1. http://veterinarybusiness.org John Sheridan BVetMed CVPM DMS MRCVS How to become a Veterinary Practice Superhero

2. http://veterinarybusiness.org I’m not talking about these heroic characters with "superhuman" abilities or powers

3. http://veterinarybusiness.org I’m talking about ordinary people doing extraordinary things to help other people So I see a veterinary practice superhero as someone who: has found the perfect practice in which to practise his or her profession with animal owners clamouring to seek their advice the enthusiastic support of their boss and other practice colleagues an income worth up to double what they might otherwise have expected all without compromising their professional standards and values

4. http://veterinarybusiness.org Could you be that Superhero? – of course you could How? - by learning these six ‘secrets’

5. http://veterinarybusiness.org Secret 1 - Superhero vets work in successful practices

6. http://veterinarybusiness.org So when you’re looking for your first job – or that next position in practice - the practice leader – who may or may not be a vet – who may or may not be the owner – will be critical to your success So potential practice superheroes should look for a career in a practice which is successful and profitable because a great leader is at the helm How will you know? By learning about the business of delivering professional services in a demanding and competitive marketplace By making it your business to find out

7. http://veterinarybusiness.org Secret 2 - The job will only be the right one for you if it’s also right for your boss, your clients and your fellow employees

8. http://veterinarybusiness.org The problem is that each of them and you – are all likely to define and measure success differently So spend some time working out how each of the practice stakeholders measure practice success – that includes pet owners, the owners of animals kept for commercial purposes, your fellow employees and your boss Concentrate on making it right for all of them and you’ll be well on the way to achieving your own personal and professional objectives Because they, like you - all want to be associated with a practice which is successful

9. http://veterinarybusiness.org Secret 3 - Understand the business as well as the science and the art of veterinary practice

10. http://veterinarybusiness.org Here’s a question - What do veterinary practices do? Well that’s easy– they are businesses which provide professional veterinary services and products for animal owners OK – but what are they for? Is it all about animal welfare? Is it to provide an environment in which clinicians can practise their profession? Is it to offer the very best veterinary services for animal owners? Is it to build a data-base of loyal clients? Is it to create a happy working environment for all the staff? Or is it to generate a profit for the owner?

11. http://veterinarybusiness.org The short answer is that any veterinary practice has to do all of those things : But in particular, it must generate an income which exceeds all its costs if it’s to pay its way, re-invest, continue to offer the highest standards of professional care for its clients and their animals … and to be able pay you what you’re worth

12. http://veterinarybusiness.org So what are the factors which will influence your value to the practice and therefore your salary? Perhaps the next big lesson is that there will be a link between your ability to win new clients, retain existing clients and generate income for the practice – and the value of the salary and other benefits you can expect to receive in return

13. http://veterinarybusiness.org Your value to the practice where you are employed can, to a large extent, be defined by looking at the numbers, particularly those Key Performance Indicators which are influenced by your personal contribution to the practice and Your success as a clinician (however you may measure success) will depend on your understanding of the art and business of practice as much, if not more, than on your clinical expertise You may have no interest in business or practice management – you may never wish to invest in practice ownership but:

14. http://veterinarybusiness.org Secret 4 - working with clients, and other animal owners - who could become your future clients

15. http://veterinarybusiness.org They are all looking for good professional service, high standards of client and patient care, knowledgeable people and value for money But all that is expected – it’s the baseline – it’s the norm - and will do absolutely nothing to make you or the practice where you work, stand out from the crowd

16. http://veterinarybusiness.org What would make a difference is simple – it’s recognising, understanding and putting into practice these three extra responsibilities: Lets assume I’m your client: First - whenever I contact or visit your practice, make me feel specially welcome. Second - whenever I talk to you or with you, make it clear that at that time, your sole interest is me, my animal and my concerns and Third – remember that when you’re talking to me or handling my pet, my livestock or other animals, your role is exclusively, to help solve my problems related to the health and welfare of my animals

17. http://veterinarybusiness.org Do all that and you’re going to have people who are delighted with what you do for them. So much so, that they will keep on coming back and, more importantly, they’ll recommend your name and your practice to their friends, colleagues and acquaintances. None of these three responsibilities have anything to do with your clinical, professional or business expertise. They simply boil down to making the people who seek your advice, feel special - very special

18. http://veterinarybusiness.org Secret 5 - building a strong working relationship with your colleagues in the practice team – and specially with the boss, the person who pays your salary

19. http://veterinarybusiness.org Your success will depend very much on the success of all the other members of the team in which you operate. So get to know something about all of the people you’ll be working with – not only as individuals – but the jobs they do and the contribution they make to the success of practice. You are essential for their success – and they are essential for yours

20. http://veterinarybusiness.org Don’t forget your Boss. Here are some of the things he/she would like you to know The boss gets paid last If you want to get paid more do more Think like a client/customer Leave your home problems at home Accept responsibility – if its your fault – its your fault Go the extra mile Bring solutions, not problems Although you don’t pay the bills act like you do Put the time in – arrive a little early, leave a little late and don’t watch the clock. Don’t take advantage and don’t do as little as possible as often as possible. Sooner or later your loss will be the greater

21. http://veterinarybusiness.org Secret 6. Plan ahead to achieve your career objectives

22. http://veterinarybusiness.org So let’s look to your future Let’s assume – and I hope it’s true that you plan to stay in clinical practice but that you’ll be looking for more responsibility, more recognition and a much bigger income Then by now you’ll know that the only way you can hit all those targets as an employee – is to increase your value to your boss and the practice where you’re employed

23. http://veterinarybusiness.org In a nutshell – here’s how Become a power problem solver Learn to be a leader Help others to succeed Move the business forward Commit to continuous learning – clinical and beyond Always be accountable, reliable and trustworthy Avoid appearing tentative and uncertain (even if you feel very unsure). Have confidence in yourself but avoid appearing over-confident or arrogant. Take charge of your own career

24. http://veterinarybusiness.org Do all that and I guarantee your future as a Veterinary Practice Superhero

25. http://veterinarybusiness.org John Sheridan BVetMed CVPM DMS MRCVS Thank you