If you work in a veterinary practice or in the pet industry or in a business that supplies goods or services to the industry and you have something to say - why not become a 'Guest Blogger'?
For more information click here to read our: Guidelines for Guest Bloggers
In Part 1 of our series, we explored the incredible value of coaching in veterinary practice.
We examined the inherent contrasts between coaching and mentoring, and explained how coaching utilises the art of asking questions to foster growth, independence, and inspiration within your veterinary team.
In Part 2, we take the coaching playbook to the next level with information that equips you with the tools to have well-structured coaching conversations to elevate your veterinary team’s experience and transform your approach to leadership.
As we’ve discussed previously, mentoring is a critical component of team development, particularly when it comes to clinical competencies, such as patient care and practice procedures.
Being passionate about the work we do, many of us feel a natural inclination to provide immediate answers when our team members seek guidance. But, as we’ve learned in Part 1, coaching flips the script. It’s not about solving problems; it’s about asking the right questions.
Curiosity is the cornerstone of good coaching.
Staying curious as a default emotional response to interactions with your team members can reshape your mindset as a leader, fostering better relationships and facilitating learning.
You’re probably thinking “okay, stay curious, but let’s get down to tactics”. Before we do, let’s address a common concern.
We need to be clear: coaching isn’t some mystical skill, it’s simply a form of questioning that adds value to everyday conversations, making them more insightful and impactful.
Coaching can be seamlessly integrated into your day-to-day interactions by embracing curiosity and supporting your team members to find solutions through asking open-ended questions.
But first, for coaching to be effective, two conditions must be met:
☑️ Equipped to Answer: The person being coached needs to have the knowledge or experience to answer your questions.
☑️ Focused Listening: As the coach, you must learn to listen to understand, instead of jumping in with your advice or opinions. This is called the Advice Monster and you’ll meet this nemesis in Part 3.
Casual coaching involves changing your response style to encourage team members to think harder about their thoughts. On the formal side, we introduce the G.R.O.W. model: Goal, Reality, Options, and Way Forward.
🌱 Goal: Where do you want to go?
🌱 Reality: Where are you now in relation to your goal?
🌱 Options: What possible paths can you take to reach it?
🌱 Way Forward: What’s the first step?
While this structure may appear complex, it’s a tool – a framework – to keep your conversation on track, leading to more effective coaching sessions that guide your team members to positive outcomes.
And when you ask a question, don’t fear silence; it’s your ally! Letting a moment linger after asking a question gives your team members the time they may need to reflect and formulate their thoughts.
In Part 3, we’ll arm you with strategies to tame the notorious Advice Monster and gain full control over your coaching and mentoring interactions.
Paul Ainsworth is the Founder and Director of Lincoln Institute of Veterinary Business and has built a distinguished career in senior management and leadership. He is a graduate of the Australian Defence Force Academy, the University of New South Wales, and the Royal Military College Duntroon. He was awarded the prestigious Sasakawa Leadership Scholarship while completing the Executive MBA program at the Australian Graduate School of Management. Paul began his career as an Infantry Officer in the Australian Army, serving internationally in five countries and culminating in service as a military observer in the Middle East. Following his military career, Paul was appointed the inaugural Director of ALDI Foods in Australia. In this role, he played a key part in establishing the workplace culture and operational foundations of one of the world’s largest food retailers during its entry into the Australian market. Paul later served as CEO and Board Chairman of Australia’s fastest growing company (BRW #1), where he was approached by the board to lead significant organisational change and offshore expansion in the highly competitive energy sector. In his spare time, Paul enjoys socialising with family and friends and exploring the many unique regions of Australia and the world.
Connect with Paul:
Even in the most capable veterinary teams, not every working relationship feels easy, and there’s usually a reason for that. We’ve all been there. You're working with someone who’s perfectly competent – maybe even kind and considerate – and yet, something doesn’t...
