulders as managers. And then also just trying to keep other people accountable. We feel like we have to be around to do that, which it just causes this big conflict of time because one thing's not happening, one of those things isn't happening at the end of the day if you're trying to do it all.

Stephanie Goss:
Okay, so let's start where we always start on the podcast, which is headspace. And you kind of dove right into this with the, okay, for me, the first piece of the headspace is acceptance, right? Acceptance of the fact that you cannot clone yourself. You cannot, for an extended period of time, work 80 hours a week. I would love to know if somebody has figured out how to be in two places at once because I have never actually figured out how to do that either.

Maria Pirita:
I'm hoping that technology's coming too, guys, but you know we'll be there. Uncharted will know when it's around because we will utilize it. But until then, it's not here.

Stephanie Goss:
So I think part of the headspace, and I'm laughing because it might sound silly, but it really is a big piece of it, which is you got to get to the zen and you got to get to the acceptance place of you cannot do any of those things. And that means acceptance of the fact that you cannot please everybody and you are going to have to make someone not happy. And so I think working your way through that piece of headspace, I know for me, that was the hardest part when I faced this last in my practice, I was asking myself this question because I was hearing from my team in the form of feedback that they were feeling like I wasn't available to them enough.
I wasn't on the floor enough, I wasn't seeing a lot of the things that were going on. And so I was looking at it from a place of emotion on my part from a headspace perspective because I was feeling the anxiety of disappointing them, feeling like I was working so hard, but it didn't feel like it was enough. And so working my way through those emotions and that Headspace territory was really, really important because believe it or not, I think you and I are probably a little bit alike in that we are both a little spicy.

Maria Pirita:
Who me? Never. Not once. People don't describe me like that anywhere.

Stephanie Goss:
No, I have a fiery Irish temper and I can only imagine that your spicy sassy Mexican self is like, listen, Linda right? And so my first reaction was anger, to be honest. I was angry at the team and I wasn't really angry at them, but the first emotional response was like, screw those guys. Don't they see how hard I'm working. I'm already working 60 hours or 80 hours. I'm busting my butt trying to be in two places at once and it's not good enough. F the world was honestly how I felt.

Maria Pirita:
Well, and it's the opposite of feeling seen, right? You're totally unseen. It's just you feel like, wow, you guys have no idea how hard my job is. You guys are not the ones making these decisions or having to put in all this work and having all of this fall on top of you. And it's like sometimes you really got into that space of like, oh, if you just did my job for one day, you would realize how hard it is and you-

Stephanie Goss:
You wouldn't even survive.

Maria Pirita:
Yeah, and you wouldn't even survive! And now I have to go around like nothing's bothering me just to make you guys happy. You could put yourself into that hole real easy because it all comes out of you're not being seen and therefore you're not being appreciated because you are putting in all this work yet it's still not enough. At the end of the day, you end up feeling unseen and you're not enough. And it really dives into your feelings. It's totally reasonable for that to be the first thing. And I think you're a hundred percent right. It's like the first step is really understanding that and seeing it and being like, I cannot, like right now I'm not happy because I'm trying to be all things to all people and I can't do that. And unless I continue to work 80, 90, 60 hours a week, whatever it is that is causing me to be unhappy, I can't do it. And we have to get to that realization. We have to get there.

Stephanie Goss:
Well, and I say this from a place of just real honesty. I remember vividly seeing some of the feedback that the team had given, and I remember my first inclination was not to be zen and calm and process what they were saying and try and look for the perspective. That was not at all the first inclination. The first inclination was to screenshot the nasty pieces of it, what felt nasty to me and immediately send it to my partner in crime at the practice, then commiserate and be like, can you believe the audacity of these you know, heifers for saying things like this?
So it was very negative and it was only after time and their actual legit therapy. And it's funny because I talk about work a lot at therapy because it's a good place, it's a good safe space and it's a neutral party and it's good to just sometimes talking it out loud and hearing yourself be like, Oh, well, I am sounding real spicy and real salty and maybe I need to take a step back and maybe I need to look at some of this with some honesty and say maybe I'm reading into it and I'm attaching emotions to it, feeling attacked, but maybe there is truth here.
And when Andy and I do the podcast and we talk about action steps and we talk about having conversations with people as follow-up, we talk about the SAFE acronym and we talk about F being how if I've been set up to failure, you're like what here is my fault? And I think when it comes to feedback, there is a bit of that required, there's a lot of that required as well because the reality is there's always at least two sides. And so we have to be able to look at it with that clear head and wonder, get curious and ask ourselves, what could I do better? What is my fault here? What could I take from this and turn it into a positive even when we're feeling negative about it? But that is really hard to do without stepping back and finding that zen and getting in a good headspace. So I think that's probably step number one.

Maria Pirita:
Yeah, I couldn't agree more.

Stephanie Goss:
Okay, so we've got to work through the motions and figure that out and get past our spicy selves. We've acknowledged that we can't-

Maria Pirita:
We need a little sour cream for this spice, as we say. Sorry, I had to.

Stephanie Goss:
I love it so much. Okay, so headspace wise, there's emotions that we have to deal with. We have to disconnect from that. What else do we have to do to think about it and process and work through it before we can get to the space of, okay, the actual question that they asked is how do we get the work done? Which is all about the action steps, but what else is there for you from a headspace perspective?

Maria Pirita:
From a headspace perspective for me, besides getting into the actions of what needs to get done, I really want to ask myself in the sense of like, Okay, I've gotten to the point where I've taken the emotion out. I recognize that there's some issues here that I can probably work through, but the real answer is in what ways am I feeling like I cannot? In what ways am I feeling that I can't get the team to do things when I'm not around. Really diving into the why of why does it feel like I need to be around to get all of these pieces done? Because is this going to be a larger problem of culture or accountability or is this going to be a problem of do I need a team lead in this area? And so it's really diving into the area of what we're going to do next, but first the fivefold why of what Andy talks about like why are we here? Why are we truly here?

Stephanie Goss:
I love that. And I think that it's so important because when you look at the question that was asked, how do I ensure that my team is being productive and doing their jobs? When you think about it, in a perfect world, that part of our job should be such a minimal time commitment. We should be able to do a check-in with anybody who's directly under us and be like, how's it going? Are things on track? What do you need from me? Check the box, move on. And so many of us live in this place where we don't actually have the systems and the structure. And to your point, the underlying supports are not shored up enough. And so that role for us as the managers at the top of the pyramid turns into way more of a time commitment and way more work on our part to do it than it needs to.
Because the reality is, think about it, if I am really good at my job, I shouldn't have to spend a lot of time ensuring that my team is doing their job and productive. They should just do it and ask for the help when they need it. And I know that that sounds like pie in the sky unrealistic for a lot of us and myself included, but if that's the ideal, at one end of the spectrum, everybody knows what their job is, they're totally trained, they're well equipped to do it, they show up to work happy and do the thing and do it with passion and everybody goes home on time at the end of the day. If that's one end of the spectrum and planet perfect, then the other end is where you literally are doing people's jobs for them because they can't do the work and it needs to get done. And so you're taking it on yourself.
As usual. When we talk about things on the podcast, it's not one extreme or the other, but that's how our brains often process from a headspace perspective is we go to one extreme or the other. The reality is the answers for action steps for us really probably lie in that middle gray zone of how do we try and find some good balance between the two and find that sweet spot in the middle where maybe we're doing a little more when we have to, particularly when we have new team members or we're onboarding somebody or shifting roles around in our team, which let's face it happens in veterinary medicine all the time, but that's a never ending part of the job and it should ebb and flow. None of us as managers want to be stuck at one end of the teeter-totter or the other for any extended period of time.

Maria Pirita:
This is exactly why I was so jazzed about this conversation altogether because it really, I think when I look at this altogether in the sense of accountability and getting people to do what you need them to do when you're not around, and this question I think comes up a lot in different ways in our management groups. I'm a member of a lot of different management groups online and forums and things like that. And it comes up a lot too when I talk to people at conferences and I'm struggling to get this person, struggling to get them to do this, I'm struggling to get them to do this. And so you tend to find that a lot of people have a tool that they'll ask if they're using, for example, one-on-ones, Oh, are you doing one-on-ones? Oh, do you have a checklist? Do you have the system?
And every time I run into this, I always think it's not just about one tool in one system or one piece of all of these because your accountability in your practice, it's an entirely living breathing ecosystem. And it's just truly what I believe. You can't just have one piece and expect for there to be accountability. And so it's exactly what you talked about just now where we are moving into an area where things can intertwine with each other. And so it's actually what I'm talking about at the culture conference on October 11th at the workshop is the Accountability Ecosystem, which I just totally nerd out about this stuff. But the Accountability Ecosystem is actually a term that was used with citizens and governments, but it was really about accountability and it leaned into being about relationships and accountability not being linear. And so oftentimes when we think about accountability in our practices as linear, I feel like the advice you get at these groups or in a lot of these areas, which is not wrong advice, like what does your handbook say? Absolutely perfect.
That is a tool, absolutely.

Stephanie Goss:
Right.

Maria Pirita:
That is a very Stephanie Goss answer that I love and use to this day all the time. What does your handbook say? And then oftentimes you'll start to hear too the middle part where it's like, oh, well, is this a training issue? And then you start to hear more of like, oh, well, is this write up and get off the bus type of thing. And so those are all in that linear line, but I think we forget that accountability has to be an actual ecosystem where it's not just a line of handbook training, firing or write-ups when they can't get to what they need to be.
Each ecosystem in my area has major parts that I think about. And so the first one would be, for example, the expectation piece where you're setting the expectation for your team, but there's a ton of rules, I mean, sorry, a ton of tools that fall into that realm, which is your handbook being one of them, your training manual being one of them, the job description being one of them. You need to be able to lay out what the expectations are for your team from the beginning. And so that is just one section of the ecosystem that is then going to tie into all the other pieces. For example, if you ever do have to go into the write-up form, which obviously I think in my book write-ups are the least motivating format of accountability and usually your last tool.

Stephanie Goss:
But isn't it funny how often that's the first tool that's reached for?

Maria Pirita:
Yeah, I mean that's what we're talking about, the linear.

Stephanie Goss:
That's what we're taught. From a purely manager perspective. And let me be clear, I freaking hated being a manager. The managing part, I don't want to, look, I'm already mom to four-legged children and two-legged children. I don't need to follow around other human beings and make sure that they're doing what I told them to do when I told them to do it. There is zero interest for me as a human being in that job, and that is a piece of the practice manager role. It just is. There has to be some supervision. Now, my goal as a manager always was to get to a place where that is the smallest percentage of the role, and a lot of us get stuck in that place where I think by our own lack of knowledge, lack of skills, lack of support to really know how to do it any differently, because it's not something that you get taught about.
That's the tool that we reach for, which is like, let me follow you around, make sure that you're doing your job the way that I asked you to do it. And then when you don't, I'm going to smack you with the write-up stick. That is classic management 101. And your point is it's not wrong either because from an HR perspective, when I take a step back and I look at what I learned and how I learned it in school, it is important because when I started in veterinary medicine and I saw the huge gaps in the administration side in understanding employment law and understanding HR and understanding what we could do, what we should do, and how we can and could do it as employers, I realized that so much of veterinary medicine was flying by the seat of its pants, especially in independent practice because I think I was multiple practices in before I worked at a practice that had an employment attorney on retainer and had someone who had actual HR certification or training, a CPA, all of those things.
And so a lot of it is just you're figuring it out as you go and you're succeeding in spite yourself because you went to vet school to become a vet not to learn how to learn about employment law and HR and all of those things. And so I think for so many of us who grew up in veterinary medicine, we don't know what we don't know. And when you do actually take classes, that is the corporate structure because they have HR and they have legal departments and they have the people who did the school and did the training to advise them and tell them, look, you have to have the documentation. You have to have a handbook, you have to have a job description. You have to set the expectation, then you have to provide them the training, then you have to provide them the opportunity to do the job.
And when the job doesn't get done, this is what documentation looks like so that you get to the place where if you are having a problem, you can exit and get them off the bus without the least amount of consequence. That is not an invalid linear process. And yet to your point, it is absolutely not the first tool that we should reach for in the toolbox, but it's the first one that we're taught. And so I see every single day, you and I both in all the groups that we're in, that is the first freaking stick that anybody reaches for and it absolutely kills me. I'm like, why are we having a conversation about firing this person when clearly there is so much in the middle that either hasn't been done, where they have been set up to fail, or where we have failed as managers or where there is other opportunity to support, to use other tools to build out the ecosystem to your point in the middle.

Maria Pirita:
Yeah, absolutely. And that's exactly how we tend to organize our thoughts in the sense of, okay, we have this thing that's not getting done. Let's create this checklist and create a system. And then when this checklist is not filled out, then we have our other write-ups, but there's also so many other things in between there that can be done like we just talked about. And then the other thing is updating what we already have. It tends to be something that we forget to do, and I don't know if you've ever been there, but if you've had, for example, an old training manual and you're training and it's like, “Oh, that's not how we do that anymore. Let me show you how we do do it.” And so then it's like, “Oh, well this is how they tell you how to do it, but this is how I do it.”
And there's tons of funny videos online describing that phenomenon, but I think a lot of that comes strictly from you either don't have the buy-in on why this is being done the way that it's being done, or you haven't updated your resources, which is something that, again, these are tools that are in your ecosystem, but if we fail to update them or if we fail to have them, then your ecosystem is not working the way that it's supposed to be working. So it's so funny that there's so many different tools that we can use, but I think figuring out which tool needs to be updated and when each tool needs to be used is the tricky part, and I think that that's probably what we'll dive in a lot into the workshop when we'll go over that. So I don't want to talk about it too much. I don't want to give away all my secrets before the workshop.

Stephanie Goss:
I love it. Don't give away all your secrets. Okay, let's do this-

Maria Pirita:
Don't want to give away all my secrets.

Stephanie Goss:
Let's take a break here because I think we've covered headspace wise, the basics. Let's take a quick break and then we'll come back and dive into the process piece, the actual action steps for how do we tackle it.

Maria Pirita:
Sounds good.

Stephanie Goss:
Hey friends, have you heard the news? We have got all kinds of virtual events coming your way in the back half of this year. If you haven't been over to the website lately, head over to unchartedvet.com/event and check out everything that we have got coming. We have got our Culture Conference, we have got a Medical Director Summit, we have got a summit specifically for Team Leads. Andy and I have been talking about it all over the podcast, but in case you missed it, I want to make sure that you have one last chance and hear about it straight from me because I want to see you there. They're happening this fall, so head over to unchartedvet.com/events, check out everything, you can register for it all now. We can't wait to see your face. I'll see you then.
Okay, so let's talk about action steps, right? We talked about the headspace. We know cloning humans is not actually a thing. We can't be in two places at once and we can't sustainably continue to work. And I'm talking to all of you managers out there listening right now who are a hundred percent guilty of working 50, 60, 70, 80 hour weeks. That's not sustainable. We can't do it and we need to stop it immediately. So how do we do all the things for all the people and make sure that we are doing the management part of ensuring that the team is being productive and doing their jobs?

Maria Pirita:
I think that the second step here after we recognize we can't clone and be all things to all people, is really going to be to ask yourself what can be delegated, if anything, and if you have the resources for another leader, and I truly mean this in the space of what kind of team leads do you have that you can lean on for some of the training perhaps, for some of the things that don't have to be done by you as the manager. Because in some cases we have to recognize that if you're paying yourself overtime halfway of the year, you might already have the budget for a part-time bookkeeper or a part-time lead receptionist. And so I think that's the second step is to solve your immediate situation. What part of it can be delegated to somebody and/or what resources do I have for another leader in my clinic?

Stephanie Goss:
I love that. What I would say for me comes before delegation is taking the step back and zooming all the way out and figuring out where am I at? Am I in this position? Has this been a year that I've been dealing with this and I'm just exhausted and burned out? Is this an ongoing problem? Is this a temporary problem because I have a bunch of new team members and I'm having to do a lot more supervision than I normally do. Is it because I had a team lead and they went on a leave of absence or left? Is this long-term, is this temporary?

Maria Pirita:
That's a good point. Yeah.

Stephanie Goss:
The other piece of this is to your point about then delegating, stepping back and looking at your actual job description for you in your practice and figuring out what of this is actually your job and what of this actually belongs to somebody else in its existing form. Because I think a lot of us, you brought this up earlier and I think it's such a good point, because we are people pleasers and we want to solve all the problems and we want to make everybody happy. A lot of us, myself included, put things on my plate and put responsibility on my shoulders and guilt in my stomach and on my heart over things that are not actually mine. And I did it all the time.

Maria Pirita:
Yes.

Stephanie Goss:
And so I think for me, once you look at is this a long-term thing? Because if it's a long-term thing, the answer is different than if it's a short-term thing, right? Because the reality is our jobs will always require us to do, like I said, some piece of that managing, but the sweet spot is in the middle where that's a minimal part. If you truly are in a hospital, if you truly are in a practice manager or hospital administrator level position where you are thinking big picture, where you are budgeting, where you are supervising professionals like your associate DVMs, where you are big picture planning financials and vision for your practice, the percentage of time that you are spending on the actual day-to-day management should be very minimal.
Now, if you were a practice manager who is really a three quarters lead, CSR, tech, you're on the floor and you're doing more of an office manager role where you're doing inventory and you're responsible for some of the budget pieces, but you have somebody else who does payroll and you have somebody else who does your QuickBooks entry and all of that kind of stuff, those roles are very different and the expectation is very different for those roles. And so the first place that I would encourage everybody to start is if you don't know what your role is, starting there and figuring out and looking for yourself, what is actually your job? What belongs to you and in your practice at the moment, what actually belongs to somebody else? Because the chances are for a lot of us, Hi, I'm the problem, it's me, that I would take things on myself that weren't actually my role, they were somebody else's role because I thought that I needed to, or I thought that I would be disappointing somebody if I didn't.
And really what I was doing was not creating space to allow the leaders that I was trying to develop to grow and do the things that had been delegated to them and all of those things. So there's ripple consequences of that as well that go far beyond just actually working way more hours in a week than I need to. But I would definitely start there and then the kind of that baby step in the middle would be, okay, if this is where I am now, when you look at is this a temporary thing? Where do I want to get to, right? Because there's probably change involved.
This person is probably asking this question because they are in a place, whether they've been in it for a long time or they're in it in the moment because half their team is suddenly gone, how temporary is this? And where do I want to get to in the end? Is it that I am in a role where I'm supervising a lot more than I want to and I really actually want my boss to support me becoming a practice administrator? Because that's a really different question than how do I make sure that the team does their job? But that could be the reason why the question is getting asked. Does that make sense?

Maria Pirita:
Yeah, absolutely. And I think you're right because we don't really have all of those details, right, of the role for this person and especially, I love that you said that about is this a temporary situation or is this long-term, like how long we've been in this situation. Because I vividly just got memories, flashbacks of being short a receptionist or two and being like, I can't hire because I'm covering the reception desk and being in that space of I need to stop. I am a very expensive receptionist for one. For two, I can't hire if I'm working the front desk-

Stephanie Goss:
Right.

Maria Pirita:
So I'm sorry clients, I'm just going to have to turn off these phones and there's just going to have to not be a receptionist to put time away to hire my receptionist, otherwise I'm just going to be in here forever, continuously over and over again.

Stephanie Goss:
Yeah.

Maria Pirita:
So I love that you said that.

Stephanie Goss:
Yeah. Okay, so if we take this step back and we look at the job description and we do some of the work there and then we move to your, I loved your point about delegation, that was also on my list, and I think this is going to be like the camp tough love moment for everybody in the episode because I think if you are a manager listening to this podcast, I think you really need to hear me. Are you ready? Okay. Delegation is required as a leader. Practice it. And I say that with all the love because I sucked at this for a really long time. I still suck at it. Our team will tell you. I can think of people on our team right now who would probably say, “Stephanie sucks at this,” and it is going to always be a part of your job as a leader to delegate.
And not only is it going to be a part of your job, but it is a thing that you want to get really, really good at. Because let me tell you, when you practice this skill and you get good at it, holy hell does your life gets so much easier in so many ways it gets harder first. That's the rule of the snowball, right? You roll a snowball downhill to somebody, it doesn't stay the same size. It gets bigger and bigger and bigger, and it's kind of an avalanche when it hits you. So we need to do the things to prep for it so that it doesn't become the snowball that eats you and rolls you down the mountain with it, but it will eventually get better and we have to plan for it. And that requires practice. That requires time and energy to make a plan and actually execute that plan.
And so many of us, myself certainly included in veterinary medicine, are just rushing around to try and put out all the fires and make ends meet, that we don't stop and take the time to figure out what that plan is going to be. And then how do I, not only do I execute it in this moment, but how do I freaking practice it so that I keep executing and keep executing and actually improve my delegation skills over time? Because that's the only way that they're going to get better is to keep actually doing it. This is not a, oh, look, hi, I delegated, I can wear the delegation crown forever. That's not how this works.

Maria Pirita:
And also beyond the whole delegation making your job so much easier, what a great way to prepare for the future too. Because I think we forget that when we delegate, we're also training our team on other things that they can or should be doing. So when the timing comes that maybe you are growing, your hospital is growing and now you can have a lead in that role, or maybe your husband is moving across the country with his job and you also have to move and find a new job. And because you delegated before, you have somebody that's trained a little bit on some of the tasks that you needed. Not that happened to me around this time last year or anything like that, but it's setting yourself up too for the future in a great way because I'm a big believer of working your way out of your own position all the time. You delegate and you develop and they help you with your position. And before you know it, you're in a new role, even bigger than before.

Stephanie Goss:
Well, and I think that there's this fear mentality that I certainly faced a lot in practice of I don't want to give up too much because I don't want somebody else to be able to take my job, but the reality is we should want that, for exactly what you just said, which is not that I want somebody to take my job from me, but I should want to be able to grow and develop and move into a new job, whether it's with my existing practice or not. The point of development is growth, and I think so many of us are afraid of that growth that we hold on really tight and we find ourselves, and this was me at multiple points in my career, I found myself huddled in the fetal position in my office, clinging to all of the things that I wouldn't let anybody else help me with.
And I was falling apart. I was burned out, I was exhausted. I was working 80 hours a week, but I made that, that was a situation of my own making and it took a lot of time, it took a lot of work on myself on self-awareness skills, on emotional intelligence and a lot of therapy to be able to recognize that. But that's the hard truth is that we are doing that to ourselves and we are the ones who are in control of changing that as leaders and as people and humans. So I love your point about backfilling because so many of us look at that in a we are jealous, competitive kind of headspace versus a joy in developing someone else, in helping them grow and helping them develop. And I would love to see us make that shift in veterinary medicine where we look at it in a much healthier headspace when it comes to development. So if we're practicing delegation, then what else? From an action step perspective, you've got to delegate, you've got to get things off of your plate. What else can we do?

Maria Pirita:
I would also begin to start asking myself, where is it that I'm spending most of my time on the floor or what's taking up most of my time when it comes to making sure people are getting their job done? Is it one specific thing? Is it one specific department? What are we looking at here? Like you said, is it long-term, short-term? Do we need a system? Do we need an expectation? Do we need a protocol? None of those other questions are going to be able to be answered unless we find out what is taking the most time.

Stephanie Goss:
Yeah, I love that. That is a root cause analysis, right? Is like if this question is being asked for some reason, what's the cause? What is the underlying, this is a symptom. Me feeling stretched. Me having to manage or micromanage the team to make sure their work is getting done is a symptom of the underlying problem. There's systems missing, there's expectations missing, there's processes missing, there's people missing all of the above. Where is it breaking down? So then you can start to break that apart and create your plan. And that's where the plan's going to be different for everybody because in some hospitals it can be a training issue. It could be the fact that you had, for me, it was very much that space of when I was going through this most recently at my last practice, we literally at one point had 10 new people at one time. And so it was a holy hell, was it a hot mess? And it made sense that I was on the floor just trying to keep my fingers in the spouting neck wound because 10 people at once is a lot, right?

Maria Pirita:
Yeah.

Stephanie Goss:
But for somebody else, it might be because they have a training problem or they are missing a person in a key position or whatever. And so I think this is where everybody's going to have to do some individual assessment, and there's not going to be any magic bullet plan in a box summary that Maria and Stephanie give you guys that's going to solve this problem. It's going to be individual to why is the question being asked? And I think if you can do the headspace work and the action step work to recognize why it's happening and what you can control in your position, then I think you'll be in a much healthier place to have space and capacity to look really truly at the problem and root cause analysis and figure out why it's happening. And then actually action plan. What am I going to do? How am I going to do it? And then implement that plan.

Maria Pirita:
You think on that strategy? Yeah, a hundred percent. And this is too where I would look into, I think actually this reminds me of a time that you and I met before hand and had reached out to one of my groups and I was like, “Oh my God, I need to hone in my training program a little bit. I need to just tighten it up because I'm realizing that it's just not realistic for it to take this long.” And so you had met me, which is obviously I was fan-girling like crazy. I was like, “Oh my God, I'm going to meet Stephanie Goss virtually for the first time ever and it's going to be great.”

Stephanie Goss:
Stop it.

Maria Pirita:
And you really opened up my eyes to something that I couldn't see because I was in the moment living the training world, and you had opened my eyes to this idea of, okay, we have your protocol and you have your training manual. Have you thought about having this training in multiple facets of the training protocol and then having the attached video and then posting it for everyone to see? And so it kind of revolutionized my training into this one step. And so it was a part of the ecosystem is what I'm getting at. It was a part of the ecosystem that I had in place, but it could have been tightened up a little bit better.
And so this is where really thinking about, like you just said, the root cause analysis of what is the real problem. And even if you have something and you're like, okay, I have all the pieces of my ecosystem, what can I strengthen in that ecosystem then? Which piece? Is it the training manual? Is it the actual training period? Is it the result metrics of what we're looking at? Is it something as simple as celebrating the wins and positive feedback and coaching and things of that nature? Because without having that root cause, it's going to be hard for you to diagnose and figure it out. But sometimes you have it in place and you just need to strengthen it. The other piece. That's what I'm getting at.

Stephanie Goss:
I love that. Okay, so they're going to do all of this work and then the first action step is they're going to go sign up for Culture Conference on October 11th because they're going to want to-

Maria Pirita:
Oh yeah.

Stephanie Goss:
…take your workshop and learn the rest of your thoughts on how to build out an ecosystem. When it comes to accountability, which I love as a topic, I mean you know this, it is one of my biggest pet peeves when we just reach for that disciplinary stick and use it like it's the only tool in our toolbox. So step number one, go to unchartedvet.com/events and sign up if you have not. Shameless, shameless plug right there.

Maria Pirita:
Yes.

Stephanie Goss:
And then I think for me, the last thing, action stepwise, is to give yourself grace. And don't forget, and I say this because this is a mantra for me. I literally have a post-it that hangs on my wall to remind myself that I do not want to over-promise and under-deliver. And it happens. We will all go through phases where we are trying to meet the bar. We don't even want to exceed the bar, we just want to meet the bar and we fail. But so much of the painful lessons, so many of the painful lessons that I learned as a manager was when I over-promised and under-delivered because we always overestimate what we can accomplish in a day and underestimate what we can accomplish in five days or a year or 10 years.
And so I think, because our people pleasing nature, we're just all in this rush to make everybody happy and do the things and say the things. And it doesn't help because people still get disappointed and they still get frustrated and there's deadlines that get missed. And when we have that under-delivering, there is an impact to that. And when it happens once in a while, we're just dipping into the trust bank with our team. No big deal. Nobody thinks about it, but when it happens over and over again, then we're taking bigger and bigger withdrawals out of that trust bank. And before we know it, we can find ourselves in a place where now it's not about missing a deadline.
Now it's about the team feeling like they don't trust what you're saying because it's repeated. And I think that that is, like I say, it is painful lesson and it's a lesson I'm still learning. I literally just had a conversation this morning with somebody on our team about this. And so I think recognizing it is a work in progress. We are all going to be works in progress as managers. Our job in learning and developing ourselves as leaders is never done. And give yourself some grace. Don't beat yourself up because we've done it. I've done it. Maria's done it countless times.

Maria Pirita:
Absolutely.

Stephanie Goss:
You're not alone.

Maria Pirita:
100% I've done it before.

Stephanie Goss:
Yes, It's also why-

Maria Pirita:
I'm also really good at giving myself pats on the back so if you need help with that -give me a call.

Stephanie Goss:
Yes

Maria Pirita:
I'll tell you exactly how you can celebrate.

Stephanie Goss:
Maria is an excellent hype person, so that is a true story. Okay. This was so much fun. Thank you for talking through this with me.

Maria Pirita:
Thank you for having me.

Stephanie Goss:
It was so fun to have you. I hope this was a fun departure for everybody from listening to Andy and I.

Maria Pirita:
And even if it wasn't, make sure you tell Andy it was.

Stephanie Goss:
Truth.

Maria Pirita:
He'll love hearing it.

Stephanie Goss:
Maria Pirita loves compliments and she loves to know that she did a good job. And I will give you your first that this was great. It was so much fun. And also if you listen to this and you were like, I love this, thank you. Make sure to tell us on social, on the blog, because Maria will never say no to hearing from you all that this was helpful.

Maria Pirita:
Yeah, I love it. And even if it wasn't helpful, tell me because I'd be like, “Hey, now I'm going to talk about something else then that is helpful.”

Stephanie Goss:
I love it.

Maria Pirita:
Either way, it's good.

Stephanie Goss:
But definitely make sure to tell Andy that we are both the best and he-

Maria Pirita:
Definitely tell Andy that.

Stephanie Goss:
He should be very happy that we are on his team.

Maria Pirita:
Yes!

Stephanie Goss:
I love it. Take care everybody. Have a fantastic rest of your week.
Well, gang, that's a wrap on another episode of the podcast. And as always, this was so fun to dive into the mailbag and answer this question, and I would really love to see more things like this come through the mailbag. If there is something that you would love to have us talk about on the podcast or a question that you are hoping that we might be able to help with, feel free to reach out and send us a message. You can always find the mailbag at the website. The address is unchartedvet.com/mailbag, or you can email us at 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: communication, culture, fatigue, management, Training

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