QUARTERLY BEAT / JULY 2025
DON’T IGNORE TOXIC BEHAVIORS Toxic behaviors often exclude people from feeling like part of the team. In veterinary practices it is common for schisms to form based on different employment roles, such as front desk team and patient care teams: credentialed veterinary technicians/veterinary assistants. Rather than working together to uphold shared values, they form sub-teams based on ‘front of hospital’ and ‘back of hospital’. Too often, each sub-team forgets that they are on the same team, working toward the same purpose. Hostile behaviors such as gossip, dismissive language (both verbal and non-verbal), and an unwillingness to help each other characterize toxic behavior. In these situations, it is critical that practice leadership steps in quickly to extinguish this behavior. Effective tools include clearly defining behavioral expectations and training teams in collaboration skills such as empathy, communication, self-awareness, and attentive listening skills. CLEARLY DEFINE ROLE EXPECTATIONS Leaders unknowingly contribute to workplace toxicity by failing to delineate roles within the practice. A glaring example of this is the lack of differentiation between credentialed veterinary technicians and veterinary assistants. The 2022 NAVTA Demographic Study 5 found that two main barriers to full veterinary technician utilization included “lack of title protection within the practice” and “lack of a clearly defined scope of practice for credentialed veterinary technicians with a practice”. There are four ways this should be addressed in practices: • The title “veterinary technician” should be reserved for team members who are graduates of a program accredited by the AVMA. Other animal care team members should be titled “veterinary assistants.” • Define what tasks are to be performed only by veterinary technicians versus what can be delegated to veterinary assistants. State practice acts are a useful resource to help differentiate the activities performed by the distinct roles. • Tailor work within each role to what motivates each employee. Rather than expecting your employees to perform all tasks listed in the job description, match expectations with the strengths and interests of each team member. • Create pathways to growth within each position in the hospital. In most veterinary practices, there is no opportunity for advancement within a position. This stagnation is a driver for workforce attrition. Design levels within each position, with specific goals to be met before team members can advance to the next tier. Clearly outline increases in pay and benefits associated with each of these new stages. Outcomes of this process include increased employee engagement, development, and autonomy; the individual can decide if they want to advance or are satisfied with their current role. Cohesiveness is the act or state of sticking together tightly, in unity and togetherness. It is the outcome of creating a healthy workplace culture, where trust is cultivated, and employees are fully engaged in work that is meaningful to them. Clients recognize this positivity and feel validated about their choice of pet health care providers, which leads to more stable, successful businesses. When hospital leaders commit to keeping practices on track by creating and maintaining cohesive, healthy workplace cultures it is a win-win for everyone.
REFERENCES 1. Merriam-Webster. Culture. Merriam-Webster, https://www.merriam-webster.com/dictionary/ culture. Accessed 14 Dec. 2023. 2. Sull D, Sull C, Cipolli W, Brighenti C. “Why Every Leader Needs to Worry About Toxic Culture.” MIT Sloan Management Review, 16 Mar. 2022. 3. Sull D, Sull C. “How to Fix a Toxic Culture.” MIT Sloan Management Review, 18 Sept. 2022. 4. McAllister CP, Mackey JD, Ellen III BP, Alexander KC. “Bad Apples or Bad Leaders?” MIT Sloan Management Review, 3 Jan. 2023. 5. NAVTA. “NAVTA 2022 Demographic Survey
Results: Pay & Education Have Increased; Burnout & Debt Are Still Issues.” NAVTA. 13 Feb 2023 NAVTA, https://navta.net.
ABOUT THE AUTHOR
Wendy Hauser, DVM is the founder of Peak Veterinary Consulting and has practiced for 35+ years as an associate, practice owner and relief veterinarian. She has worked in the animal health industry as a pet health insurance executive and as a technical services veterinarian. She is a member of the AVMA Veterinary Economics Strategy Committee. Dr. Hauser, passionate about education and innovation, consults with both industry partners (established and start-up) and individual veterinary hospitals. She is a regular presenter at veterinary conferences, facilitating workshops on hospital culture, communication, leadership, client relations and operations. Frequently published, she is the co-author of “The Veterinarian’s Guide to Healthy Pet Plans.” Learn more about Peak Veterinary Consulting at https://peakveterinaryconsulting.com/
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