Source: VETERINARY ECONOMICS
June 1, 2006
By:
Amanda Bertholf
EVERYONE IS CAPABLE OF MULTITASKING, but equine practitioners take the gold medal: driving the truck to the next appointment, talking on the cell phone, writing invoices, and keeping up with new technology. But at what expense? And how can you manage all those jobs and still focus on providing high-quality medicine?
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Source: VETERINARY ECONOMICS
March 1, 2006
By:
Kimberly Rubenstein
You may like the sound of doing it all, but that's not usually the most efficient way to work. So change your tune and leverage your team members more to increase your sanityand the practice's profitability.
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Source: VETERINARY ECONOMICS
February 1, 2006
By:
Lydia Gray, DVM, MA
Sometimes these employees are simply in the wrong job. If so, just redeploy them.
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Source: VETERINARY ECONOMICS
December 1, 2005
By:
Mark Rick
I'm having trouble with staff turnover. I train and reward employees, but they aren't sticking around. Any ideas?
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Source: VETERINARY ECONOMICS
December 1, 2005
By:
Karl Salzsieder, DVM, JD
My assistant dispenses advice liberally. While it's typically correct, I don't think she should be giving medical advice without my approval. What sort of guidelines should I set?
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Source: VETERINARY ECONOMICS
September 1, 2005
By:
James Guenther, DVM, MBA, MHA, CVPM, AVA
Use high-quality medicine, strong communication skills, and both internal and external marketing to create clients who act as advocates for the practice.
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Source: VETERINARY ECONOMICS
July 7, 2005
By:
Mark Rick
When you consider the cost of living in your area, you get a clearer picture of what you need to pay to attract and keep strong team members.
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