Andy said: “High functioning practices, revolve around the nurses. Naturally, they are a communication hub.
"It makes sense to recognise the essential role they play and develop a nurse-centric structure.”
“Start by making sure you’ve enough nurses and look at how the rota is set up.
"Ensure everyone understands the practice’s vision and mission, as well as the shared values and the behaviours which demonstrate those values.
“When there’s alignment between individual and organisational goals and values, you all naturally pull in the same direction.
“Then it’s about how the day is set up and who runs each part.
"In our practice, the nurse is responsible for the running order, for allocating who’s doing what and making sure everyone understands their roles, and liaising with the vets.
"It’s about ‘working in flow’.”
Helen (pictured right) says empowering nurses is as much about how the team interacts, as its structure: “Like anyone else, nurses need to be acknowledged and have a psychologically safe space to discuss ideas and challenges.
“We can all build trust by being curious and asking lots of different questions.
"Experienced team members need to be fallible and humble, setting the scene so that everyone in the team has voice.
"Ideas should be expected, and welcomed – after all, the outcome of a patient is rarely due to just one person’s expertise.”
She added: “Where nurses’ contribution and potential are recognised, and the hierarchy is shallowed, they make incredible leaders."
“At BSAVA Congress 2023, I’ll be speaking about delegation.
"As leaders we feel we have to ‘own’ tasks and that inevitably means doing it ourselves.
"But that’s not always the best option.
"It can leave leaders feeling overwhelmed, whereas delegating tasks can empower others, build resilience within the team and help with retention.
“Small practices often have that traditional command and control structure – it’s the classic triangle, where the owner sits at the top with others underneath.
"Broadening that hierarchy is both possible and practical.
"Leverage the talent on the team, grow it, develop it and you’ll be nurturing next level of the leaders.”
Andy says he has sometimes found it a challenge to let go: “Like many vets, I used to be a bit of a control freak and had to consciously learn to delegate.
"It’s accepting that others may do it differently, and at first, not as well or as quickly as you.
"The temptation is do it yourself but it immediately blocks others from learning the skill and hampers growth within the team.”
Helen says that when considering promoting anyone into a leadership position, it is important to remember that it isn’t always an innate skill.
“Often, nurses become experts clinically, and then get asked to become leaders in that area.
"This is difficult for some people.
"They feel they should be able to do it, but have had very little training on the subject, don’t have the knowledge or skills and therefore feel unsupported in their role.”
"As the pressure mounts, stress levels rise and it starts to impact on their wellbeing, potentially great leaders step down.
“When this happens everyone loses, and is why I’m so passionate about leadership training.”
www.bsavaevents.com/bsavacongress2023.
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