Good afternoon everybody and welcome to today's lunch time webinar on what's in a name. I'll just go through some housekeeping with yourselves first. If you do have any questions throughout the webinar itself, if you can just hover over the bottom of your screen, and the panel will come up and you'll see a Q and A.
If you can click on that and pop in any questions that you have in there, and then at the end I will run through them with Gillian. I would also like to thank our sponsors for today's webinar which is VN Features. I will now introduce your speaker.
Gillian was one of the first RVNs in the UK to own a veterinary practise and was co-founder of Ayrton Veterinary Hospital. The business opened in 1999, progressing to a purpose-built veterinary hospital in 2006. Gillian was part of the design team and co-project managed to build.
She then led the sale of Ayrton to independent vet care in 2017, but continues in the role as business director. As centre manager of the College of Animal Welfare, she was involved as deputy programme leader in the setting up of Scotland's first BSC Honours degree in veterinary nursing. Her interest in leadership, practise culture and clinical workflow.
She holds the European School of Veterinary Postgraduate studies. And also a certificate in business and professional skills. Gillian is senior vice president of the Veterinary Management Group of which she was president in 2019 to 2020.
Over to you now, Gillian. Thank you. Hello everyone, it's lovely to be online with you this lunchtime.
I'd like to say a thank you to VN Futures for asking me to be part of this series. Right now, you might be wondering if instead of logging in to lead RVN what's in a name, you have somehow tuned into the BBC and you're watching The Secret Life of Elephants. Well, no, don't worry, you have come to the right place.
I say this often, but I love elephants. And so whenever there is a chance to use an image of our grey frames, I do take it. We can learn much from them.
And today, in particular, looking at the role of a lead RVN elephants and their natural ability and leadership came to mind. Now they do say that a picture speaks 1 1000 words. And so I'd like to use some images that some of you might just relate to.
Let's start by having a look at how many of us started out on our journey towards a lead position. So we were a little newbie. We often felt like we were drowning.
We needed a helping hand. But we were full of hope, and enthusiasm, and most of all, ambition. On our journey, some days we fitted well into the team.
We were growing inability, knowledge, and confidence. We were forging good working relationships with those around us. And so it was mostly a positive experience.
But then on other days, Things weren't looking quite so good, and we just wanted to do this. Until finally one day. All that commitment Dedication and hard work paid off.
And finally, we got to this lead position. Although head nurse might be accepted as the most commonly used title for those leading a veterinary nursing and support team, I'd like to offer why it might be an idea to consider having a lead rather than a head, and that, Devolving some of the responsibilities of the role might just be beneficial for everyone. Now a headship indicates an official hierarchy, but it doesn't necessarily mean leadership.
Someone can be ahead of an organisation, but they may not have any influence over the team they work with. So they are ahead, but they're one without any influence. One of the problems of having a central loan figure at the top of a team is that it can limit that team.
And those that join that team and then ultimately the practise that they work in. Many of us know the frustration of joining a practise where there is already a head nurse, and only if they leave or, well, only if they leave can succession or progression happen. In some cases, there's the frustration that the head RVN has been there a long time.
They may be resistant to change in certain areas, and in some cases, they may not be as confident or competent in the role or have as much influence with the team as other people do. So they lack those essential leadership qualities, and we do know that from the many studies out there, if there is little or indeed no leadership, then teams become demotivated. And demotivated people often seek other jobs and they leave the practise.
So, Having a lead allows for other talented and influential team members to come up alongside that lead position. But in different leads. So that could be medical, surgical, wards, stock, training and support, to name a few.
And it has the absolute positive of giving more of the nursing team an increased and shared responsibility. And that, Shared responsibility leads to an increased self-confidence in the job and a sense of wellbeing, and therefore, people may just stay longer in their jobs, so it actually does aid retention. So in summary, the benefits of having lead RVM would be, well, firstly to say that headship doesn't always mean leadership, but it allows for the growth of other talented team members, allows for the growth of staff joining the practise.
Shared responsibility makes the guy rope more even, and I use that term quite often, guy rope. Now, I don't know if anybody does camp. But if you do, and you've put up a tent, you know, when you're trying to pull in it yourself or with one other person, it takes so long to go up, it's so difficult.
But if there's a few of you, you all take a, a rope and you pull. Doesn't that thing just go up well? Listen to me as if I somehow camp on a regular basis.
It's not happening. I'm thinking of once or twice in life. It offers more support through the team.
Encourages confidence and satisfaction. Promotes individual well-being, age retention. And perhaps this is a One of the most important is that the practise will still function well when Heaven forbid you should take a day off or go on holiday.
You'll notice that I've highlighted that term shared responsibility in the summary, because I'd like to look at that area a little bit more in detail. Often the very weighty stress that a headship can bring is reduced. If the responsibility is devolved and more than one person shares that responsibility and accountability.
The central argument here is that there should be much greater emphasis on shared responsibility for improving our own personal health, as well as the health and clinical outcomes of our patients. At this time in our ever changing and more recently COVID-19 challenge profession, we do perhaps need to have a cultural change and become more adaptable. A definition of shared responsibility, well, it could be something simple like collaboration between two or more people.
Performing the same kind of activity, but it's actually a style of management, and one that leads that places an expectation on each member of the lead nursing team. One where they are individually, collectively responsible for the future success of their practise. So the lead nurse team would take up individual responsibility of an area or could be areas within the practise, and as I said before, it could be theatre, wards, consumables, consulting, training, support, but something that they can consider the effectiveness or efficiency of and where they are able to contribute to improving and developing that area where necessary and have that very satisfying.
Feeling when they can see that positive changes they themselves have made affects everyone in the practise and the practise itself. It would be important to say here, though, that the actions and behaviours of a lead nursing team should demonstrate to others in the practise that they're working towards what is best for the future success of the whole practise, and the people within that practise, and not just for any personal preference or gain. So in summary, the team would be expected to offer ideas and thoughts on how they can make their individual areas more efficient, effective and successful.
In sharing responsibility with others, there's also psychological benefit. If we share responsibility among more of the nursing team. It not only results in an improved team well-being and performance.
But it does underpin the overall culture in that practise. At Greatly influences the way that people in the practise behave towards one another. Sharing responsibility has the added advantage also of combining the intelligence of the whole nursing team.
And that can be even greater than that of just one nursing leader. It could be argued that in our challenged profession, practises at the moment need as much intelligence as possible to resolve all of the complex issues that are affecting us and will affect any or will affect the future success we will have. If people feel responsible, they do feel a certain ownership towards the place that they work.
And with that, they're more likely to invest their energy into it. And ensure the safety of their team, which at the moment, unfortunately, we all have to be particularly conscious of. This approach, sharing responsibility also encourages individuals to understand the whole practise and how it works.
That can only be a good thing. It's known to encourage concentration and performance. It promotes kinship.
The that sense that, you know, that sense of sharing everything amongst the whole team. And that in turn simply helps create mutual self-interest to succeed. So, I would say that the benefits of sharing responsibility within your role does far outweigh keeping it all to yourself.
And if we just look at a few other benefits, if you do do that, you do devolve to others some of your. Rules. I've put a whole list there, increasing team morale, people do feel appreciated.
It frees you up, it frees you up to focus on a bigger picture. To take you forward. And you can move faster.
It prevents you from spreading yourself too thin. Prepares other than the team for leadership roles within that practise. And very important, maintain your health by avoiding.
The temptation to overwork. Contributing to the success of the whole practise and for us to remember. That The success of others in our teams reflects well on us.
It's a great sense of joy. Responsibility sharing puts lead nurses ahead of the game, and it gives us a chance to fix areas that are not currently working too well. And we can do it without falling behind, and as many of us who've done it and would admit, the guilt that goes with that.
There are very few ways more successful to achieve engagement with your colleagues than to share with them your responsibilities. And lastly, to bear in mind for those of us that tend to want to control it, and I will include myself in that. That happy and engaged colleagues are more productive, and as the group leader.
That success, as we just said, reflects very well on you. So having decided on the term lead RVN. And the benefits of that and of sharing your responsibilities with others.
The next important consideration is what is the primary function of this role. Look at that. Lovely.
The primary function of this role is to be a role model for others, for the team that you lead. The nurse leader's role is to serve as a role model and provide effective experience for other members of your team. So what would that look like?
What would it look like? Well, being a role model is about us as people. It's not the job.
It's our personal, desirable and valued. Characteristics, traits and behaviours, and it's not an easy rule. It takes energy.
It's challenging in all sorts of ways. And it demands that we are. Or that we have integrity, tact.
Compassion Hard work. Professionalism. And that we are respectful and that we are optimistic.
In fact, it's a wonder anyone gets it right. Look at that list. That's a lot to ask of one person.
But if you do, if you do get it right. Then the rewards are enormous. Not just for you, but being able to provide opportunities for your colleagues by creating an environment in which the whole team, the whole veterinary team can flourish.
The role that you have, the position that you hold, is one that is very influential. It is therefore essential that as lead RVAs, we do impart professional standards. Impart values and beliefs of the practise and demonstrate appropriate behaviours and skills.
As lead RVNs we need to be consistent, open, honest, honest communication. Brave. We need to demand standards, and if they, if, if not there, if those standards asked for are not there, then to call people on poor performance or poor behaviour.
I'll give a fairly basic example of that. If the team have agreed that a belief of the practise is that no animal in the practise will ever be either in pain or cold. Then you need to demonstrate by your own actions that under your care on your watch, no animal is ever in pain or cold.
It's essential that a nursing leader shows by example. Personally, I've always considered that my communication, thought processes and approach towards that job. Almost has to be on a higher plane.
And by that, by that, what I mean is that when considering any challenges, my first thought was, it was always the welfare of the patient, the team as a whole, the client, and the practise. So if you can do that, if you take a bird's eye view. An overview of all those before making a decision or before implementing a change or carrying out an action.
So if you were replying to a request or a grumble, I know we don't often get grumbles from others in our job, but say you did. If you could just take that time and consider those three things, the welfare, the team as a whole, the client, 4 things, the practise. Then everyone wins.
I do believe that if we put a spine that is workable, so it's a workable structure with processes and systems, and that people that join our practise fit with that structure so that we have a standardised and a quality way of working. Rather than for every person that joins the practise regardless of their pos position, the practise and the spine are forever moving and changing. You know that way where someone joins the practise and immediately.
Every day you're having to reconsider how you're doing things, what you're doing when, it can be really challenging. It can add on that stress for sure. So if people fit the spine of a practise and a successful structure, then the outcome tends to be a a more successful one.
Now, I am fully aware that the words, processes and systems turn people off. They used to turn me off. But actually, They are real positives and keeping a workflow and making people feel that there are boundaries.
And we understand that boundaries reduce practise chaos and therefore team stress. It makes it far easier for you when you have to make perhaps a difficult decision that you consider. Whatever it is, whatever you're considering, so that you consider something, does this fit with our working structure?
Or would it be, would it be by doing this that it takes us right off track onto another uncertain one, and then that might cause discord discord amongst my team. And I've just, heaped on that additional stress which we want, we don't want to do. If you have a structure, a spine that is well maintained, then you as the lead can't ever deviate from it.
Well I say can't ever. You understand that our jobs have Things that just suddenly happen that we have to be adaptable. To change towards, but, but as a general rule, so as a general rule, we don't deviate from the spine.
So you are consistent. Then the people around you trust and respect that, and it also does remove our natural inclination to show favouritism. So if you make your decisions based on the successful running of the practise, be confident in letting the team know that ultimately, the driver here is about patient care.
Your every action and your words have to tie in with what the practise, values and beliefs are. Now, presumably, if you're working in that practise and you have reached a leadership position, then these values and beliefs will be yours too. They can't ever be undermined by you and tempting as that sorely is on Sundays.
Now, I'm not saying don't be human and have a grumble because we all need to do that, don't we? I'm asking to remember that on every shift you work with your team, you are affecting their thoughts and their performance. So we should be working towards gaining trust and respect.
Did I just say respect her? I did. Work towards gaining trust and respect.
It's a driver of performance. So gaining trust and respect. Have those difficult conversations.
Don't shy away from them. Tempting as it is, they become bigger than necessary. And once they're at a certain level, they become far more difficult to resolve.
Make all communications with those around you open and honest and never personal. For us to uphold agreed standards, demonstrate the agreed values, and that our decision making is consistent. So no favouritism towards certain members of the team, and certainly if someone asks you.
For a decision, and it's 9 a.m. On a Monday, or it's 2 p.m.
On a Wednesday, or it's 4 p.m. On a Friday, it should actually be the same.
Keep confidences so important that we do not discuss. Individuals with other people in the practise. It's one of the biggest breakers of confidence, isn't it?
Not just at work, but personally. And to really listen to people when they talk to you, to really listen, and if you can have that blank. Mind.
By demonstrating these standards and values does build a team around you. Most of us, most of us admire those that are brave, and that are willing to speak out and stand up for what they believe to be right. And in our case, that's animal welfare.
So it is actually reasonably easy for us. Being a role model, along with introducing. Relevant and workable structures.
Encourages from those around us. Trust Bonds do develop, people start to want to contribute towards that team. We grow as individuals, we grow as a team.
And the result of all of those means that that practise does really well. So that's what it takes to be a role model. What is it we need to consider and to do to make the team that we are part of flourish?
The support of a spine is essential. And stopping us falling into a crumpled heap. And as lead RVNs, a good team are certainly at the core of our support.
And if we have that support from them, we're then able to meet the daily standards expected of a modern day veterinary practise. And in a similar way, giving support and encouragement to others to be the best they can be, is essential for us to be able to provide successful patient care. And an important part of that encouragement is having the right culture in that practise.
The leadership team and that by that I mean owners, business managers. Lead our VMs, lead clinicians, they need to establish and develop a successful and positive culture in the practise. Now, it would be important to see.
That Although you can personally lead a team, in terms of practise culture, that is not something that you can do by yourself. And so it's of the utmost importance to have a collaborative approach with other people. In lead roles in their area.
No, that's not easy. That is not easy. Maintaining a good team culture is tricky.
Because if we think about it, ensuring the motivation and happiness of one person is hard. So making sure that a diverse group of people. Working together effectively over a long period of time.
Well, that's just, that's on another level up. You need to consider the dynamics across the whole team. It's interactions, processes, behaviours, and attitude as a whole group, as well as these smaller subgroups.
So, In order to create a positive culture, we need to understand our teams in terms of what their stressors are. And also in terms of what they need to feel valued and to feel appreciated. That would stress you, would it not?
If that was trotting through your front door. There's enough research and examples out there to suggest that The common anyway, workplace stressors are. Working in a disorganised environment.
And there being a lack of control in the job that we have, and that in that job, we're unable to have. Any input And that there would be a lot of working uncertainty in that environment. And something that is, I'm sure you'll agree, huge and our profession is this time ongoing time pressure it seems.
And add on top of all of those, there's a lack of being or feeling, perhaps it's not true that there is a lack, but certainly feeling that there's a lack of being appreciated, a lack of being valued. And often we can feel in practise that there is a, a ceiling, and so we can often feel that there is a limited professional growth. That's quite a list.
If we turn though to looking at what we need as people to feel valued. In contrast, it's really not very much. In order to feel valued.
We just need an opportunity to be able to contribute. And we need the people around us, and the people that we're working with for, beside, we need to be encouraged to grow. Because we know that professional confidence increases us and results in us being, if not always happy at work, because that might be unrealistic, but it certainly would help us be more content at work.
And if we are, and I've used the word happy, but if we are happy where we are, what we do, then we might just stay longer in that job, and obviously that age retention, something that as a profession, we are certainly suffering with at the moment. Teams will flourish if we are all adhering to the same professional standards and beliefs. And in order that as a lead RVN we can communicate those to our teams, we need to know them.
No, it is not possible, unfortunately, in this session today to cover all of the many and varied challenges that you face. But let's look at some of them, some of the challenges faced by elite RVN, and then consider how they might be solved through being a role model. And that is important because When we get it wrong, then in the natural world, it might look something like this.
But when we get it right, Then it could look like this. Now I have used this slide before and I think it's lovely, but what's dawned on me just now is perhaps that's a little bit too intimate for the workplace, but it's a nice image anyway. So what I thought I'd do was to cover some common challenges and demonstrate that how.
If we are, if we are being a role model and we use these professional standards and we communicate values and beliefs, then we can reduce those challenges and we can reduce them to a much more manageable level, which is beneficial for ourselves. Actually for everyone, but for ourselves. So, I thought I would pick a scenario of words.
And I'll just run through this with you. Bear with me. I'll hope to keep it straightforward, not digress.
So supposing that the clinical team agree each day. That the vets will have a morning meeting. And they then along with the ward nurse and the veterinary nursing assistant will carry out ward rounds.
The patient progress reports will be updated on the computer by 9:15, ready for when clients phone for updates at 9:30. And it was agreed that the way those updates are recorded, start with the date, followed by the progress update. So for example, staying in today, being radiographed at 11 a.m.
Going home at 30 p.m. Through.
MPGHTP and lastly, that the ward nurse initials, so that if there are any further queries about that patient, then you know who to go to for more information on that case so that the ward nurse initials are noted down. If any part of that process falls short, then your role is to speak with the vet and the RVN together. And ask if there's a valid reason for this changed approach.
But the question should be put in a calm manner and importantly, a respectful tone of voice. And genuinely listen, there may be a very good reason, so you want to make sure you listen to it. If there is no valid reason, then you firmly reiterate the importance of a standardised approach in the practise.
So for example, quality of patient care, and then ask your colleagues for a return to the agreed way of working. It's a good it's a good idea to suggest a review, so perhaps in in a week. But your communication there was open, honest, direct and professional.
It wasn't personal at all. And you can use this approach to many scenarios in your day. There could be so many scenarios throughout your day, but that approach would always be the same.
Open, honest, direct, professional. Another one might be . Instead of the the team complaining about an ongoing situation in the practise, so it's an ongoing grumble that's wearing you down, actually address it.
Ask to meet with your employer or your line manager, and give them an idea of what this meeting will relate to. Prepare for it. Write everything down.
Get it out of your head and either whatever suits you best onto your iPad, your phone, a piece of paper, whatever works for you best. Someone said to me many years ago, Gillian, take it out of your head and write it down, because if it's in your head, it becomes a pressure. And it was such a simple thing to have said to me, but it was so effective, and I use it all the time.
It reduces stress and pressure if you make notes and don't carry things in your head. Your head will for sure feel clearer. You'll feel more alert.
And it also has, it also stops you from forgetting anything important that you particularly wanted to see. So when you're at this meeting with your line manager, employer, be clear, be concise. Be positive.
Stick to relevant points. Our temptation for all of us is to go off on tangents, isn't it? But it's not always helpful to the situation and doesn't always affect a good outcome.
Explain that you wish to do a good job on behalf of your team and the practise and patients, but in order to achieve that, this is what you need from them. What you need from them in terms of resources, so support, time, equipment, finance. But For your part, have, if at all possible, try to think through a potential solution.
So that you go in asking for these additional resources, but you've already thought through a potential solution. What you've achieved by adopting this approach in each, in both of these scenarios is to create a bond. And trust and respect from your colleagues.
And just to remember that the clearer your message, the better the team responds. I decided to pick rotors to fit under this one. Never has such a tiny tiny word.
Had the ability to cause us such big problems, don't they? Is it just me? I'm sitting here suddenly thinking maybe it's just me, but it has the ability to turn your blood cold, doesn't it?
When you create a rota. I would suggest, it's just a suggestion, but write down the hours that will allow the practise to deliver the best possible patient care and service. Think about those hours that need to be covered for things to run well.
And the hours that will mean that the people working will be well supported. So whenever anyone's in the building at any time that they're well supported. Once you've done that, once you've established the hours, then think about the number of people to cover those hours and what the breakdown of those people may be.
So would it be receptionists, veterinary nursing assistants, veinary nurses. Who is needed and when are they needed? A rota shouldn't ever reflect a team preference.
It's not about pleasing anyone. You're not actually there to please anyone. And if you like it, but you're not.
It's about patience and it's about supporting staff and clients. So for example, you think that it's best to have 3 RVNs on to 6:30. It would provide better inpatient care.
But perhaps certain people in the practise might not like doing lates, and so you think to yourself, oh, I might just cut down on that hassle, and I might put two RVNs in and the receptionist, and then that would probably be OK. Does that sound familiar? Is anyone right now in the house or the office or the practise shrinking back into their seats?
Is it? I can't see you. I don't know.
But to remember that those team members that do care. And know that what's happening is not right and it's not the best service. How can they support that and how can they respect that?
How can they respect something that they know to be wrong? Your time is so valuable. Know that.
Make it a point to have a professional approach. And that colleagues respect your time. Now we talked about devolved tasks, responsibility within your role.
Learn to delegate tasks. You might be ultimately responsible that things are done. But that doesn't mean that you actually have to do them yourself.
You certainly have a responsibility to have an awareness of the bigger picture. And to be thinking, is this the best use of my time? I'm in the cat ward and I'm cleaning litter trays.
Is this the best use of my time? I'm in the scrub room and I'm folding gowns. Is this the best use of my time.
You do have a responsibility to have that awareness that you're thinking for a bigger picture. Could my time, this would be your thinking, could my time be more effective spent elsewhere, perhaps on something that will have a bigger impact or result for people, for patients, . Or 4 clients.
I'm sure you would agree that one of the biggest interruptions and stressors in our working day is being caught on the hop by colleagues, often wanting just that inverted commas quick 5 minute chat. You know the thing, you're coming down the stairs to chat with someone and suddenly this person leaps out of a cupboard from nowhere. And the request, is that they can have, can they have the day off on the 21st of November 2025 for a wedding, that kind of thing, or you're helping wheel in an RTA into prep.
And someone asks you, would they be able to leave 15 minutes early the next day for an appointment they have. Now, this is certainly a quick fix for others, but it does take a toll on you. So Thinking about this, not keeping things in your head because it becomes a weight that you really don't need.
Instead, ask others to put things in writing or send a computer messaging or email for you. Don't meet. If possible, with people in the corridor or allow passing requests on a stairwell.
If it's in your head, it's gonna become a weight. So if you're going up the stairs to speak with a client, Regarding an inpatient and someone catches you in the corridor and starts to explain that they have a dentist a week on Wednesday at 2:45, can they have the time off that day, or this person jumps out from a kennel as you're helping to move a dog and wants to know if they can have time off in a week's time. The reply to both, to both as you're walking, as you're walking towards your patient or you're walking out the room would be, can you write that down for me, please?
Or can you send that over to me, please? Can you send a message? Whatever suits you best.
But then say to them, and I'll confirm that to you by the end of and give them a, an idea when you will actually respond to that. But I would suggest that the time that you give, not to be one that's realistic. Again, thinking about your own wellbeing, make sure that your team's expectations of you are realistic.
The difficulty for sure. Will be maintaining it. But try not to let people wear you down.
We can get so tired, can't we? Keep a consistent and professional approach, because the stronger and clearer that your message is to those around you, the better the team response will be. And at some point, and it won't be too far in the distance, it will become an accepted way of working and an accepted way of interact interacting with you.
I don't intend to say too much about this one, except to highlight that it's a proven useful tool in helping you to successfully lead a nursing and support team. Whilst still being able to keep yourself balanced. It's a definition of misunderstood, but if we break it down simply, then flow is the action of moving along steadily and continuously.
And workflow is a process involving a series of tasks or events. So how tasks are accomplished, in what order, and by whom. So simplified, clinical workflow is the delivery of clinical services.
As I mentioned earlier, There are several key main stressors in your role and with your team, just some of them we mentioned was disorganised working environment, lack of control in the job, lack of being able to have input, uncertainty, time pressure, and so it goes on. So although there is no single answer to solving all the many and very challenges you and the team face. In terms of reducing practise chaos by creating a structure, a spine, easing individual stress, increasing our well-being, and encouraging a team contribution and taking of a guy rope, then the introduction of clinical workflow in general practise can be of enormous benefit to everyone.
If you were interested to hear more about that, then webinar they are kindly hosting a session at the beginning of September. So, please do feel free to, to tune in. I'm going to digress just a little bit here.
Bear with me. Since the similarities between our Big grey friends And ourselves is fascinating. Now you would think that the size and weight of an elephant would be used to lead her herd, but it's not so.
Researchers have discovered that many kinds of animals, so lions, chimpanzees, dogs, leadership is usually established by being dominant with others. An elephant herd usually comprises 6 to 12 elephants and is led by the wisest and oldest female known as the matriarch. The herd relies on her to lead and to make decisions regarding the course of action.
But, and here's the interesting thing. Elephant, alpha female emerges not according to the strongest or the most aggressive personality, but because of the respect that's earned, that's been earned by other elephants, she demonstrates leadership through her wisdom, strength, and extraordinary. Problem solving skills, social intelligence, openness, decisiveness, patience, confidence, compassion.
The gift of the seven personality characteristics is what helps her to live up to an incredible 70 years old and still endure. I love this slide. This is FMU one.
It's not the best name, but she was one of the oldest super tuskers who died last year of natural causes. And although it's sad to lose an animal like her, the heartwarming bit is that she will have left behind many young elephants who have benefited from her, and in time they will impart those traits somewhere down the line. If we strive to be a role model.
Maintain professional standards, communicate values and beliefs, and have a shared responsibility. Then just some of the benefits are. A happy, productive, professional team, a happy, engaged, productive and professional team.
We would have an improved clinical service, within our practise. Our clients would be satisfied and have confidence in the profession. And if they have confidence in the profession, it actually helps us to keep confidence in our profession.
I know we are not driven by profit and profitability of the practise, but important, just the same, and something we do need to consider. And the last one. So it's a question mark.
Any thoughts as to what that question mark might represent? Well, I thought I would branch out here and be a little bit artistic. And so I've put together a rather colourful Venn diagram.
So there it is. The answer, Improved clinical outcome. And research would support that successful leadership results in better outcomes of patient care.
And that is, after all, why we do the job in the first place, isn't it? Profitable practise, satisfying clients, quality of clinical service, and a happy team. They all come together with the result.
Improved clinical outcome. Some time ago, I read a couple of quotes by lead RVNs and was quite inspired by them. So I thought today that I would share them with you.
I'll let you just read that yourself for a moment. And another. Nice things to read.
So With all that's involved with this role, are there any actual benefits to having it, or to sharing the responsibilities of it? Well, the answer is yes. And I'd like to leave you today where we started, and that is hopefully with another smile and .
Fabulous elephant photograph. But to say to you with confidence that you and your lead team can make an enormous difference to the working lives of your colleagues. To the outcomes for patients.
To the satisfaction of clients and a huge contribution to the success of the business. So definitely worth it. We face challenges on a daily basis.
But how we approach our role, the professional standards we insist on, and communicating values and beliefs to your team makes those challenges more manageable. As a leader, it makes it far easier to communicate with your team. Line managers, employers and colleagues.
To ask for those quality standards and professional conduct. To be able to communicate effectively with clients. So just the challenges that we face on a daily basis.
If we remember the reason why we do what we do. And that's the welfare of animals. Thank you.
Thank you, Gillian. That was a wonderful and insightful presentation. I think we can, we can all agree on that.
And somebody has always has already said, amazing presentation. She was about to ask a question, but you've answered it, and that is what it's all about. I'll just leave it a few minutes now to see if we've got any more questions for Gillian.
If you do think of questions after you have watched this webinar, please feel free to email them into office at the webinar vet.com, and we will do our very best to pass them on to Gillian and get you an answer as quickly as we possibly can. I would also like to thank our sponsors today, which has been VN Futures, and I'd also like to thank the back office team who work tirelessly to put these webinars on for us, throughout the day.
