Good communication skills are extremely important for a veterinary receptionist as we interact with colleagues, clients and management.
We need to communicate effectively with our line managers and, potentially, senior management. This can be quite daunting at first, and in the past I have either put off a discussion altogether and just put up with my issues or come away disappointed that I had not effectively raised the relevant issues and therefore felt I was not being heard. This was extremely frustrating and disheartening.
Management style can impact practice atmosphere
On one occasion, I remember the feeling of sheer dread, panic and anger, wondering how I was going to ask for advice or help, as the practice manager – also my line manager – was perceived as being unapproachable. Others felt the same, and it caused a negative feeling within the practice, which was not an ideal situation to be in. Eventually, communication became ineffective between reception and other departments, including the vets and nurses. We did not know how to resolve issues or who else within the business we could turn to for advice and guidance. Things only improved once the practice manager left and we gained a new and very proactive manager, and as the communications improved, so did life within the practice.
I realised that one person, or a few unapproachable people, can affect those around them, causing negative feelings and difficulties in talking to management
I realised that one person, or a few unapproachable people, can affect those around them, causing negative feelings and difficulties in talking to management ranging from feeling uncomfortable in their presence, to being unable to talk freely and openly about any issues or problems. There was also a fear of potential retribution or impact on career development if we said the wrong thing or raised criticisms of their style.
However, it is worth being mindful that these individuals may be experiencing their own difficulties and pressures while performing their duties and may also have challenges with their own line management. Ideally, managers are there to help and encourage you rather than to intimidate or make you feel inferior, and in the majority of cases, they do wish to assist and support staff.
Effective communication facilitates the development of long-lasting connections with management and coworkers by making interactions easier, more seamless and, dare I say it, pleasurable
My favourite managers had an “open-door” policy and were concerned about the welfare of their employees, and were happy to talk or discuss ideas I had. Effective communication facilitates the development of long-lasting connections with management and coworkers by making interactions easier, more seamless and, dare I say it, pleasurable. If this comes from the top, it encourages positive communication between all staff at all levels.
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Tips for effective communication
1. Find the right time and place
It is important that you know the appropriate time and place to raise issues with your line manager. If raising issues in person, it is important to understand if there is an appropriate time, such as during an appraisal or team meeting, or to identify the best time outside of these planned times. If it is outside of a planned meeting time, a quieter time of day will be better. It is also important to understand whether it is best raised one-to-one, rather than in front of colleagues.
The location is also important: somewhere you can be undisturbed and not overheard is ideal; this may be a manager’s office, but sometimes going outside the practice and walking as you talk can help. While meeting in person is usually best, it might be that you email in advance requesting a meeting and potentially give an idea of why you wish to meet and the level of urgency. You might also want to clarify if it is an individual issue or if you are raising something on behalf of other colleagues: for example, if you are the head receptionist.
Additionally, if they reply by email, it enables you to document any response in writing, particularly when it relates to an internal complaint or issue. However, do be aware that any email you send could be potentially forwarded to another team member.
2. Make a list of your key discussion points
For a more formal meeting that might come from this, I would recommend writing down all the points you wish to discuss to ensure you communicate clearly, and doing this in order of priority to avoid bringing too many issues to one meeting.
Try to avoid personalising things and stick to actual issues
Being prepared for the meeting will help give you more confidence in what you are saying and help you stay calm and ensure you cover all the important information, questions and suggestions you may want to raise. You may wish to collate relevant data or feedback and ideally come armed with potential solutions. Try to avoid personalising things and stick to actual issues.
3. Ask for support
Depending on the nature of the issues, you might want another work colleague to attend, either to provide moral support and corroboration of your issues, or simply to listen and take notes for you. However, you should advise your manager in advance who is attending and ideally avoid the impression that you are following a formal or legal route at this stage.
4. Be open to reflection and compromise
It is also important to have a positive approach, listen to their opinion and demonstrate a willingness to compromise, if necessary. For example, this may be giving a new system a trial period before dismissing it. It is also important to take time to consider any feedback from them and potentially ask for time to think rather than giving an instant response, particularly when you may be feeling emotional. It also gives you a chance to discuss the matter with an appropriate and trusted colleague or family member before responding.
5. Keep a record of key points
Even when you receive a positive response, it may take time for issues to be dealt with or investigated before there is a full resolution to your questions or issues
After the discussions it’s best to keep a record of the key points, what was said, who was present and any notes, including any agreed actions and timelines, with a follow-up meeting arranged if needed. Even when you receive a positive response, it may take time for issues to be dealt with or investigated before there is a full resolution to your questions or issues.
6. Identify the appropriate person to raise your issue with
Every practice should have a clear system of management and the appropriate person to raise issues with. This will likely vary depending on the size of your practice and its structure. A large organisation, for example, will have its own human resources (HR) department, and maybe specialist departments such as health and safety, which might have the appropriate people to raise your issues with. Some organisations have quite a hierarchical structure, while others are flatter.
It is best to have a good line of communication with your line manager as, in most cases, they will be the first person you approach about the issue; initially, this will ideally be in an informal way. If your issue is about your line manager, or is not resolved by them, you may wish to raise this further up the management chain. However, be cautious when appearing to go “above someone’s head”; in most cases like this, you should involve the appropriate person from HR.
Final thoughts
Hopefully, the suggestions above will help guide you to more effective communication with management, increase your ease and ability to raise concerns, ideas or questions to management, and lead to a productive and satisfying work environment for everyone.
