You have graduated; you passed the boards, and you have finally found a practice that is a great fit. The owner is excited about having you start your career at the practice, too. Now you must walk through the door of that practice and make your first impression as a new team member.
It's great to see many practices are now acknowledging that the old, traditional methods of management are not effective, and they are modernizing their strategies and taking steps to improve staff morale, and consequently productivity.
The usual encounter starts with a progress-notes entry for the client concern, a weight (hopefully sequential with a body-condition score), a TPR, a BP, lead II ECG, tonopen screen and maybe even a urinary kidney screen.
In preparing this article, my mind races back to my days as a veterinary student at Colorado State University. One of the more vivid memories I recall involved my surgery partner. He was performing a femoral head resection. The stockinette leg slips up his arm, and he grabs it with his lower jaw and shoulder just as the surgery professor walks up.
The trite phrase, "personality conflicts," allows key issues to be ignored or defined out of existence in daily operations. The term could mean the practice did not hire for "team fit," or they did not establish a "safe-haven" environment when establishing behavior expectations.
The phrase "open book management" means many different things to different people, and in some arenas makes the staff cringe with fear of the charts posted on the wall and the monthly beatings which occur when they do not reach their assigned quotas.