Funny Friday – So sorry, your duck is dead.

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A woman brought a very limp duck into her veterinarian. As she laid her pet on the table, the vet pulled out his stethoscope and listened to the bird’s chest.

After a moment or two, the vet shook his head and sadly said, “I’m sorry, your duck, Cuddles, has passed away.” The distressed woman wailed, “Are you sure?”  “Yes, I am sure. Your duck is dead,” replied the vet.

“How can you be so sure?” she protested. “I mean you haven’t done any testing on him or anything. He might just be in a coma or something.” The vet rolled his eyes, turned around and left the room. He returned a few minutes later with a black Labrador Retriever.  As the duck’s owner looked on in amazement, the dog stood on his hind legs, put his front paws on the examination table and sniffed the duck from top to bottom. He then looked up at the vet with sad eyes and shook his head.

The vet patted the dog on the head and took it out of the room. A few minutes later he  returned with a cat. The cat jumped on the table and also delicately sniffed the bird from head to foot. The cat sat back on its haunches, shook its head, meowed softly and strolled out of the room.

The vet looked at the woman and said, “I’m sorry, but as I said, this is most definitely, 100% certifiably, a dead duck.”

The vet turned to his computer terminal, hit a few keys and produced a bill, which he handed to the woman.  The duck’s owner, still in shock, took the bill. “$150!” she cried, “$150 just to tell me my duck is dead!” The vet shrugged, “I’m sorry. If you had just taken my word for it, the bill would have been $20, but with the Lab report and the Cat scan, it’s now $150.”

Author Unknown

What’s the most important skill set that today’s leader must possess?

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Continuing our discussion on emotional intelligence and systems thinking from last weeks blog post by Wally Hauck, I’ve asked my friend and mentor, David Dibble, to share his thoughts on the subject.

David has been assisting leaders in systems/process improvement and personal development for over  20 years.  He is the creator of the New Agreements Systems Based Management process and the author of The New Agreements at Work, The Four Agreements at Work, CTypes and DreamWork.  http://www.daviddibble.com; http://www.newagreementshealthcare.com/  http://www.thenewagreements.com.

First, let me begin by saying that I love and value emotional  intelligence (EI) and systems thinking as integral parts to becoming a more Conscious Leader—A Conscious Leader who can build a sustainable and socially conscious organization. With respect to the question posed by Wally—which comes first, the chicken or the egg–I believe the question is about levels of consciousness in our leaders. Conscious leadership is becoming more important.  Because, based upon trends, in a few short decades and possibly sooner, the only businesses that will survive will be ones that are systems literate and socially conscious.

Let’s go back to the original question for a moment. Systems Thinking is like learning a foreign language. First, we translate a few words back into the native language to make sense of them. As we continue to practice, more and more terms are translated, and finally, we reach a point where no translation is necessary and we become fluent. We are thinking in the foreign language. So Systems Thinking is not something we do, it’s something we become.

EI is much the same. Every thought has an emotional component, and that component is based in either love or fear. Normally, the mind runs on free spool, spinning out thousands of thoughts a day, none of which we proactively choose. Instead, the man crowds in front of the line, and we have fear-based thoughts (which include anger) and a confrontation ensues. Yes, there are system’s issues in the airport, but we still have the choice to be angry or not—a choice that is rarely acknowledged. Most of us live our lives this way, action/reaction, identifying with our thoughts and beliefs and going along for the wild ride that is a mind running amuck.

I’ll take a little chance here and talk about something that most people in business, including leaders, will question or simply dismiss. That something is consciousness itself. For practical purposes, consciousness might be construed to be a higher degree of control over our minds (thoughts, beliefs and emotions). Because the mind creates each individual’s reality, a more conscious person will create a reality that is more based in love than fear. It stands to reason, if we have a choice, most of us will choose love and connection over suffering.

And here’s a big one! The mind draws to it what we think about. If you have a lot of angry thoughts, you’ll attract people and circumstances to make you angry. People will do your mind’s bidding–by cutting in line in front of you at the airport or taking your parking spot.

Systems Thinking and EI are not something you do. They are something you become. And you become them by changing the parts of your mind that do not think in terms, or systems, or are not emotionally intelligent…or are not based in love. This is why I highly recommend that anyone who is committed to becoming a Systems Thinker, immersed in EI, or a more Conscious Leader, have a daily practice to quiet the mind. You will only be able to choose your thoughts when you have settled your mind enough to have awareness of what you are thinking—In Real Time. Here’s a powerful question. Who’s the thinker? Shouldn’t you have a say in the reality you create for yourself?

Take the Conscious Leadership Questionnaire. Compare your thoughts on leadership with David’s. http://www.daviddibble.com/2011/04/01/conscious-leadership-questionnaire/.  His 30 question True or False— Conscious Leadership Questionnaire is set up to create dialog and be a learning experience. Once you answer the questions, click on the link to compare your answers with David’s.

Have a good laugh – it’s funny Friday!

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Eric Gevaert-Fotolia image

I received this from a friend awhile ago, and simply couldn’t resist the urge to share.

The English language has some wonderfully anthropomorphic collective nouns for the various groups of animals.

We are all familiar with a Herd of cows, a Flock of chickens, a School of fish and a Gaggle of geese.

However, less widely known is a Pride of lions, a Murder of crows (as well as their cousins the rooks and ravens), an Exaltation of doves and, presumably because they look so wise, a Parliament of owls.

Now consider a group of Baboons. They are the loudest, most dangerous, most obnoxious, most viciously aggressive and least intelligent of all primates. And what is the proper collective noun for a group of baboons?

Believe it or not ……. a Congress!  I leave the full interpretation to you political aficianados.  there a message here??

Which Skill is More Important Emotional Intelligence or Systems Thinking?

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My guest this week is Wally Hauck, PhD.  Wally holds a Ph.D. in Organizational Leadership from Warren National University, an MBA in Finance from Iona College, and a BA in Philosophy from the University of Pennsylvania.  He is a Certified Speaking Professional and for 15 years his consulting firm, Optimum Leadership, has consulted with dozens of organizations and coached hundreds of individuals in improving leadership skills to boost employee engagement and performance.

Which skill is more important emotional intelligence or systems thinking?

This question is like a “chicken and egg” question.  There is no right answer.  In my opinion, systems’ thinking wins the race (just barely) because the appreciation for a system can prevent the need for emotionally intelligent (EI) response to a problem.

A colleague and I were traveling for a training project from New York to Los Angeles and we were on the same flight.  I was driving with her to the airport.  As we reached the terminal I pulled up and asked her to check us in while I agreed to park the car.  She agreed.

I found her in the security line which was exceptionally long.  Security had only one station open and hundreds of people were on line.  Although we originally thought we had plenty of time to catch the flight, the extended wait at security made it very close.

We waited and waited.  We watched as nuns were shuffled ahead of us.  Then the flight crew had permission to jump ahead.  We were getting close to departure time and a man behind us went to the front of the line and complained that he had to catch his flight (same flight as ours).  My colleague informed him that we were also in line for that flight and that he was moving in front of us.  He turned to her and rudely said, “I am not speaking to you.”  He clearly behaved without emotional intelligence.

His lack of interpersonal skills created an argument with elevated emotions.  Had he been more emotionally intelligent we could have avoided the negative interaction.  However, the real root cause of the tension was the extended wait in security caused by the limited number of open lines and the number of people who had to pass through.  Had the system been able to handle the larger crowds we would not have had the altercation.

Obviously the two set of skills work together to solve problems.  We really can’t have optimal system solutions without emotionally intelligent responses.  On the other hand, emotional intelligence is a skill that is needed less often when stress is low.  Stress can be reduced with emotionally intelligent responses.  Stress can be eliminated with a system improvement.

The ability to improve systems and avoid problems is at least as important as emotional intelligence.  In my opinion, it is more valuable because stress is eliminated with predictable system.  The skill of understanding systems, understanding variation, and appreciating the impact systems can have on the performance of individuals and performance of an organization are the key skills.

Systems are also a big part of the problem today because they are often seen by employees as burdensome, controlling and designed to coerce grudging compliance.   If systems are a barrier to self-organization and high performance then the skill to recognize that (and to fix it) is a skill as important if not more important than EI.   The ability to behave with EI when dealing with dysfunction in the system (or the bureaucracy) is fantastic.  The ability to recognize and understand the real root cause of dysfunction (the system) is a skill few leaders possess and less practice.

The next time you have an altercation with your significant-other be sure to remember to look for the system flaws that caused it.

Are you a role model for employee engagement?

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“The average organization stands at only 31% engaged. “

According to BlessingWhite’s 2011 Employee Engagement survey, the average organization stands at only 31% engaged.

“One dead battery can’t jumpstart another

Ultimately each individual is the owner of their own engagement. The role of the manager is to establish trust and build day-to-day meaningful working relationships to foster long term performance.

But managers can’t engage others, if they themselves are not engaged. ”  BlessingWhite-Leadership Excellence Magazine, Volume 28 Issue 1

So how do go about creating organizations where 100% of our employees are fully engaged?  We begin with leadership and end with measurable results. The four critical areas are:

  • Top Line: Uniting leadership
  • Systems Line: Supporting people to be successful by identifying and resolving key system issues
  • People Line: Bringing meaning, energy, and joy to work
  • Bottom Line: Creating measurable results

Top Line:

Many workplace behaviors are rooted in fear. Fear makes us feel that we need to exert control over ourselves, and others, and control stifles the human spirit. Many times fear and the need to control are the result of poor systems/processes. If this is the pervading culture in your organization, and you desire a change; it is critical to shift the paradigm from fear to support—especially supportive leadership and systems. As a leader, when you love your people, you’ll love your work.

Systems Line:

  • 90/10 Rule: 90% of the results being created in the workplace are a function of the systems in which people work, not the efforts of the people.
  • 80/20 Rule: 80% of the results are created by 20% of the variables; focus on the critical 20%
  • 50/50 Rule: There are two factors in improving any organization, one is transforming systems,the other is transforming people, both are equally important.

People Line:

Serving Others Is True Leadership. The workplace is alive because it is made up of people. New Agreements™ leaders commit to loving, supporting, and serving their people, which equates to; loving, supporting and serving the organization.

Bottom Line:

Identify key metrics (80/20) such as partner satisfaction, revenue and profitability. Measure and record your progress. Course correct as necessary

Take the Conscious Leadership Questionnaire. Compare your thoughts on leadership with those of master systems-based management teacher, David Dibble, http://www.daviddibble.com/2011/04/01/conscious-leadership-questionnaire/ .  His 30 question True or False— Conscious Leadership Questionnaire is set up to create dialog and be a learning experience. Once you answer the questions, click on the link to compare your answers with Davids.

Next week’s blog features Wally Hauck, PhD.  Wally holds a Ph.D. in Organizational Leadership from Warren National University, an MBA in Finance from Iona College, and a BA in Philosophy from the University of Pennsylvania.  The topic: Which Skill is More Important Emotional Intelligence or Systems Thinking?

Until we meet again—An Irish Blessing: May the roads rise up to meet you, may the winds be at your back, may the sun shine warm upon your face, the rains fall soft upon your fields, and until we meet again, may God hold you in the hollow of his hand.

 

 

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Key Performance Indicator for Veterinary Practice Management

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A Key Performance Indicator aims to support better business decision-making for veterinary owners and managers.

Example of a KPI dashboard for a veterinary practice

Performance indicators differ from business drivers & aims (or goals). Utilizing a KPI in your practice, with other vital reporting tools provides you with a bird’s eye view,” of revenue and expenses for your practice.

There are 10 spreadsheets In the COMPLIMENTARY veterinary practice KPI available for download.  They are:

  • Inputs
  • Revenue
  • Purchases
  • Hours
  • Wages
  • Dashboard
  • Deposits
  • Relief DVM
  • Revenue Chart
  • Visits Chart

To receive a veterinary practice Sample KPI and a MASTER KPI for your practice, REGISTER HERE.

Please Note: So there is no misunderstanding—the newsletter and other proprietary information is only available to my subscribers  When you register to receive the newsletter, your name and email address become part of my mailing list. Of course all correspondence from me includes an “opt out” link, should you wish us to remove your name from the mailing list. The following information is from the Privacy and Security section on my website.

Email Communications

You may choose not to receive emails from us. If you did not opt out of our email program, we will use your email address to send you emails which may interest you. Emails will likely contain educational information, as well as information about our products or offerings. To unsubscribe from these emails, click on the Contact Us link and send us an email letting us know who you are, and that you wish to “unsubscribe” from our mailing lists. Also, an unsubscribe link will appear at the end of each email we send you, and when you click on it you will be automatically unsubscribed from computer mailings.

I would like to acknowledge my former boss and colleague, Craig Lassen, for creating this KPI. I can attest to its value in managing a veterinary practice.

Planning Guide for a Promotional Campaign

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 The July issue of DVM Marketplace News features

Plan for Promotional Campaign

  • Article #1: Planning a Promotional Campaign. Includes a planning guide: Plan for Promotional Campaign

Client Referral Tracking Form

  • Article #2: Why Track Your REF Codes? Explains why it’s important to capture accurate REF data and the steps to implement the protocol.  Includes Client Referral Tracking Form, an Excel spreadsheet for your practice.

To receive a copy of the newsletter REGISTER HERE.

Please Note: So there is no misunderstanding—the newsletter and other proprietary information is only available to my subscribers  When you register to receive the newsletter, your name and email address are added to my mailing list. Of course all correspondence from me includes an “opt out” link, should you wish us to remove your name from the mailing list. The following information is from the Privacy and Security section on my website.

Email Communications

You may elect not to receive emails from us. If you did not opt out of our email program, we will use your email address to send you emails which may interest you. Emails will likely contain educational information, as well as information regarding our products or offerings. To unsubscribe from these emails, click on the Contact Us link and send us an email letting us know who you are, and that you wish to “unsubscribe” from our mailing lists. Also, an unsubscribe link will appear at the end of each email we send you, and when you click on it you will be automatically unsubscribed from computer mailings.