The economic slump has caused many to realize they must focus less on gut feelings and more on measurement. Whether your hospital is doing well or has flat growth, you must measure your current and future status in order to effectively grow. Evidence-based management is the key to your success.

Managers often look to individuals when a problem occurs. When that doesn't work, or when problems repeat, a system problem could exist. In this session attendees will explore operations, facility design, and processes that can affect production and camaraderie at work.

Work is a place where people go to get a job done. Hopefully, they like it. Jobs don't exist (primarily) for personal growth, although good employers provide a positive environment for employee development. Smart employers invest in the development of their employees - - the team. That includes honoring diversity. Employers also must keep the business healthy; their employees are hired to do a job. How can employers do both?

This session starts with a discussion of the various definitions of 'client retention,' including a variety of parameters one can measure with regard to retention. Attendees will define the aspects of client retention most critical to their own hospital, then explore the various factors that might affect retention.

What motivates individuals to perform, and how can you improve their responses to a request to do more? Attendees will explore facets of motivation and evaluate how they may unwittingly shut down enthusiasm.

Typically, veterinary teams describe value in terms of veterinarian time or the equipment or technology used. In contrast, clients think of value in terms of the health of the pet. In this session you will learn and practice new ways to describe the value of your recommendation in ways that are more meaningful to clients.

You can utilize part-time technicians in a way that gives them rewarding work and also helps your hospital. Problems that arise with part-timers usually are a result of inadequate organizational structure.

People don't work just for pay—they perform a certain amount of work in a certain environment with certain restrictions and benefits, in exchange for a paycheck.

What are your expectations and hopes for how people behave at work? To get a "good attitude" from everyone, involve them in creation of expectations for behavior.