Leadership in Veterinary Medicine

Clive Elwood, MA VetMB, MSc, MS(Ashridge) PhD, CertSAC, DipACVIM, DipECVIM, FRCVS, is the founder of Trellis Leadership Coaching, which focuses on executive coaching, leadership development, and strategy. Clive was a veterinary specialist in private practice for 20 years and was Managing Director of Davies Veterinary Specialists, where he led a staff of more than 150. Clive holds a Masters in Executive Coaching from Hult Ashridge Business School and is a European Mentoring and Coaching Council Senior Practitioner.

• Acknowledgements xiiForeword xivPart I Foundations of Veterinary Leadership 11 Introduction 31.1 What Is Leadership, and Why Do We Need a Book on Veterinary Leadership? 31.2 My Leadership Experiences 51.3 My Approach 51.4 Who Is the Book for? 61.5 How to Use This Book 61.6 What Is ‘Good Enough’? 6Questions 7Further Reading 7References 72 Veterinary Leadership in Context 82.1 Introduction 82.2 Complex Systems and Wicked Problems 92.3 What Is a Profession? 102.4 The History of the Veterinary Profession 112.5 What Are the Veterinary Professions, and What Are They for? 122.6 Uncertainties of Role and Identity 132.7 Professional Archetypes 142.8 Why Is Leadership Important in the Veterinary Professions? 142.9 Veterinary Teams 152.10 What Difference Does Leadership Make? 162.11 The Discipline of ‘Leadership’ in Veterinary Medicine 172.12 The Future of Leadership in Veterinary Medicine 182.13 Conclusion 19Questions 19Further Reading 20References 203 Leadership Repertoires 233.1 Introduction 233.2 Cognitive Competencies 253.3 Emotional Competencies 293.4 Intuition 323.5 Conclusion 34Questions 34Further Reading 35References 354 Self-Leadership 374.1 Introduction 374.2 Self-Awareness 384.3 How Do Others See Your Leadership? 424.4 How Do you Want Others to See Your Leadership? 454.5 Self-Motivation 464.6 Self-Regulation 474.7 Leadership Traps and Shadows 494.8 Self-Development 514.9 Self-Care 524.10 Conclusion 55Questions 55Further Reading 56References 565 Veterinary Professionals and Leadership 595.1 Are Veterinary Professionals Different? 595.2 The Leadership–Followership Dynamic 675.3 What Do Veterinary Professionals Want from Leadership? 705.4 It’s Not Just the Veterinary Professionals 725.5 Conclusion 72Questions 73Further Reading 73References 736 Analysing Organisations 766.1 Introduction 766.2 Why Do Organisations Differ? 776.3 How Organisations Differ 776.4 Analysing Organisations 876.5 How Do Organisations Develop? 936.6 Leadership and the Organisational Context 946.7 Conclusion 94Questions 95Further Reading 95References 957 Understanding Strategy 977.1 Introduction 977.2 Strategy Now 987.3 Strategy Then? 1037.4 Strategy How? 1087.5 Conclusion 112Questions 112Further Reading 113References 1138 Communicating and Engaging 1148.1 Introduction 1148.2 How Do We Communicate? 1158.3 What You Want to Say Is Not (Necessarily) What I Hear 1178.4 Types of Communication 1188.5 If You Want to Be Heard, First Listen 1188.6 Asking Great Questions 1198.7 Think About Your Intended Audience 1208.8 What Message Is Received? 1218.9 Putting It Together 1228.10 Engagement and Authenticity 1238.11 What If They Don’t Want to Listen? 1248.12 Negotiation 1258.13 Conflict and Conflict Management Styles 1268.14 Mediation 1278.15 Difficult Conversations 1288.16 Conclusion 129Questions 130Further Reading 130References 1309 Creating Effective Teams 1329.1 Introduction 1329.2 Who Is the Team? 1339.3 What Is the Shared Purpose? 1369.4 Shared Leadership 1399.5 Relational Team Leadership 1409.6 Creating the Right Team Environment 1459.7 Task Leadership 1459.8 If, and When, to Intervene 1479.9 Team Maintenance 1479.10 When Teams End 1489.11 Conclusion 149Questions 149Further Reading 149References 14910 Leadership and Change 15310.1 What Is Change? 15410.2 Systemic Perspectives on Change 15510.3 Psychological Aspects of Change 15810.4 Change Leadership 16010.5 Adoption and Diffusion of Change 16610.6 Conclusion 169Questions 170Further Reading 170References 17011 Remote and Virtual Leadership 17411.1 Introduction 17411.2 Definitions 17511.3 Considerations for Remote Leadership 17611.4 Remote Leadership Tasks 17811.5 Considerations for Virtual Leadership 18011.6 Virtual Leadership Tasks 18511.7 Informal Virtual Leadership 18811.8 Hybrid Models 18911.9 Conclusion 189Questions 190Further Reading 190References 19012 Leadership and Development 19312.1 Introduction 19312.2 What Are You Developing? 19412.3 Does Leadership Development Work? 19512.4 Engagement and Motivation to Develop Leadership 19512.5 Developing a Leadership Identity 19712.6 Kolb Experiential Learning Cycle 19812.7 Creating a Feedback Culture 20012.8 Choices for Leadership Development 20212.9 Succession Planning 20712.10 Conclusion 209Questions 209Further Reading 209References 20913 Leadership in Practise 21413.1 Introduction 21413.2 Choose Your Behaviours 21413.3 Be Brave and Authentic 21513.4 Be Decisive and Assertive 21513.5 Be Honest, Fair, and Transparent 21613.6 Have Integrity and Trustworthiness 21613.7 Own Your Failures 21613.8 Be Grateful and Positive 21713.9 Understand the Organisation 21713.10 Get to Know the People 21813.11 Think of the Group 21813.12 Align and Create Direction 21813.13 Trust 21913.14 Empower 21913.15 Nurture 22013.16 Protect 22113.17 Be Tough on Standards and Kind to People 22113.18 Connect 22113.19 Make Time 22213.20 Follow 22213.21 Accept Messiness and Dance with Complexity 22213.22 Conclusion 222Questions 223Further Reading 223References 223Part II Veterinary Leadership Scenarios 225Scenario 1 A Thief in the House? 228Scenario 2 A Failed Strategy? 229Scenario 3 ‘What Do You Think You Are Doing?’ 230Scenario 4 At Last, a Proper Lunch Break! 231Scenario 5 Not a Trivial Matter 232Scenario 6 Convincing the Board 233Scenario 7 A Tough First Time 234Scenario 8 A New Broom? 235Scenario 9 A Bit of a Beef 236Scenario 10 Into the Lion’s Den 237Scenario 11 Our Planet Is at Stake! 238Scenario 12 Creating a New Future 239Scenario 13 On the Horns of a Dilemma 240Appendix A Behavioural Drivers Questionnaire 241Index 243