Don't Quit! How to Have a Conversation That Saves Your Job
Dear Editor:
I'm a new associate and I feel like the practice owner has been taking advantage of the fact that I'm the youngest doctor. Because I never say no to his requests he asks me to do things that he'd never ask the older veterinarians to do and he pushes the worst tasks and least desirable shifts on me.
In the beginning I was afraid to speak up and thought it was part of "paying my dues" but now I'm frustrated and ready to leave.
Is it worth trying to explain my point of view to him or is it a lost cause? If I have a conversation with him what do I say?
Thanks,
Jill, DVM
Dear Jill,
I hear your frustration. As a new associate, you expect to do your fair share of work and yet also expect to be treated with respect. It seems like you believe that you have not been given this respect and that you’re not feeling valued for your contributions or sacrifices. In these types of situations, I suggest you ask yourself, “What do I control here and what is outside of my control?” Your control in this case extends to ensuring that your practice owner is fully informed of your feelings and that he understands your ideas to improve this situation.
A frank discussion with your practice owner offers the only hope of changing this difficult circumstance. His response will be the best determinant of whether or not this practice situation is good for you in the long term.
First of all, prepare for this discussion by doing your personal homework. Ask yourself these two questions:
1) What changes would need to be made to the schedule or to your assigned responsibilities for you to feel good about your job?
2) How do you perceive these changes could be accomplished? (be specific)
Next, let your boss know that you’d like to discuss your appointment and set up a time when you can talk together in an uninterrupted manner.
At this meeting, let him know that you appreciate all that you’ve learned since starting and that you believe you have gained a great deal of valuable experience and knowledge while at the practice. Then, share with him that you are at the point where you would like to see some changes made to your current schedule or duty roster, for there to be a more even distribution of difficult shifts and responsibilities. Describe to him how you’d like to see your job evolve and provide him with a written assessment of how you think this could be accomplished. This assessment should include a description of how the schedule and duty division can be spread out more fairly among the other veterinarians in the practice. Attempt to do this in a professional and logical manner, so that you don’t create defensiveness on his part. Ask that he look over your ideas and to let you know what changes might be implemented.
This is an assertive and respectful way to handle your frustration and it offers the possibility of “win/win” for both you and your practice owner. With this strategy, you’ve helped him understand your concerns, and also provided him with some solutions to these concerns. The next step is up to him. I would hope he would be able to hear you out and recognize your value to the practice by revamping your job to be more in line with the other associates. If not, you are probably not in a practice that is a good fit for you.
Although difficult, assertively and respectfully stating your concerns and expectations is always best in the long run. I wish you the best of luck as you take this step.
Sincerely,
Dr. Ruby
