Veterinary teams are younger than ever. 81% of support staff and 42% of veterinarians are under 44 years old, according to the 2024 Merck Animal Health's Fourth Veterinary Wellbeing Study. The ranks of Millennial and Gen Z veterinary professionals will steadily swell over the next twenty years, bringing their unique needs into the workplace.
Each generation is shaped by significant life events, particularly changes in parenting styles, world events, economics, and technology. These societal shifts create differences in values, beliefs, expectations, attitudes, and even learning preferences.
I recently ran across a summary of the current generations, albeit a superficial view with plenty of room to debate, that captures many of the narratives we face in the workplace.
“Be grateful you have a job.”
Absent parents. Great Depression. World War II. Radio.
“I want more.”
Strict parents. Vietnam War. Civil Rights Movement. Watergate. Television.
“Keep it real.”
Divorce. Latchkey kids. AIDS epidemic. Dot-com boom and bust. 1987 Stock Market Crash. MTV, video games, and arcades.
“Life is a cafeteria.”
Helicopter parents. School shootings. 9/11. Internet. Smartphones. Facebook.
“I’m coping and hoping.”
Technology babysitter. Great Recession. Political and civil unrest. COVID. Incessant social media.
I’m not one for stereotypes, but the evidence is clear: today’s veterinary staff need a different type of workplace engagement and leadership.
Present-day veterinary professionals want to be mentored, not micromanaged.
Before you roll your eyes and dismiss the notion of mentorship as either too complicated or time-consuming, let’s first agree on what we’re discussing.
Mentorship is a learning partnership between an employee and an employer.
It is a bilateral agreement that the mentor (practice owner, manager, team leaders, and peers) and employee will commit to teaching, leading, and providing resources and support, and the mentee (employee) will accept feedback and advice and strive to improve.
If both sides of the equation are balanced, the calculus succeeds. If not, the clinic gets a little frosty.
When training Millennial and Gen Z staff, clinic leaders must be willing to shift from a mindset of “Do it this way.” to “Let’s discuss the best way for you to do this.”
Younger employees must embrace an attitude of “They’re trying to help me.” instead of “They’re criticizing me.”
As a young Gen X practice owner in the early 1990s, I recognized this gap in leadership from my previous (and only) job (a totally Boomer boss). I was ordered to do something in a particular manner, and no one explained why it had to be done that way. I legitimately wanted to understand the “why” of my actions.
That command-and-control management structure rankled me enough to start my first practice 14 months after graduation.
The experience also influenced my staff training programs, performance evaluation methodology, and leadership approach.
I aspired to be a teacher, not a tyrant. I collaborated and continuously learned with and from my team rather than conclude I had all the answers and that my solutions were the best.
Here are three key lessons from my years as a servant leader and mentor that work with any generation:
The first step was to determine, analyze, and document the outcomes I sought regarding practice success and employee expectations. One of the outcomes of this exercise was constructing our “Desired Attributes List” to help our manager identify prospective employees with the skills and characteristics we needed to achieve these outcomes. Based on these attributes, we developed detailed staff training programs with plenty of collaborative learning and constant two-way feedback.
Digging deep also allowed me to refine why I wanted to own a veterinary clinic (Hint: it’s not enough to “just love animals.”) and focus on the aspects of practice I enjoyed and excelled at. Ultimately, we established a clear pathway for each position’s progression and means for advancing roles and responsibilities.
I learned I could better connect with and help my employees by watching them in action. Instead of instantly offering advice, I observed, listened, and assisted (OLA) as appropriate.
Too many managers abruptly take over when they see someone floundering. While that may expedite the immediate need, it doesn’t solve tomorrow’s problems. Mentoring is about a learning partnership. Ask a struggling employee if their work could be improved and, if so, how. Listen to their answers and offer suggestions based on their specific needs. Demonstrate an alternative technique and develop a structured training program with tracked hands-on teaching.
Whenever possible, have these conversations in private. Some employees, especially at first, may perceive your assistance as corrections or punishments if you discuss their jobperformance in front of others. Be empathetic and listen more than you talk. Many times, an employee has, at least to them, a good rationale for a misguided action. Help nudge them to a better conclusion by allowing them to think it through themselves.
Mentoring is about discussion and guiding, not winning a debate or proving a point. You’ll soon discover you learn as much as you teach when you apply the OLA Rule.
Many younger employees see their job as something they do, not who they are. In veterinary practice, this distinction is essential for sustainable mental health. Flexible scheduling, offering an Employee Assistance Program (EAP) to assist with physical, psychological, and financial health, and ensuring a safe work environment are some basic tenets of leading today’s clinic teams.
Our employees also need hope for the future and an understanding that their efforts are making things better. In addition to having control and influence in their professional and personal life, our staff want to know that they’re improving the world, even if only in small, local ways.
Embrace employees as the whole human beings they are, and you’ll increase retention, productivity, and job satisfaction. Plus, it’s the right thing to do.
Successful veterinary clinics will adapt to these changes and provide working environments that allow for flexibility, autonomy, progression, and learning.
Stop micromanaging and start mentoring. I hope these tips inspire you to adopt a bilateral, collaborative training and leadership style in your practice and make our world a little better.
In consideration of the mutual covenants and agreements hereinafter set forth, the parties agree: