What is your hospital’s true north? What drives your internal compass for what you do? Is the mission defined by the owner(s) of your practice? Is it dictated by your employees? Or, is it identified by your clients?
My experience has taught me that true north can be found by answering this simple question: What is best for the business of the veterinary practice? If we follow the answers to this very basic question, we are drawn to make ethical decisions and choose courses of action that will advance the veterinary practice as a business and are not dictated by personal agenda.
As I have mentioned in previous messages, this year was a major professional transition for me. Our privately owned practice was purchased by a large corporation. As you can imagine, during the transition there were many changes, at times, there were many voices and opinions on what the practice and its management should be doing. By working together with a singular focus on the business, we were able to steer the direction true north to fulfill our business mission.
I think this was especially reflective in Abby Suiter’s article this month (VHMA Practice Pulse—November 2014). While she and her practice owner didn’t always have the same vision, or even agree on the same path to reach their vision, they were able to overcome their differences by focusing on—what is best for the practice.
I think that many managers have a similar story to Abby’s – it may not specifically be related to a new practice build, but we all are in situations where differing opinions and voices can cloud the path and direction for decision making. By focusing on the business at hand we are able to steer things true north.
Jon Cunnington, MBA, CVPM
VHMA President