You don’t want to hand responsibility and trust over to someone else, I know.
But I also know from all the vets that I’ve worked with that you’re struggling to balance numbers and vet care.
Numbers aren’t your specialty—your specialty is vet care.
Read MoreYou’re busy putting out the little fires. Fixing a double-booked appointment here, covering for a call-out there.
When you’re stuck in that, it’s hard to see the big picture. And so, you “handle it” until you can’t anymore.
Read MoreA tight brow. A clipped tone.
You mean no harm. You might not even notice when you do it.
Yet the team picks up something different in that split second before you speak.
How you show up matters.
Read MoreI spoke recently with a practice owner who thought, “If I show up and work hard, my people will show up and work hard.” But it didn’t play out that way. Her team wasn’t unmotivated—they were unclear.
Read MoreFor a moment, you want to pull rank and stick to your own plan. But your tech isn't opening a conflict; they’re offering an idea that's genuinely good for the practice. It’s a powerful moment for a practice owner to realize this: challenge isn’t conflict—it’s growth.
Read MoreYou’re dragging yourself out of the practice doors after a 12-hour day. It was a packed schedule of yearly exams, wellness visits, and a couple of spays. You’re praying for a cancellation tomorrow so you can complete the inventory and review the bookkeeping.
Read MoreAnother vet invested in you, and you became an invaluable asset to the practice. With the right support system, the doctor standing in your lobby today could be your most loyal, skilled colleague tomorrow.
Read MoreYou know veterinary medicine, but no one prepared you for this part of running your own practice…
Read Moreif you’re a practice owner, and you’ve ever: Delayed your goals to keep the peace, Put your own development behind every patient, staff member, or family obligation, Thought, “I’m not smart enough” or “I’ll do it later”… Don’t put yourself last.
Read MoreYou became a vet to care for animals, not to chase margins. Your fees don’t have to be gouging. They do have to reflect the true cost of care. If they don’t, your practice will pay the price.
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