So, you’ve identified the need for a new practice, taken the opportunity, financed the business and equipped your premises, sorted suppliers, services, PMS, marketing and recruitment, and your brand-new practice is finally operational! Now it’s down to you to run the business.
Owning and running a vet practice is hard work, and the responsibility can feel intimidating. However, the New Practice Academy, launched as a session at London Vet Show 2023 and supported by the NVS Group, is a resource that can support individuals in their journey to open a new practice, and inspired this series of articles.
The first article in this series examined the changing veterinary landscape and the need to support new practices, while the second summarised the key considerations for new practices. This third article, based on the live panel discussion at LVS 2023, looks at the subjects of leadership and management and what is useful to know in the early days of your new practice’s operation.
Leadership versus management
As a practice owner, you are in a position of leadership. Leadership is not automatically bestowed by authority or an organisational role; a person in a non-leadership role can exhibit leadership behaviours and become an unofficial leader in their team. In short, a leader is not the same as a manager.
Leadership is not about doing everything yourself, and it’s important to recognise that different people have different strengths
Management incorporates the operational tasks of running a business, from payroll to building maintenance and from organising rotas to purchasing supplies. Management often deals with specific administrative or operational issues and decisions.
Leadership can be defined as motivating a group of people to act towards achieving a common goal. Leaders create a vision of how their business will grow and inspire their team to follow that vision.
David Charvill (Figure 1), director of laboratory services at NationWide Laboratories, advises splitting leadership from management. “Leadership is all about inspiring others to align with your vision statement. Management is making sure that everyone is following that vision with actions that meet the company’s objectives. Leadership and management activities don’t have to happen at the same time. When you’re trying to inspire your team, it’s not the best time to be correcting the way someone is doing a task.”
Leadership is not about doing everything yourself, and it’s important to recognise that different people have different strengths. “Some of your team may be stronger than you at some leadership or management tasks – and it’s OK to use their skills in these areas too,” says David.
Ensuring that the profitability of your business is central to your team’s shared vision is important. Tony Houghton (Figure 2) , managing director of VET IT, says, “The aim of providing exceptional care for animals is undermined if there are constant concerns over finances or ineffective practice systems. This is an example of where management and leadership overlap – the vision needs to be supported by efficient and effective management practices.”
Team vision
Your style of leadership sets the tone for human relations in your practice. It is important to be clear on what your vision is for your new practice and ensure that your whole team is on board with it, including support staff, receptionists, nurses, vets and managers. When the vision and message are consistent for the team – and the clients – and everyone shares the same expectations, the team can perform cohesively and successfully.
Martin Riley (Figure 3), managing director of the NVS Group, suggests, “Setting a vision is absolutely crucial for a business, and then setting the objectives that match up to that vision is the management part of it. This should be transcribed across the whole of the workforce and the whole of the company. And leadership by example is absolutely key.”
Commenting on his biggest learning point when becoming a practice owner, Dr Michael Lazaris, co-director at Vets on the Common, agrees. “You never really know how you’re going to be at managing until you have to do it, but set an example for your staff. We were cleaning windows and sweeping outside – everything just to get things going as a practice, and it showed that we are a team. It helps on the management side of things to build trust between you and your team.”
‘You may not have all the answers, and there’s nothing wrong with saying ‘Let me think about that’ rather than making a rash decision quickly’
Brian Faulkner, veterinary clinician and consultant at Colourful CPD, who chaired the panel discussion, defines leadership as “Navigating others through uncertainty”. “It’s a psychological thing, and that’s why it’s so crucial. There will be a lot of uncertainty in your new business and your team will be looking towards you for answers. You may not have all the answers, and there’s nothing wrong with saying ‘Let me think about that’ rather than making a rash decision quickly.”
Consistent learning
Curiosity is a quality that Brian uses in his team management conversations. “If someone does something that’s unexpected, the phrase I use is ‘What do I not know?’” he says. “Sometimes, you might be amazed at what they say to you. Get good at having informal conversations and deal with things proportionately and early.”
A key point shared by Richard White, CEO of Pickles, is that of leadership being a constant learning experience. “Consistency is important. There are no shortcuts; you have to put in the time and effort, but it’s worth it.”
As director of laboratory services at NationWide Laboratories, David Charvill also comments on how consistent learning is vital. “Always ask, ‘How can we do this better?’ Staying curious, responding to feedback and acting straight away for resolution helps to actively engage – both with your team and your clients. We proactively use customer feedback to drive our decision-making processes to make sure our teams can provide the best support to our clients.”
The NVS Group recognises the challenges of launching a new practice, and has provided a resource specially designed to guide the process. The Modern Vet’s Guide to Opening a New Practice is a comprehensive e-book offering an unparalleled insight into the planning behind a new practice, covering all the topics discussed here and more. The free guide can be accessed at the NVS website.
Case study: Nightingale Vets
Dr Emily Nightingale (Figure 4) opened Nightingale Vets, an independent companion animal practice in Ashbocking, Suffolk, in November 2023. She shares her thoughts on the early days of her new practice.
Is there anything you wish you had known before you opened your business?
I wish I had known just how wonderful it was to be a practice owner.
Since the age of 14, I have dreamt of providing an environment that cares both for pets and for their people. Opening Nightingale Vets is the best professional decision I have ever made, and I am so thrilled to be able to be doing this.
Creating a beautiful team of like-minded individuals who are devoted to caring, building our protocols and designing our approach has been so rewarding, enlightening and fun. It’s been a huge learning curve, yet I’ve enjoyed every step.
It’s been interesting to source equipment and learn more about the technical aspects of the machinery we have invested in. Seeing our ideas come to life, the care we give being appreciated and the team flourish is hugely rewarding for me and the stuff my dreams have been made of.
The first three months of Nightingale Vets have been everything I had hoped it would be, and more than I ever dreamed it could be, all at once.
How have your suppliers supported your new practice in getting up and running?
NVS integrates seamlessly with our PMS provider, which makes ordering and keeping an eye on stock levels easy. Additionally, we were well supported by our business manager at NVS, who has been very helpful and made sure all our questions were answered. As a tiny, one-vet independent practice, having people you trust around you is paramount, so building a caring network of allied professionals is a hugely supportive and needed resource and one I am very grateful for.
What has been the biggest learning point for you in the area of leadership and management when becoming a practice owner?
The biggest learning point for me has been to accept progress over perfection. We are still not perfect; there are practical challenges every day and lots of little snagging bits that need attention, as well as new clinical things that I’m keeping abreast of.
My biggest tip for single vet start-ups would be to make sure you are well resourced with a robust professional network that you can learn to feel comfortable leaning on
It’s also been hard for me to accept that as a new practice owner, I don’t have all the answers, and as a solo vet, I have to be able to quickly prioritise which issues need my attention now, and what can wait. My biggest tip for single vet start-ups would be to make sure you are well resourced with a robust professional network that you can learn to feel comfortable leaning on.
