Managers: What makes a top performer? - Veterinary Economics
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Managers: What makes a top performer?



No one can deny it: There are more practice managers today. OK, maybe not more than there were yesterday, but many more than practices employed five or 10 years ago.

These valuable team members are lifting part of the heavy load off practice owners, in particular, managing across all the facets of practices and taking (at least some) responsibility for team management, client satisfaction, and the financial goals of the business. Ideally, this gives doctors more time for medicine. That is what you went to school to focus on, right? And more time with clients and patients should translate to healthier finances for veterinary practices.

(It doesn't always, though. And you'll learn why.)

When the editors of dvm360 met to discuss the crucial changes and challenges practices face today, the issues of maximizing managers' contributions captured our attention. Thousands of new managers are working in practices trying to help. But their job duties and the expectations about their contributions vary widely.

We hope this package of information and tools will help your team decide whether you need a manager; identify the right role for your manager, if you have or need one; open lines of communication about what everyone expects; and help you managers out there keep your feet under you and your practices running smoothly.

I believe you all have ideas that others could use, and we'd like to add those to the mix, too. So we've opened this area for you to share your frustrations, solutions, questions, tips, and strategies. And while you're waiting for an answer, we offer a wealth of additional management information in the Manager's Center.

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