Feature Article - February 2007
   

LEADERSHIP AND YOUR TEAM

by Mary Ann Vande Linde, DVM
VMC, Inc. Evergreen, CO 80439


"The first responsibility of a leader is to define reality."
Max DePree

A team is two or more individuals who interact dynamically, interdependently and adaptively to achieve specified, shared and valued objectives.

As a leader, what must you do to foster the healthy development of your Healthcare team?

First some basic needs must be taken care of. The more fully each need is addressed, the more effective, efficient and innovative your healthy team will be.

Using Maslow's hierarchy of needs, the most basic needs which must be solidly in place before the higher levels of actualization can be reached are:
Physiological The clinic is safe, properly equipped, warm or cool enough.
Safety & Security Job descriptions, policy manuals, exam room protocols, communication charts are in place so each team member knows what is expected of them and is given regular feedback.
Social & Love They are part of a group with shared goals. There is regular communication and a process to resolve disagreements.

A critical component of a team is having a feeling of connectedness. As a leader, you can foster an environment that will help strengthen team bonds. Important steps to this goal are:
  1. Deliver a Consistent Message
  2. Leverage the Collective Strengths of the Healthcare Team
  3. Learn to Follow Through Completely
  4. Improve Continuously
Your workplace is not static, so as a leader, what can you do to support your team to say 'yes' to change? One of the most powerful tools for implementing change is the team members themselves. You have a tremendous resource! The challenge is how can you tap into that asset and engage your team members in creating change together?

Basically, there are four 'C's of creating change with teamwork:

C = Communication
Clean and consistent communication is a key element for your healthy organization. When considering some change, the perceived problem and need for change must be communicated in an open manner.

C = Commitment
Take the time to gain the team's commitment to the goal. The probability of success is much higher when your team is on board.

C = Cooperation
Ask for cooperation. Listen to objections.

C = Contribution
Ask your team to be part of the change. Listen to and value their input. An excellent tool for gathering team input is to have a brainstorming session. The basic guidelines for the Team Brainstorm are:
  • Limit session to 10 minutes
  • Record all ideas on chart or post-it notes. Do not edit ideas as impractical, too expensive, etc. There is no discussion of ideas as this point.
  • Round Robin format with a designated recorder/facilitator.
  • After ideas are exhausted, or 10 minutes is up, dot the top 3.
  • Combine these top 3 into a team goal. Do not skip the step to gain commitment/agreement.

As action plans are identified, keep your team informed. Involve the Team in the YES Test:
      Is the action planned to resolve this problem…?
          ...Good for the customer?
          ...Good for our hospital?
          ...Good for the team?
          ...In line with our team values?

Your team is a valuable resource. To assure that they can give their best, you must make sure that basic needs are taken care of. The leadership you demonstrate to address creating a safe, secure, communicative environment is critical to the long term success of your team.

THE GOOSE STORY

When you see geese heading south for the winter... flying along in "V" formation... you might consider what science has discovered as to why they fly that way.

As each bird flaps its wings, it creates an uplift for the bird immediately following.

By flying in V formation, the whole flock adds at least 71% greater flying range than if each bird flew on its own.
 
ALL: People who share a common direction and sense of community can get where they are going more quickly and easily because they are traveling on the thrust of one another.
  
When a goose falls out of formation, it suddenly feels the drag and resistance of trying to go it alone and quickly gets back into formation to take advantage of the lifting power of the bird in front.
 
ALL: If we have as much sense as a goose, we will stay in formation with those who are headed the same way we are.
  
When the head goose gets tired, it rotates back in the wing and another goose flies point.
 
ALL: It is sensible to take turns doing demanding jobs... with people or with geese flying south.
  
Geese honk from behind to encourage those up front to keep up their speed.
 
ALL: What do we say when we honk from behind?
  
Finally, and this is important, when a goose gets sick or is wounded by gunshots and falls out of formation, two other geese fall out with that goose and follow it down to lend help and protection. They stay with the fallen goose until it is able to fly or until it dies, and only then do they launch out on their own or with another formation to catch up with their group.
 
ALL: If we have the sense of a goose, we will stand by each other like that.

Effective Delegating - Leveraging Your Staff for Proficiency and Profitability

Effectively delegating the non-professional tasks is the only means that will enable the profession to raise our individual production levels to where they need to be enabling us to receive the compensation we deserve.

Receptionist and Front Office
In the reception and front office area, these tasks are best delegated to the receptionists, assistants and the hospital manager.
  • Staff training (manager and receptionist)
  • Developing into a hospital manager
  • Organizing and conducting staff meetings
  • New employee interviews (manager)
  • Assessing client needs
  • Nutritional counseling
  • Product sales
  • Staff evaluations (manager)

Exam Room Assistant
As an exam room assistant, the technician or assistant can perform the following tasks while the veterinarian is seeing other patients.
  • Discuss vaccination schedules
  • Advise on puppy and kitten training
  • Collect lab samples - fecal, blood and urine
  • Thyroid post pill tests
  • Develop and present accurate estimates
  • Present and review the bill upon patient release
  • Suture removals
  • Recall sick and post-surgery patient pill tests
  • Discuss behavior problems
  • Take history, temperature and weight
  • Examine patients for fleas and dispense product
  • Dismiss patients after routine procedures
  • Keep exam room orderly
  • Ear cleaning, anal gland expression, nail trims

Surgery
In the surgical suite, the assistant and technician can increase the DVM's productivity and efficiency. Their responsibilities can include:
  • Admit patients and review procedure with clients
  • Induce anesthesia and intubate (tech)
  • Monitor during and after surgery
  • Prepare charges and dismiss patients
  • Administer pre-anesthetic medication (tech)
  • Have patient prepped for surgery (tech)
  • Technicians supervise assistants and their care of patients

Hospitalization
While patients are hospitalized, the technician and assistants responsibilities include:
  • Monitor and evaluate patients
  • Catheter placement and monitor fluids
  • Perform diagnostics - EKG, radiology
  • Injections, sample collection
  • Write up and input charges
  • Keep clients up to date on charges


© 2007 Veterinary Management Consultation