Building Trust and Gaining Respect as a Practice Manager in a Veterinary Hospital Without a Medical Director

Working as a Practice Manager in a veterinary hospital can be both challenging and rewarding. But when you find yourself without a Medical Director and facing resistance from associate veterinarians, it can feel like you’re swimming against the tide. These dynamics often stem from a lack of trust, unclear boundaries between roles, or a perception that operational decisions may conflict with medical priorities. Here’s a roadmap to gain trust and foster collaboration with your associate veterinarians while implementing operational changes that benefit the hospital.

  • Understand Their Perspective 
    Before introducing any changes, take time to understand the veterinarians’ concerns. Schedule one-on-one meetings with each associate to learn about:

    • Their professional challenges.
    • Their perspective on hospital operations.
    • Any underlying fears or misconceptions about the impact of changes on patient care.
    • Actively listen and validate their concerns. Showing genuine interest in their input can begin to build rapport.
  • Communicate Your Role and Intentions Clearly 
    A common source of tension is a lack of clarity about the Practice Manager’s role. Be transparent about your responsibilities and emphasize that your goal is to support the medical team by ensuring the hospital runs smoothly. Share how operational improvements can:

    • Enhance their workflow.
    • Reduce administrative burdens.
    • Improve the overall client and patient experience.

      • For example, explain how streamlining inventory management or improving scheduling processes allows them to focus more on practicing medicine.

  • Focus on Collaboration, Not Authority
    Without a Medical Director, it’s crucial to foster a collaborative environment. Present changes as proposals rather than mandates, and involve veterinarians in the decision-making process where appropriate. For instance:

    • Form a small working group to evaluate new operational policies.
    • Seek their input on non-medical aspects that intersect with clinical work, such as appointment scheduling or client communication protocols.
    • This approach not only garners buy-in but also demonstrates respect for their expertise.
  • Build Trust Through Transparency.
    Trust grows when actions align with words. Share the “why” behind your decisions:

    • Provide data to support changes. For instance, if adjusting appointment slots, show how the current system impacts wait times or client satisfaction.
    • Share small wins from past operational changes, even if they were outside this hospital, to build credibility.
    • Be open to feedback and willing to pivot if evidence suggests an alternative approach might work better.
  • Respect the Boundaries Between Medicine and Management
    It’s critical to reassure veterinarians that you are not encroaching on their medical expertise. Make it clear that:

    • You’ll defer medical decisions to them.
    • Your focus is on the “business of veterinary medicine,” ensuring the hospital is financially sustainable and operationally efficient.
    • If necessary, seek external support for medical decisions (e.g., a consultant Medical Director or a trusted external veterinary advisor) to address areas where you lack expertise.
  • Highlight the Benefits of Change
    When proposing a new operational policy or procedure, emphasize how it benefits the veterinarians directly. For example:

    • A new appointment system could reduce double-booking stress.
    • Improved client communication protocols might lead to fewer misunderstandings during check-ins.
    • Streamlined inventory practices could prevent stockouts of essential medications.
    • Connect operational changes to their pain points to demonstrate alignment with their priorities.
  • Lead by Example
    Model the behaviors you want to see in the team. Be reliable, consistent, and approachable. Celebrate the team’s successes and acknowledge their contributions, especially when changes yield positive results.
  • Seek External Guidance When Needed
    If the lack of a Medical Director creates ongoing tension, consider bringing in temporary external leadership or consultants to mediate discussions and provide credibility to proposed changes. A respected third party can validate the need for operational improvements and reassure the team.
  • Measure Progress and Adjust
    Set measurable goals for each change and share progress updates. If an initiative isn’t working as intended, involve the veterinarians in refining it. This shows adaptability and reinforces that their voices matter.
  • Celebrate Wins Together
    Once operational changes start to yield benefits, celebrate them as a team. Recognizing collective success fosters unity and helps to shift perceptions about your leadership and role in the hospital.

Final Thoughts
Gaining respect and trust as a Practice Manager, especially in a hospital without a Medical Director, requires patience, persistence, and a commitment to collaboration. By listening to concerns, respecting boundaries, and emphasizing mutual benefits, you can turn resistance into partnership. Remember, the goal is not just to implement changes but to build a culture of trust and respect where operational and medical priorities work hand-in-hand for the benefit of the hospital, its clients, and its patients.