As you approach this new phase of your life you may be wondering: How will I get the job that’s right for me?  And at the risk of being labeled a complete and utter kill-joy, (Graduation Day is still a few months away) I thought it would be helpful to discuss how to prepare for the interview process, in advance.

If you surf the web for “new grad job interview tips” you’ll find most of the advice out there focuses on preparing for the typical interview questions, then memorizing a winning response.  For example, “What would you say is your biggest weakness?” Response:  “I’m too much of a perfectionist.” But coming to the table with a host of rehearsed answers you can pull out of your hat isn’t as pertinent to the end result (offer or no offer) as being prepared for the exchange, from a big-picture perspective. 

Make the connection

Before you even begin thinking about how to interview, it’s important to reflect on how you come across to people, how others perceive you.  Have friends or family gently joked about your communication skills, or lack there of?  If so, there’s a good chance there’s more then a grain of truth to what they say.  The way your inner circle sees you is a good indicator of how a potential employer will see you too.   

More important then class rank or credentials, it’s the quality of the connection (verbal and non-verbal) you initiate with you’re potential employer that will seal, or not seal, the deal. The bottom line in landing the job you want is recognizing that unless you demonstrate an ability to relate well in the interview, your chance of getting the position you want is highly unlikely, at best. 

You had me at hello

It’s okay to be an introvert; I’m not suggesting that you change your personality and become the next Wanda Sykes. What I’m saying is this: if an employer has narrowed down their decision to two candidates and both have exactly the same credentials, it’s the one who can successfully cultivate a genuine connection who’ll get the offer. 

Before you walk in the door to sell your skill set, you must first understand that your interviewer will be listening and processing your responses through their own personal and subjective Do-I-like-this-person-meter. As you speak, in between their nods, your interviewer will be thinking, “Can I see myself and my staff working with this person, 8-hours a day, day in and day out?”  Be assured, the person on the other side of the desk is reading more then your resume.

You start here

Take the next few months to do some honest introspection.  Ask yourself, “How do I relate with people I don’t know?” Picture yourself in the interview and see yourself creating a pleasant experience for your interviewer and you. If you’re not so good at the one-on-one human interaction thing, it’s okay. Don’t try to be someone you’re not.  The most important quality you can offer a potential employer or business partner is your integrity and sincerity. And remember, the purpose of the interview is, not only to determine if you are a good fit for the practice but, to determine if the practice is a good fit for you.

I’m likely to have insights on dealing with difficult clients, exam room etiquette, hospital policies, exotic medicine and some of those unusual cases that I’ve worked up over the last 10 to 12 years.  Brand new graduates are likely to have insights on new technology or new medications.  They have recently worked with the leaders in the field and their classroom notes are likely to be a great resource on current protocols.  We have a doctor that loves orthopedic surgery.   With each new addition to the team I get excited about what new things we might all learn. 

I try not to think of it in terms of “How can I learn to tolerate a new associate?” or “How can I learn to get along with the younger generation?”  I try to always think “How can we benefit each other?  What experiences have I had that I can share and what new ideas and procedures have they seen that they can share?” 

When I was a new graduate I found myself frustrated with the “old” policies of the “old” vet that I worked for, so now I actively try not to be that “old” vet.  If one of my younger colleagues asks me about carrying a new medicine or trying a new therapy, I always look at that as a way to potentially improve the practice and not as questioning the current practice.  By reading lots of journals and attending lots of continuing education meetings, even “old” vets are able to stay current and get as excited by new developments as do the new grads.

Feedback is always helpful when determining what is working and what needs work.  For a well-rounded, accurate assessment of yourself, consider implementing a 360 degree evaluation in your practice, in which each person is evaluated by themselves, others on the team, and possibly even clients.

S:  Subjective variables that relate to success include relationship quality, communication skills and attitude. How are your relationships with your boss, coworkers and clients?  Do you communicate well?  Do you work together as a team?  How is your attitude towards your job, towards others?  How are others’ attitudes towards you?  Are there red flags of impending conflict?

O:  Objective criteria are easier to measure, but are also easier to oversimplify or misinterpret.  If the team is getting along well, and pets are well cared for but the number of patients you see a day is down from normal, have you succeeded or failed?  I would contend you are succeeding with room for improvement.  Fortunately, if subjective measures of success are positive, objective measures of success will usually reflect that.  As my Dad always says, “Practice good medicine, and the money will follow.”

So what are good objective criteria to measure and track?  A few to consider are number of patients per day and overall income for a day/week/month/year. Just remember that each statistic only tells part of the overall story.

A:  Assessment of the data is the next step.  Consider the subjective and objective data you have just gathered and determine what you are doing well and what needs improvement.  Again, using the 360 degree evaluation concept, either formally, with standardized questions prepared ahead of time, or informally, by asking others for their feedback on your performance, will help you develop a more accurate assessment.

P:  Plan how you are going to improve problem areas and maintain what you are doing well.  With your assessment in front of you, this is the time for goal setting, for dreaming even.  You are back where you started-envisioning success, but now it is even better, you are envisioning success with a personalized checklist of things to restore, develop and maintain.

Recheck:  If you have found that things are going pretty well, you may want to revisit your self-evaluation quarterly.  If you have problem areas that have been revealed, perhaps a weekly self-evaluation is in order until all is well.  Write out your plan and jot a note on the calendar on the date that you plan to revisit your self evaluation.

Sound familiar?  I thought it’d be easier to remember that way, Doctor.

Despite the fact that strategies for prevention of periodontal disease are fairly straightforward, Pets still suffer from the disease.  The most effective strategy is multi-faceted and includes teeth brushing at home, feeding of dental diets or treats, and dental prophylaxis performed by the veterinarian. However, client compliance with brushing is low and we’ve found that there’s a big gap between the number of Pets diagnosed with periodontal disease and those that actually receive dental prophylaxis. That gap can be as large as about 2/3 of all cats or dogs diagnosed with periodontal disease.

Why, despite the prevalence and impact of periodontal disease, are preventive strategies not fully implemented for Pets?  Why are the behaviors that people have adopted around their own twice yearly dental care not standard for our Pets?  Do Pets (especially cats) hide the pain that they may experience from periodontal disease from us?

As veterinarians do we recommend dental therapy less often than we should?  Are there factors like anesthetic risk or cost of therapy that affect your discussion of the diagnosis or treatment with clients? What factors influence your recommendations? What factors affect your clients’ compliance?

We’d love to hear what you think!

Further reading:

• BARK’s White Paper on periodontal disease

When someone is addressing you with an aggressive tone, it’s difficult to keep your emotions contained and not fire back in some way.  In fact, after a full day of seeing patients and trying to fit it all in, it’s easy, almost understandable, to retort with a knee-jerk response that stings in return…which we know is never a good idea.  At best, a tête-à-tête with a valued client will leave you feeling bad and, at worst, cause you to lose business. 

Veterinary schools offer helpful information on how to deal with worried, grieving clients, but once you’re out and running a practice of your own, you may find yourself focusing more and more on the physical needs of your patients and less and less on the emotional needs of your clients.

It’s natural to feel a bit angry when someone is hostile towards you, but what you do with your anger can make all the difference in the outcome of your interaction.  Below are two simple, but effective strategies that can help you bridge the communication gap between you and your client.

Pause for the cause

It’s been my experience that by merely slowing down the speed of a verbal exchange, I can actually raise the odds of a more positive outcome.   Just pausing momentarily before I allow myself to respond allows my brain to engage, evaluate and better diagnose the problem. Solving problems doesn’t happen when our emotions are in the driver’s seat.  Allow yourself a moment to process.  Create some space to regroup, rethink and redirect. 

Sometimes, I find it helpful to actually remove myself, physically, from a high-stress situation.  People are accustomed to medical practitioners coming in and out of examining rooms, so excuse yourself from the room, if need be,  take a few deep breathes then go back in with your emotions contained and your head on straight.   Creating a self-imposed “time out” is an effective tool to gaining composure. Increasing your awareness of your emotional thermostat during stressful times will allow you to adjust your internal temperature up or down accordingly and better prepare you to handle any situation.

Objects are larger then they appear

Before you walk into your next appointment, take a moment to remember that the people who come through your door (unless it’s for a routine exam) are there because they are concerned about a potential health problem with their family member.  And, this may not be the only issue they are dealing with.  Job loss, family problems and financial struggles might be swirling around in their head too. 

When clients are agitated, try to look past what is being presented and respond back with a softer demeanor. When you take a bigger picture perspective and strive to understand your clients better, you inevitably neutralize the tone, and consequently, the outcome of the exchange.

(Print and post a copy of these concepts and use the information to discuss “How to Handle High-Stress Situations” at your next staff meeting.)

Occasionally at hospitals a “war” between the “front” and the “back” will erupt where one group feels that the other isn’t carrying their weight.  The first thing I do to try to avoid these “wars” is to ban all such language.  There is no “front team” or “back team,” we’re all on the same team.  The “back” is called the treatment room.  Our “front” desk person is our Client Service Coordinator.  I also try to have all team members as least partially cross-trained so that they understand the value and hard work that go into every position on the team.  I doubt that it’s much more fun to make appointment reminder calls than it is to clean the fecal sink.

As a team, we all need to be mindful of the client flow so if there’s a back-up in one place we can step in to make things flow more smoothly.  Oftentimes, the PetNurses will go from treatment to reception to help check someone in or out.  We all, even the doctors, grab for the phone after three rings.  Sometimes, I need my client service coordinator to come into the treatment area to hold a pet for me.

If we all realize that we’re on the same team, we’re all here to help pets, we’re all here to get through the day, then we’ll all have much higher job satisfaction.  If we feel that the “other” team isn’t pulling their weight or that “they” don’t work as hard as “we” do, then we’re all going to be agitated by the end of the day. 

When I hear someone say “that’s not my job,” I realize it’s time for me to remind everyone that their job description includes being part of a hospital team and that means doing whatever is necessary to help the pets that we see. I keep a list of topics that need to be readdressed periodically, and this is one of them.  Periodically, I’ll schedule a team meeting where we can reset expectations and rebuild any lost sense of teamwork.  I wish I could have this meeting once and never again, but with the addition of new team members, new duties, new products, etc., it’s a good idea to revisit this topic (and other basics) every three to four months.

Is there discord or perceived job inequality between your front and back office team members? How do you approach these type of conflicts? Feel free to share your stories and any suggestions you have for fostering team harmony.

Here’s an example situation: I want to have Pets checked in quickly; Jane* wants to ask a lot of questions during registration at the front desk.  Emotions of conflict could build with my co-workers when I apply an underlying negative meaning to a given situation.  For instance, “Jane takes forever checking in Pets even though she knows it slows my work down.  Jane doesn’t respect my role.”  Now, not only am I behind in my work, from my perspective, but my co-worker is insulting me!  If this conflict has gone on a while, with me grumbling about “we sure could speed things up around here” with Jane in earshot, I should assume that Jane now has emotions about this, too.

To have a conversation about this conflict that will bring a positive resolution, it’s a good idea to follow these simple guidelines:

• Signpost the difficulty of the upcoming conversation
  Signposting is telling your co-worker to emotionally prepare for a difficult discussion.  This prevents a feeling that they have been ambushed and leads to more openness.
• Attend to the relationship
  For your co-worker to consider meeting you halfway there needs to be some good will in the relationship.  Your co-worker is more likely to work with you if they sense you want to get along with them, not assert your ideas over theirs.
• Speak to emotions
  There is nothing so powerful in a relationship as feeling like a colleague is trying to understand what it feels like, from the co-worker’s perspective.
• Focus on mutual benefit
  You want to enlist the co-worker in a project that will benefit both of you in your work.

Signpost difficulty:  “Jane, I know this may be hard to discuss, and I think it’s important.”

Attend to the relationship:  I have to have integrity without attachment.  I need to focus myself on resolving the problem so that we can both accomplish our work.  I need to let go of wanting to win.

Speak to emotions:  Focus on empathy.  “You want to make sure we have complete information before we start caring for the Pet.”

Focus on mutual benefit:  “I want to talk to you about our differences on how to get Pets cared for when they come to our hospital. We both want efficient and effective Pet care.  I want to understand why you see things the way you do and share with you my perspective and feelings.”

This approach often helps to ease conflict and develop constructive problem solving.  It is not always easy to do, especially when you feel angry or upset.  One additional benefit is that, when I use this approach, I feel that, whether or not I am successful with the co-worker, I have conducted myself with integrity.

How do these conversations go in your office?  What have you found useful in talking to your co-workers about conflict?

Some additional articles about resolving conflicts:

• http://www.essortment.com/all/coworkerconflic_rbhc.htm
• http://cars.unm.edu/PDFs/resources/Resolving_Coworker_Conflicts.pdf

*sample situation not intended to reflect on any actual persons

What exactly does EBM mean to a practitioner?  EBM is the conscientious and implicit effort to apply current best research evidence to medical decision-making.  EBM should enhance clinical expertise in concert with consideration of patient needs and client circumstances.

For veterinarians, EBM is gaining momentum, but it is not widely employed in clinical practice. In addition to published research evidence, veterinarians still rely heavily upon textbooks, anecdotes, faculty expertise, and peer consultations.  Depending on the clinical question, these may be the only resources to utilize, but they are often inadequate, outdated, and unproductive.   Why has veterinary medicine been slower to adopt the practice of EBM?    Is it because there is less rigorous, controlled research conducted and published in the peer-reviewed literature?  These challenges create a gap between new knowledge and the practice of EBM in veterinary medicine. 

How can the veterinary profession close the knowledge-to-practice gap?  The gap represents a barrier to high quality care for individual patients. Where can veterinarians go to get evidence-based, synthesized information?   Who teaches veterinarians how to incorporate it into clinical settings?  The US Preventative Services Task Force (USPSTF) is well-known for providing physicians with recommendations and guidelines based on research evidence.  According to their website, the USPSTF is “An independent panel of experts in primary care and prevention that systematically reviews the evidence of effectiveness and develops recommendations for clinical preventive services.”  

Could similar guidelines for preventive care and screening be developed for veterinarians?  These guidelines would support the most efficacious screening for optimal pet care.  The BARK (Banfield Applied Research and Knowledge) team is using Banfield’s large database to generate new knowledge, in addition to critically appraising existing knowledge from a variety of sources, to create preventive care and screening guidelines for the common diseases of middle-aged and senior pets. 

Next month, BARK’s Research Medical Advisor Associate, Patrick Shearer, BVMS, PhD, will talk about periodontal disease.  Please join us, post your comments, and engage in a discussion about what we know about the disease and how as veterinarians we can promote the highest quality evidence-based dental care for the pets that we see.

• Each month thereafter, the BARK team will blog about topics such as:
• EBM and evidence dissemination initiatives in the profession
• Strategies to best apply evidence in clinical settings
• Current and future research initiatives at Banfield

Let us know if you have ideas about questions or topics that are of interest to you, especially in relationship to evidence-based medicine and getting new knowledge to our patients!

Further Reading: Click on the links below for two articles on EBM that recently appeared in the Banfield Journal. The current edition of the Banfield Journal can always be viewed online at www.banfield.net/banfield-journal. 

• Banfield Journal May-June 2009
• Banfield Journal July-Aug 2009

During my research into conflict resolution and practice management, I came upon numerous and useful resources that I’d like to share with you. I could list all the great ideas that I found useful, but I find that the two I list below are the best. Not only are these initiatives innovative, they are practical and easy to implement.

Anticipate problems and prepare.  Reduce the likelihood of disagreements by instating a Principles of Mutual Respect Policy (PMRP). In a non-threatening manner, this document can provide clear expectations, define desired behavior, and more importantly, acknowledges that every team member is important and the practice is dedicated to open communication and treating everyone with respect. Brenda Tassava, CVPM, has an excellent example that she implements as director of operations for the Broad Ripple Animal Clinic and Wellness Center in Indianapolis, Ind. 

Distribute and discuss the PMRP at your next internal meeting and, on an on-going basis, make sure all new team members receive a copy.

Get out and eat some lunch.  My second favorite idea comes from Florence Sanford, CVPM, practice manager at Nassau Veterinary Clinic in Nassau, N.Y., and she describes it as “When our team’s resolution skills aren’t enough to manage conflicts, I’ve sent feuding team members out to lunch together with $25 to talk out their issues. Neither person is welcome back unless there’s a truce. This has happened four times in 15 years and each conflict resolved. Some feuding team members even became good friends.” 

I’m convinced this idea of removing quarreling co-workers works because I have done the same thing with my husband on those rare occasions when we continue to revisit the same disagreements with no resolution in sight. I take him out to dinner and discuss the issue.  I know I am much better at communicating when I am “in public” and he is much more receptive to hearing my concerns. There’s something about sitting in a neutral place and sharing a meal that can allay bad feelings and open our minds to understanding others.

Each of us has unique life experiences, personalities and perspectives that shape the way we interact with our world and, consequently, impacts the way in which we communicate.  Keeping these differences in mind, it’s easy to see how problems and animosity among colleagues can occur. Communicating expectations up front and listening to each other over a roast beef sandwich, might be what your team needs to work through bad feelings and improve team member relations. 

References

http://veterinaryteam.dvm360.com/firstline/Communication+Strategies/Bring-peace-back-to-your-practice/ArticleStandard/Article/detail/529606

http://veterinaryteam.dvm360.com/firstline/Veterinary+team/4-ways-to-keep-the-peace-at-your-practice/ArticleStandard/Article/detail/642323?contextCategoryId=37267

I first noticed that the rest of the hospital also seemed to be closed when operating hours had already started.  All of the exam room doors were closed, lights were off, no one was at the front desk and a pile of trash in front of the counter.

I was a little upset.  I imagined clients, both potential and current, walking the other way so I went about picking up trash, opening exam rooms and turning on the lights. My receptionist walked out of the treatment room a moment later and greeted me enthusiastically while helping me finish opening everything up. She also explained that a team member had called in sick, which was why she had to go in the back to help secure a Pet and could not set up shop right away. She assured me she had only been gone for a few moments.

Before I left the store, I gathered the team to discuss the situation in order to avoid this from happening in the future.  We discussed how my team did not prioritize the hospital’s appearance with the rest of their duties, and while much of the reason was that the team was distracted with other morning tasks, we all knew that we could do better.

We discussed the importance of first impressions, consistency, friendliness and overall exceptional service.  Everyone understood that we needed to put certain protocols in place to prevent this from happening in the future.  Amongst other things, we decided that, as a team, we should walk around the counter to make sure the hospital front looks clean. Because whether we’re seeing a new or an established client, saying “I’m so sorry about the mess” with an excuse just doesn’t cut it.  While an established client might still continue to come to our hospital because we have solidified a positive first impression and they know that this situation is not typical, a new client’s first impression would most definitely be a negative one.

As I departed my hospital a few minutes later, I felt much better. Not only did I make sure to prevent a problem that is easy to fix, but I effectively communicated the needs of my hospital to the rest of the team. While I had not expected the need to communicate something that I thought was so simple to the rest of my team, I took this as a good learning opportunity on interacting with my team as well as stressing the importance of first impressions to clients.