How To Suggest Ideas To Leadership As An Employee

Welcome to another episode of Questions With Crocker! This episode Dr. Crocker and Shane discuss their new x-ray machine, being comfortable with change, the importance of team culture, understanding personalities, and more.

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TIMESTAMPS
Intro 00:00
The New X-Ray Machine 00:38
The Number of Phases In The Renovation 01:20
Does Shane Have His MBA? 05:29
Shane Has Shingles 07:40
Listener Question 09:08
Being Comfortable With Change 10:32
The Importance Of Team Culture 11:21
Using Google Forms 12:04
Using CE 14:00
Changes Made At Our Clinic 14:58
Understanding Personalities 17:28
Overcommunicating 19:09
Frustrations As A Young Veterinarian 21:33
How To Achieve Buy-In From Staff 25:10
Outro 26:42

Transcript

0:00

[Music] Welcome back to another episode of Questions with Crocker with me, Dr. Crocker, an emergency veterinarian, and my husband Shane. Hey. Did you come up with a title yet? I like a name title for me. Yeah. No. We'll just stick with husband. Husband. Husband Shane. Husband, business partner, life partner, all the things, money man. At work, we joke that you're the finance guy and we can't spend money without you. That's not a joke. That's a truth. That's a truth. That's reality. The finance team needs to approve stuff. Speaking of spending money, so excited because we are getting our new extra input in this week and the image quality is going to be better. The table is going to move on its own. We don't have to move big dogs as much. It's going to be fantastic. Significantly larger than anticipated. It is. We. So it's funny because we made you to pick a bigger room. Well, when we read the specs, it's set on there. Like, this is a size room you need. And we're like, I mean, we're close. Like, we're off by like an inch or so. Like, I think maybe it was in the depth and we're like, we'll be fine. That thing is tight in there. Like, there's enough room for a pet in three bodies maybe. And that's it. So definitely squishing it in there. But we're taking advantage of every section of our hospital, which is very exciting. We are doing that. And we are in phase one of the renovation. Yes. How many phases are there? It's a good question. At least three. It was three. Possibly five. Now that we've started people keep asking me, like, when is this happening? And so I just tell everyone phase three, like everything is phase three. Pretty much phase three will be in done with the inside of the building. Mm-hmm. And we have to do under the covered area. Outside. The outside of the building. And the parking lot. So about six phases. Oh my gosh. I cannot. We're still just going to call anything after the building phase three. That's just what we're doing. So part of that is coming up with a, what is it a parking plan, a parking assessment? We're doing a feasibility study. Okay. Explain that a little bit more. So we have about an acre of land, some of which is not being utilized. So we're trying to determine if we can get revenue off the piece of land that we're not using very well. So the feasibility study gives us ideas of what we can do with the city will allow. And then based off of that, we'll create a parking plan off of future building plans. Yes. So you can actually hire people and they look at your lot and then they know like the rules on how many parking spaces you need and handicapped spaces and then they come with all these options for what you can do on the property. And they are not cheap and they are not fast. They're not. No. But it's kind of cool because there's parameters around if you have a commercial building, how many spots you have to have. I think we're probably grandfathered in because we do not have wonderful parking. We have an acre of parking. It's just not plain pooled. It is not situated where it is easily accessible. We also have an amazing taco truck that rents a corner of the property from us. And so at lunchtime you literally cannot get in and out of our hospital pretty much because the taco truck is rock and out. It's a very popular much fun. Very, very popular. And popular with people that drive very large vehicles. So pretty much fills up the parking lot. So if we have better parking that will help all around and make things more efficient. And then I really want to put commercial buildings on our property potentially that people can rent. No comment. That's phase 47. But the feasibility study will tell us if that's an option. They will. So that is important to know so we can plan ahead for the future. Yes. I never really even thought we would get this far. We have paint going up on the walls. We have a new x-ray going in. I get themes more real all of a sudden the renovation and then we're actually going to be able to be in the new space and redo the old areas. The checking account has been screaming very real for a long time. I'm glad we're starting to see some of the results of the stuff we've done. Yes. Yes, it'll be good. It'll be good. So if you want to see altivist animal hospital being renovated you can follow us at the hospital social media handle which is at ABAH vet. And I do behind the scenes and then I also have a renovation channel on my social media at dr. dot teneja. And we're just showing different ideas. We're showing things along the way. A lot of polls to ask people's opinions about things. So I think it's good. The building needs something a lot of love. A lot of us. See the end result. Nothing people are going to be very surprised by the transformation. I agree. And I think this is one of the things when people are trying to decide like do I buy an existing practice versus building a denovo or startup is if you have a vision of what you want something to look like. It is very hard to buy especially a much older building and make it your vision. And so you either have to be able to see what you could do renovation wise and what would be allowed by the city to make it look close to your vision or you just have to build new building. But the cost where we live to buy land and build is astronomical. So it worked out much better for us financially to buy an older building on a large piece of property and renovate. We think we hope. Still to be determined. Still to be decided. But I do plan on continuing to show the process. And then hopefully having a really big fun open house during it. How you about the beer burrows? Yes. So beer donkeys? Yeah, I think they need to be in an open house. Maybe we won't have beer in there. I don't know if that would be allowed at like a hospital open house. But we could put other drinks in there and it would be really fun to have the donkeys like walking around and giving everyone their beverages and letting people have a good time. It seemed very safe. They do weddings and stuff. They have to be safe. Like this is what they're trained for. No, I'll take a new work board. Yes. I think it's a great idea. I think it's going to be a social media gold. So we need to do it for sure. Okay, so this podcast is based around questions that people ask us. I am an emergency veterinarian, practice owner, mom, do a little bit of social media. Shane is an entrepreneur. You now run how many businesses? I don't know. I bought another one recently. So run quite a few businesses and you have a finance and big business background, right? You do not have your MBA though. No. Someone asked me this the other day. Explain a little bit about why you don't have your MBA. Do you think there's valuing getting one? Whether you're a veterinarian or have a different background and you're going into business as an entrepreneur? I think there's a lot of value in MBA. I think probably more so with an executive MBA. Typically those are something you go back for. Ever you've been out working for 10 or so years. So there's more than one type of MBA? Yeah, I think they hold the same credentials. You can get an MBA at any point as long as you get into business school. But they have executive MBA programs that are typically while you're working and you'll go in for a weekend and you do different things throughout the year. But some of it's remote and then go in for long weekends for stuff. Those are a little bit more specific. It niche down. And they probably hold a little bit more value because typically you know more specifically what you want to do with your career. Yeah. So I think those are probably a little bit better. And I thought several times about going back to get an executive MBA but the cost and time associated with it just doesn't make sense yet. Right. So I think that there's a lot of great programs in our industry that can help with some of the business management side of things. And there's also a practice manager extra degree that you can do that has a ton of business associated classes. There is also if you want to specialize as a practitioner once you've been out so many years you can get that advanced level degree too. So I don't know that it necessarily makes a big difference in the long run if you have an MBA or not and you want to be a practice owner or own veterinary hospitals. But I agree with the idea of continuing to like learn and grow overall as a part of this industry. And especially if you are a leader in a known or a practice because I think along the way we continue to just learn a lot of things and also learn the differences between the other industries that we're a part of and this one. So we might have to continue to, I don't know, attend classes or do things so that you and I keep learning. And everything that we talk about on here, we are not experts in any way shape or form. This is based off our experience. But I do think we have made enough mistakes and learned enough things along the way that sharing our stories has helped some people and also I guess continue to teach us because I get feedback every time that we post something of people saying, I've done this, I've done that. And so it's been a good little community that we've started on here, which is great. So speaking of learning and being a leader. First let's point out the obvious because people are going to be looking at me on YouTube. And let's just get it out there that I said no one time and this is the result of that no. What do you mean? My, my face. Oste. And then you had the all day to pay off your ER friend and my ER friend, but then they call it shingles. So let's just get that out there. So Shane has a little situation around his eye for people not watching. You can watch us on YouTube. And he has shingles, yes. And it is not fun and it's a little uncomfortable and he's got his hat pulled. Also read that it's stress driven. What could be a source of stress in your life right now? I don't know. I don't know. I don't know at all. I was a little worried. It was contagious. So like now my eye is constantly like bothering me and I keep worrying that I'm having issues popping up on my face. But actually shingles and people, we are not human doctors, but shingles and people very serious when it's around the eye. So you're going to go get your eye checked out tomorrow. You're on steroids and antivirals. And also we'll probably get eye drops. And then sometimes it becomes really painful. Are you painful? I mean, I know you're pretty still like. I mean, I'm a specimen of a dude and handle pain really well. And you can never tell when I'm sick. Yeah, but it's not super comfortable. I do feel bad. I do feel bad. I can tell. No, I do. I do. But it's obvious at this point. But I feel like this is going to be an excuse for a while for different. I'm a milker for quite some time. As long as you can. I also feel like for some reason I'm going to get blamed for this because of this dress thing. So you're not supposed to touch your eye. Okay. You're stressing me out now. I'm definitely going to get shingles and get itchy right now. Just thinking about it. Okay, so we do have a question. And we try to answer questions that people submit through social media. And we got, I think, a good one from Angel Klohwitter, I think is her name. And she said, I have a specific leadership question. It's about making and proposing changes as a leader in a team in which everyone is an equal. So there's no hierarchy. What are the best ways to go about this, especially when some individuals may be resistant to change? Definitely know about that. And how would it best be to go about making sure everyone has a voice and is comfortable with the changes while ensuring that things don't stagnate or that communication is lost? Which I think that last part is really important with a big team. So first off, she wants to know what are the best ways to go about bringing up changes, proposing changes when you are a part of a team and you have people that you know will be resistant to it. Is a very long question. It is a long question and there's a couple different parts to it. But I think us buying a practice with an existing group of people in place and coming in and trying to figure out and knowing we were going to make changes, it's definitely something that we've experienced. Have you experienced that in jobs you've taken in leadership positions you had? The answer is yes. I think we're a little unique and we make decisions very fast with we process information quickly and make decisions fast. And I think we understand that we can pivot as needed. Some people aren't comfortable with making decisions unless they have all the information. Some people aren't comfortable with you if they have information and feel like it's a good decision for change, still not comfortable with change. So we're comfortable with change because we know if we make a decision and do something and it's not working out we can pivot in a different direction. So my approach has always been let's just make a change. I think you're much better at getting feedback and getting buy in than I am in that process. Well I think that's really important and especially when she was talking about being a part of a team where there's not like a straightforward hierarchy. And what I assume she's saying is it's not just top-down management where basically you have one person that's kind of making all the decisions and then that's just being filtered down to the team and everyone just has to kind of agree that it is more of a collaborative. We're going to come together. These are things we're thinking of. Anyone can make changes and proposals. So and I would say some of the best ideas come from people on the team that are doing certain jobs and they really recognize a way that you can do something better that maybe the rest of the team doesn't see. So I think for me this starts with what is your culture as a team. I like the idea of there's really no set hierarchy when proposing and making changes and that everyone can have a voice. I think there's different ways to do that. One thing that I found that is important is some people have a louder voice than others than you usually will have a very vocal minority in a practice that has very strong feelings or is just really competent in what they have to say and share. So those people you really don't have to make a way for them to propose, change or them to break things up because they are the people that are talking the most in the meetings they are the people that are going to be coming to you frequently and saying like this is an issue we need to do this and really that's great to have those types of people but you want to also leave space in room for the people that are a little quieter. We talk a lot about introverts versus extroverts and especially in a team meeting and team setting I think certain people are really nervous to speak up and share their perspective and their feedback. So one thing that I've done is I do a lot of Google Forms and so if I am thinking about something or I want feedback on something I will actually make a Google Form and I will send it to the team and it will have for one example when we were talking about around the holidays what days were we going to be closed with days were going to be open would they prefer to kind of have an unpaid day off or you know work. I just was able to send like forms and surveys so everyone could kind of put what their preferences were and then also left a you know comment box where they could leave additional comments about it and it was actually really great feedback for me of what everyone wanted and what they prioritize time off versus you know a paid day and it helped me and sometimes I can make an anonymous even where people I don't know who's saying what and that makes them even more comfortable giving feedback but I found that is a good way to kind of gauge new ideas and yeah I was going to say I think you're really good at collecting ideas or even throwing in your own ideas having people vote anonymously and then proposing let's just try this and I think those three steps typically have pretty good feedback. They do because you have to realize ultimately as like a leader in a practice a decision has to be made and there's zero chance that when you're looking at something's not working you have to make a change there's zero chance that you can make a decision that is going to make everyone else happy. So you can either say I'm going to go with like what the majority is comfortable with or you can say I like this part of this idea this part of this idea I'm going to do like a hybrid or you can just say you know what I get that this is going to be uncomfortable and I think voicing that is really important when you're bringing up new changes but if it's really important to like your vision and what you think needs to happen overall in the long run you just have to make the change. So sometimes we can get bogged down in wanting our team to give feedback and wanting them to be happy with the change or comfortable with it and I really think you have to throw that out the window a little bit because you just can't that's that's not going to happen all the time. Yeah I think the other thing that she mentioned in there was you know not being complacent or stagnant. So I think all so you have to realize sometimes your team may be complacent like comfortable so if you can't get ideas you may have to create ideas and then try to get you know feedback based off of those. And some of the ways you can do that that are very tangible is you know we promote CE and so we have lunch and learns and then we talk about things you know afterwards I send people to CE even like our CSRs at the front desk can take like they do the food ordering so they do like CE for the newest diets and they can keep us updated on that. So I think if you're always constantly encouraging people to learn and to attend to find out about newer things it helps them then bring back ideas but if you're always in the bubble like the same practice the same bubble with the same people you're really going to be comfortable and you're not going to realize honestly that there's other ways to do things or there's other protocols or there's new products so you kind of have to look outside of your hospital I think to get good ideas and have your entire team you know be open to that as a whole. Do you think that there's any major changes that we have made that the team had a harder time with in general since we bought the practice? I'm sure I can't think of anything at the top of my head but I'm sure there's some things that we're probably talked about behind the scenes like not to us directly. I mean I would say the fact that we had 40% of the people retire probably meant that there were some people uncomfortable with the changes that we had made and no one really outwardly was ugly to us about anything or you know gripping to us which I appreciate I always want my door to be open but I want like respectful you know dialogue if somebody disagrees or something but I think any initial changes we made right off the bat were made because we knew we wanted the culture to be a certain way we wanted clients to have a certain experience we wanted patients to be handled a certain way and those were some things that were kind of non-negotiables and so those types of changes I'm okay with especially if you are starting a new practice or you're buying one which is saying this is a hard line right and then from that hard line I think you kind of phase out the people that are just not going to be on board with your plan in general or your idea of what the practice will be and then once you have the people that are like okay I can buy into what this is going to be moving forward that's when you have your team that can be a part of that growing process. Yeah I completely agree I mean there's some things that you have to stand up that even if you don't have a hierarchical type practice there's still certain things that have to be done by somebody at some point to say here's the culture here's the vision here's what we have to implement now as a team how are we going to do that. Right and especially if there's specific things that are making people uncomfortable like in the way that people talk to each other or the way that they interact with the pet patients like we are not a fear free practice but I definitely want the patients to be handled in like a gentle manner and we use a lot of treats we try to implement a lot of low stress things and that is not something that every practice does and I think that that was one thing that we talked a lot about and all of us that are there feel pretty strongly about and so that was an easy thing to kind of really emphasize and really make clear like we are not going to do these things anymore to get the job done we are going to make sure that we talk to the pet owners we communicate what they need we are not going to have people get hurt and they are not we are not going to have the pets get hurt which I'm kind of laughing because we had someone get bit this week unfortunately in the practice but that's just another part of owning a hospital things can be unpredictable and you can try your best to set everyone up for success but it doesn't always happen so I think we answered I think understanding people's personalities as well helps with the decision making and figuring out the best way to work with your team so I know there is a lot of tests you can do as individuals to figure out what their personality is and how they like to be communicated with and how their mind kind of thinks I think that would really help a team figure out the best way to work together as a team just no one each individual's personalities and how they fall into certain boxes if you will yeah I mean there's Myers Briggs test there's disc test and it's interesting because I actually did like a new grad event for hills and I was speaking but I participated in some of the things and it was cool to kind of do that and see the different personalities and there was actually you know a very majority of personalities that kind of go into veterinary medicine fall into certain categories and then I was actually in more of a minority like extroverted authoritative type role but hearing you know what these people valued in a daily setting was so different than like what I valued and the things that made them uncomfortable was night and day from what would make me uncomfortable and so it is very eye opening to kind of see that and to like you said know how people want to be communicated with what makes them feel safe and secure to speak out and also the things that are probably going to set them off right exactly because everyone has like a tipping point everyone has something even the quietest person in your practice has something that is going to set them over the edge and I think that as an owner when you have people you really value even if it's not something that you understand you still have to respect that and I would go so once you kind of know the personalities once you come up with ideas that you want to implement everybody's kind of agreed to that through an anonymous process or however you do it I think the next thing is to overcommunicate right so when you're actually implementing change changes hard yeah getting people buy in is hard so overcommunicating that and talking to it and let people know I know this is difficult but let's try it right I know this can be hard let's give it some time I know this was you know tough for the team great job the day yeah but over communicating through that process I think is going to make the transition much smoother well and we did that we changed the PIM system we needed a cloud based one that was definitely difficult we've gotten new equipment that they didn't have before we've got new products and that they didn't have before so really training on those things and why we're using them and you know the cases that we need to think and having them communicate to owners even that process and then I think the biggest thing coming up is we really want to change the way we check people in in the whole process of moving through our hospital I mean the physical process of how owners are going to come in the building go into a room and leave is going to be very different when we move into the new area and I agree with you it's something that I really have been building to what I really see it looking like but ultimately instead of me just saying hey this is what's going to happen my plan is to say this is what I see happening this is why I think it's important this is why I think it's going to help us build this practice and it's going to help owners and pets be more comfortable and I like this idea but let's talk about what problems you see happening with that and we already kind of did that because I really want to start checking people out in the rooms and not having them go back up to the desk and like cause a lot of congestion and so I got together the technical staff first and said hey this is now going to be you guys you know educating at the end of the appointment answering questions, filling prescriptions and then saying hey I can get you checked out here's the different ways are you comfortable with this this is what I'm thinking what are your concerns about that and you know getting their perspective on it and their feedback has been really helpful when I'm trying to basically come up with what that protocol will be based around each person's job and I really want to lean into like the strengths of everybody and I really want to emphasize that's why I'm making these changes but it's funny the things that they say and their concerns and how some of the things they bring up I just never would have thought of because I'm not the person in the room with the owners the most I'm not the person that is you know doing the discharge process and so it's been great to get that feedback and it's sometimes frustrating because I would love to just say this is how we're doing it I want you to do it but thinking through it before it even happens and trying to look at what the downfalls will be and mitigate some of that I think is going to be useful in the long run. Yeah 100% the more you can think through things no no no thing you implement is going to be perfect out of the gate right but the more you can think through it and talk about it the better chance you have of being successful and I will say that one of the frustrations that you can have as a young veterinarian or a younger team member is feeling like you do have new ideas and exciting ideas and you've seen something somewhere else or you know learn something in school and you want to implement it and then just feeling very pushed aside because people say well we've always done it this way and we've never had a problem before and I think that's one of the biggest missed opportunities that practices can make is not looking at people with those fresh new ideas and really considering them and maybe you don't implement everything but I'm with you on let's try it let's see if it makes things better and I think from doing relief and going to so many places where things were done so many different ways it opened my eyes the fact that there's very few things that are just set. I would agree I will say sometimes if you have a great process in place you don't want to change it right now the key to change is having change for a certain vision so if you're a vision of the practices evolving if your customer experience is changing and evolving you sometimes have to make changes to fulfill that vision so even though our check-in process and checkout process today might be great we may not have any problems at all maybe flawless the fact that we want to change the customer experience is going to drive us to change how they check and how they check out something sometimes being as a leader being open-minded with here's our vision we have to create change around this vision that's when you have to really get the buy-in from the team is not that one specific change it's not the overall vision 100% and sometimes you feel a little crazy always talking about how you see things going what the vision is what you want the culture to be but I do think that is the biggest part of being a leader it's the heartbeat of the practice it is and if you don't really believe in it if you don't really think that it's the way things should be people are going to assess that out and if you don't understand why you're doing what you're doing people also you know decide that that is not worthwhile so I have thought about owning a practice for so long and I think I have such a strong vision of what it'll be and it's even changed some since we bought a practice but I don't continue to evolve it will it will but I think having a team be a part of that process in that conversation has made the vision even stronger I would also say that's part of the team right you have to have all kinds of different people that are part of the team to work with but during the hiring process and the evolution of the team you have to make sure that you have like-minded individuals that are okay with some some sort or vision of change right if you know they're going to come in kind of be stuck in their way they may not be a good ultimate fit for the team yeah especially if we know we're evolving yeah and that's hard it's hard to like people but not have them fit what your practice is going to be and so there's actually people I know that I love an ador that I've said hey when you're hiring again I would love to you know come on board I'm really interested in joining the team and it's they're just not the right fit personality wise for what I need and you know maybe they do have good skills but I already know that they would not be able to be a part of the flow and what we're looking for so it I think that ultimately with this question it's really just having a conversation being open about what you're thinking but being open to feedback ultimately yeah you have to be open to feedback I mean we probably have ideas that when you start talking through with the team you realize this probably won't work yes let's take a step back and reassess or I we've thrown a lot at them in a short amount of time so I also have learned that you know I need to phase some things out things that don't have to happen right now it's okay if I wait on those things to communicate them because I also think it can be overload when you say I'm so excited about all these things that we're going to do and it's going to be amazing and then they're like oh my god that sounds like so much yeah so trying really hard to focus on things that have to happen right now and really we've been very lucky because I think we have a great group of people that care about each other and want to see everybody succeed so it's been good and I've learned a lot along the way I will say we haven't really touched the the buy-in or the adoption that much we talked a little bit about it but I think you also have to assess so once you make changes and we talked about communicating with them but you also have to have check-ins and say hey how is this process really going are there any things we need to tweak are we running the hiccups we want to wear up sometimes people make changes and then they step back and don't follow through with the actual change next thing you know they're back to the old way or they're half-doing it because there's issues that haven't been talked about so I think you have to follow through with change and continue to ask questions and continue to be involved or change will not happen yeah because it is easier to just be comfortable and it's easy also to say yeah that sounds great and then not actually do what was proposed or what was done and that is where having different levels of leadership and having different you know direct reports helps because ultimately I cannot be there all the time and be watching to make sure things are happening like they should be and there's always going to be reset periods there's always going to be times where it's either so busy that we start to fall back in old habits or it's slow and people just get complacent and so there's got to be time periods where you say hey guys we really need to remember that this is important but I do think that again everyone being a part of those decisions helps a little bit with the buy-in aspect of it but again ultimately you're going to have people not on board sometimes with the decision and sometimes you just have to make that and move forward and it's either going to work or it's not but that's part of being the leader ultimately in a practice is you might make a bad decision and you just have to live with that but I think I have made good decisions so all the time I think we answered a question what do you think I think it's good so google forms are definitely helpful so that everyone can have a voice or just being really intentional about like one-on-one conversations making sure that communication is two ways and it's just not top-down always talking about trying things and not making permanent changes getting feedback about processes and thoughts that you're having and really listening and pivoting and responding to the feedback because one of the number one things I hear is you know people saying well I told them this is in this and nobody ever listened to me nobody ever made the change nobody ever did it and one of the that's one of the worst things you can do as a leader and I think it very quickly makes people not trust you as a leader when you listen and you say oh yeah great and you never actually follow through with what they they told you and so it has to definitely be a two way yeah and to that point you don't have to make that change that they suggest right but you have to be open-minded you have to listen and then maybe go back to him and say I heard you there's a lot of positive here here's more I can't make that change today right so I think people accept that if I'm gonna make the change it will be in the future and here's why yeah because I think also when you say great idea people think right away something's gonna be implemented and man time moves slow slow slow when you own a business you own a practice these are not always easy and quick things to get done the key is over communicating the stuff yeah do you think we're good at that one of us is very good at communicating the other just says no one time it gets shingles you shingles you have you have shingles because you are stressed and that is not my fault so all right um we are going to go because we need to go to bed but hopefully this was helpful um gave you some tips and tricks if it wasn't helpful tell us hey that was not very good response but if you did like it you can leave a review for us on Spotify or Apple wherever you listen to your podcast we would love your questions questions like this are really helpful because it makes us also think about our process and how we're doing things and if anyone has great feedback on this and actually is well versed in this and saidied let us know because we'd love to hear from you also so reach out at questions with crocker thanks so much for listening guys and have a wonderful day