Amy L Grice VMD MBA

22/04/2021

"Managing a dominant personality is a challenge, especially if they’re alienating their colleagues. For starters, you need to provide some tough feedback. Tell this person how they’re perceived, and explain the consequences of their behavior. Say, “In order to live up to your talents, you must learn to behave differently. Otherwise, you won’t accomplish your goals.” Next, you need to coach and help your aggressive star develop empathy. Engage your employee in active inquiry by asking them to step into the shoes of their peers. Ask them to consider their colleagues’ perspectives and viewpoints. Say: “What matters to this person on your team? What is that person’s biggest concern? Is there any common ground?” Your objective is to foster social and self-awareness." Read the whole article at: https://hbr.org/2021/04/managing-a-top-performer-who-alienates-their-colleagues?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge

Six dos and don’ts.

13/05/2020

Even in times of uncertainty, we can all agree that the best direction to be moving is forward. We hope that you can join us for "The Road Forward," a Patterson-exclusive webinar hosted by Amy L Grice VMD MBA.
On May 19, Dr. Grice will share how equine practitioners can best prepare for, navigate, and remain resilient through the months ahead. Save your spot here: https://register.gotowebinar.com/register/2353125714513867276

01/04/2020

Do this ASAP!!
https://www.ksmcpa.com/blog/paycheck-protection-program-what-should-you-be-doing-now

Introduced as part of the Coronavirus Aid, Relief, and Economic Security (CARES) Act, the Paycheck Protection Program is a lifeline for small businesses, injecting capital just when they need it most. The program offers nearly $350 billion in federally guaranteed loans, but the hallmark is that the....

23/03/2020

Some great advice during this time of lower interest rates!
https://www.thepennyhoarder.com/debt/low-interest-rates/?aff_id=4&aff_unique3=6179762699586&utm_source=facebook&utm_medium=social-paid&utm_campaign=low-interest-rates&utm_content=6179762647986-215164827&utm_term=215171701_215171751_215164827&utm_id=215164827&aff_sub3=6179762638786_6179762647986_6179762699586&aff_unique4=1&fbclid=IwAR1nZtns2dL27sW9ADygMKxGKIu2atEKN8yAO5geHQHkOyV90A9OG17dALA

Interest rates are at historic lows, so we asked three financial experts what we should do with our money now. Here’s what they told us.

18/03/2020

When the news is scary and the future is uncertain, many employees will look to managers for reassurance — even though you might not have the answers yourself. You can help by first finding your own sense of focus. Before you start communicating, take a minute to pause and breathe. Then put yourself in your audience's shoes. What are their concerns, questions, or interests? What do they need an immediate answer to? You might use language such as, “I know many of you may be thinking…” The quicker you can address what’s on their minds, the more likely you’ll be able to calm them down. Seek out credible sources of information, and read fully before distilling it into clear, concise language. You can confidently express doubt or uncertainty, while still maintaining authority. You might say, “Reports are still coming in, but what we understand so far is…” Communicate frequently, even if you don’t have news to report, so that people know you are actively following the issue. And provide tangible action items. Use language such as, “Here are the steps we are taking,” or “Here’s what you can do,” to demonstrate action.
This tip is adapted from “How to Reassure Your Team When the News Is Scary,” by Allison Shapira

25/02/2020

If not addressed, even a small conflict with a colleague or coworker can spiral out of control, leading to anger and resentment. When things get tense, you might be tempted to pull away. But it’s far better to engage and try to reset. Immediately acknowledge the tension, and allow the other person (and yourself) room to air your differences, while expressing that you expect a positive future working together. For example, you might say: “I know that we’re not seeing eye to eye on this right now, and it is upsetting for both of us. But I’m optimistic we can work it out.” Then, agree to talk or meet a few days later. This gives you both time to let your emotions cool. Eating a meal or even getting coffee together can help ease the tension. Lastly, remind your colleague that you care about the relationship and want to have more positive interactions in the future. This may help to keep your current conflict from contaminating the entire relationship.
Adapted from “How to Mend a Work Relationship,” by Brianna Barker Caza, Mara Olekalns, and Timothy J. Vogus

17/02/2020

What a thoughtful piece on working couples and power. https://hbr.org/2020/02/why-power-couples-need-to-talk-more-about-power?utm_medium=email&utm_source=newsletter_daily&utm_campaign=dailyalert_activesubs&utm_content=signinnudge&referral=00563&deliveryName=DM69134

Take time to be curious about each other’s ambitions — professional or otherwise.

02/01/2020

I run networking groups for veterinarians called Decade One, in order to help practitioners like this one feel confidence in setting boundaries, understand their life priorities, understand rational price setting, and learn about leadership, communication, financial management, etc. This is my passion - that equine veterinarians don't sacrifice their lives this way and become so emptied out.

12/12/2019

A survey of 7,500 full-time employees by Gallup found the top five reasons for burnout are:
Unfair treatment at work
Unmanageable workload
Lack of role clarity
Lack of communication and support from their manager
Unreasonable time pressure
https://hbr.org/2019/12/burnout-is-about-your-workplace-not-your-people?utm_medium=email&utm_source=newsletter_daily&utm_campaign=dailyalert_activesubs&utm_content=signinnudge&referral=00563&deliveryName=DM59061

Leaders create the conditions that lead to burnout — or prevent it.

03/12/2019

Do you micromanage? If you do, you are not getting the results you could from your team. Read more about how to quit this bad habit at https://hbr.org/2019/12/3-ways-to-kick-your-micromanaging-habit-for-good?utm_medium=email&utm_source=newsletter_daily&utm_campaign=dailyalert_activesubs&utm_content=signinnudge&referral=00563&deliveryName=DM57827

You may not even realize you’re doing it.

24/11/2019

Negotiations can get emotional for everyone involved. Whether you’re asking for a raise, more resources for your continuing education, or to sell your practice, you might feel very anxious. But you won’t be successful if you are too worried, so take steps to handle your emotions. Before the negotiation, ask yourself how your counterpart might respond — and why. Think about your best alternative to the negotiated settlement you wish for. By helping you identify potential setbacks and gathering additional information to respond to the challenges, you will be much more prepared. The more you prepare, the less anxious you will feel. During the negotiation, if you feel yourself getting upset or nervous, breathe deeply. Take a break for a few minutes or a few days by saying "I need to think about what you've just said. I need a few minutes (or a few days)." Then use this time to reflect on the underlying reasons for your fear and formulate a strategy to address them. If your effort to negotiate what you wanted was unsuccessful, try to avoid holding on to negative emotions. Reflect instead on your options going forward, and your best alternatives. Don't be afraid to open another dialogue.

21/11/2019

Lots of advice for working parents focuses on when children are small, but there are new challenges that arise as they grow up. For example, when your kid enters school, the childcare arrangements you’ve come to rely on often get upended. Prepare for this transition by thinking ahead to (and budgeting for) the new arrangements you’ll need. For example, you may have to secure after-school and summer care months in advance. There will also be situations you haven’t had to deal with yet — snow days, early school dismissals, parent-teacher conferences — so have some backup options, whether it’s nearby family members or a reliable babysitter. You should also cultivate networks of support by getting to know fellow working parents who can share carpool or childcare duties. And develop allies in the office who support your efforts to integrate work and family. Without an effective support network, balancing the two is unlikely to get easier over time.
This tip is adapted from “How Being a Working Parent Changes as Children Grow Up,” by Danna Greenberg and Jamie J. Ladge

18/11/2019

Feedback should be clear and actionable, not “nice” or vague.
Many veterinarians are conflict avoidant, and as a result sugarcoat tough feedback, either to avoid unpleasantness or to protect employees’ feelings. But research shows that managers tend to overestimate how well employees understand “nice” criticism. To make sure your team members have the clear, actionable feedback they need to improve, do a few things. First, give feedback more often. In addition to annual appraisals, use monthly check-ins and in-the-moment comments to talk about employees’ work. The repetition will reinforce your message. Second, avoid language that could obscure your meaning. For example, “likely” and “a real possibility” are phrases that don’t mean the same thing to everyone. Be specific in what you say. Third, after you give feedback, ask employees to paraphrase what they heard, to ensure they understand it. Ideally, they’ll be proactive about asking questions when needed — but if they aren’t, neither of you gets what you need out of the conversation.
Adapted from “Are You Sugarcoating Your Feedback Without Realizing It?,” by Michael Schaerer and Roderick Swaab

16/11/2019

When you’re caught off guard in a negotiation, it’s normal to freeze and wonder what to say next. After all, no doubt you weren’t prepared for your counterpart to change the start date, take back a benefit, or deliver an ultimatum. If this happens to you, try to avoid immediately jumping to a conclusion. Instead, suspend judgement, think “I wonder what led them to say that,” and then ask at least one question. For example, if an employee unexpectedly demands a raise by saying, “I’ve been undervalued for too long,” try not to simply shut down the request, even if you think it’s off base. Ask something like: “Can you help me understand your thinking? What would getting a raise mean to you personally?” This kind of questioning might surface the employee’s real need — perhaps, to be seen as an important contributor and valued at the practice — and then maybe you could negotiate an adjustment around the employee’s visibility rather than their pay.

03/11/2019

Veterinary medicine is not alone in struggling with corporate buy-outs. https://hbr.org/2019/10/the-role-of-private-equity-in-driving-up-health-care-prices?utm_medium=email&utm_source=newsletter_daily&utm_campaign=dailyalert_activesubs&utm_content=signinnudge&referral=00563&deliveryName=DM53946

It prioritizes short-term profits over patients’ health.

09/10/2019

Unwritten rules and ways of doing things — both good and bad — are ingrained in the corporate world. Often, these norms become so enmeshed in company culture that leaders don’t even think about them. But if a company’s norms aren’t regularly revisited to ensure they align with the organization’s goals, and if leaders aren’t careful about how their behavior contributes to them, they can morph from a positive force to a destructive one. https://hbr.org/2019/10/why-you-should-write-down-your-companys-unwritten-rules?utm_medium=email&utm_source=newsletter_daily&utm_campaign=dailyalert_activesubs&utm_content=signinnudge&referral=00563&deliveryName=DM51983

What goes unsaid can have a profound influence on employees’ actions.

09/10/2019

Giving better feedback may mean rethinking what you say and how you say it. https://hbr.org/2019/10/are-you-sugarcoating-your-feedback-without-realizing-it?utm_medium=email&utm_source=newsletter_daily&utm_campaign=dailyalert_activesubs&utm_content=signinnudge&referral=00563&deliveryName=DM51983

Making critical feedback “nice” doesn’t make it more effective.

19/08/2019

"Several ways we can all practice what psychologists call “holding space” for those we see experiencing emotional distress — at work and beyond:

We can be available and willing to take the time to reach out to others.
We can remember to close the door if someone asks to confide in us.
We can listen deeply and ask questions that allow the person to say as much or as little as they want.
We can respond in a way that is understanding without necessarily trying to fix or solve the issue.
We can thank them for sharing, and if something comes to mind that we think may be helpful, we can ask a question: “Would it be helpful if I did this?”

Read more at https://hbr.org/2019/08/what-wellness-programs-dont-do-for-workers

Here’s what it would mean to take employee well-being seriously.