Most new associates are busy at work. It’s the nature of veterinary medicine itself.
Emergencies, sick cows and client herd programs are a reality of day-to-day work. Each call expands a new associates skill set and productivity.
But why are so many young associates stuck in a rut. They’re busy, working hard and have great production numbers. But they still report something is missing, stating the “passion” just isn’t there anymore.
When coached in a one-on-one setting young associates often identify a common friction point for the development of this passion; they aren’t given a fair chance to “consult.” Making them feel as if they have no control over their days.
The primary problem of this whack-a-mole, ambulatory esque, approach during an associate’s early years is that few are busy with “quality work.” Hired as knowledge workers, which Peter Drucker defined in 1959 as, "...high-level workers who apply theoretical and analytical knowledge, acquired through formal training, to develop products and services,” they do very little true “thinking.” Their time is spent ambulating between problems, but never really doing any deep thinking beyond the next ddx.
The Value Of Deep Work Time
These budding associates never really get to the “deep work time” that we all love. What is it exactly? The definition of deep work time is when you’re in a state of distraction-free concentration when your brain works at its maximum potential. It’s that time that allows for expansive thought, idea connection, and the cultivation of a true knowledge worker.
These associates are excellent employees and doctors by all production metrics. Yet they still struggle to find passion in their work. The irony of this cannot be lost on themselves or ownership.
But there is hope. As an associate’s skill level at work improves and their expertise increases, they’re better able to exercise control over their time and develop passion for their career.
Some of this likely comes with a better understanding of their career or job demands. Some from better time management and via the building of client relationships. However, inherently the more skilled they become the more people rely and trust their decisions.
Interestingly, this skill development and subsequent client “need” also aids associate autonomy. Their improved skill is recognized, and it results in better client relationships and more openness to consulting. As their consulting portfolio grows, they can exercise more control over their days. Soon the associate is seen as an autonomously functional unit and as a capable peer by their team and clients.
Support Skill Development
This necessitates the conversation, “How do we aid their skill development?” Part of the answer is counterintuitive.... pull them off the front line.
Identify the time in their first few months that they are allowed to do deep work development in an area of great interest to them. Block off deep work time on a weekly basis for them. Uncouple them from their production totals and help them focus upon intellectual development.
Provide them one to two hours per week to read journal articles and summarize them for the group. Motivate them to take advanced CE trainings, to join intellectual peer groups or masterminds and encourage them to build a new service. Do these things before they begin to build their own consulting portfolio.
Opportunities such as these allow associates to develop competencies that will then feed back into the system. Creating a virtuous cycle where they’re more creative; this creativity makes them more in demand. This demand provides them with more control over their time and career direction which in turn ignites their passion for veterinary medicine.
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