Beyond Clinical Confidence: How Mentorship, Communication, and Leadership Shape Sustainable Veterinary Careers

Don Adeesha:

You spend years in vet school learning the science, the anatomy, the pharmacology, and the surgery. But then you hit the floor on day one, and suddenly the hardest part of your day isn't the medicine. It's the client crying in room two, the schedule falling apart, and that voice in your head wondering if you're actually cut out for this.

Welcome back to the Veterinary Business Podcast. I'm your host for this session, Don Adeesha, and today we're talking about how to bridge that gap.

I'm joined by Dr. Angela Henninger. She's a veterinarian and multi-practice owner who's currently getting her MBA, and she started DVM Ascent to help new doctors navigate everything they didn't teach you in school, including leadership, conflict, and actually building a career that doesn't burn you out by year three.

Dr. Henninger, thank you so much for being here with us.

Dr. Angela Henninger:

Thank you for having me.

Don Adeesha:

Many new veterinarians enter practice with strong medical knowledge but still struggle with confidence. Where do you see the biggest gap between veterinary school and real-world practice show up?

Dr. Angela Henninger:

I think you have so much knowledge leaving vet school, and then there's uncertainty around how to actually use it or apply it in practice.

Like you said in your introduction, all of a sudden the textbook is closed and the client is in front of you. There's a lot of second-guessing when it comes to applying what you actually know.

I think only time can help with that, along with mentorship. The problem is having mentorship delivered in the way it was promised, having it consistently, or having it actually available.

I think that's a big part of the gap between learning and doing. How do you have someone you can ask questions to make sure you're applying what you know appropriately?

Don Adeesha:

How do you find someone to ask those questions?

Dr. Angela Henninger:

Sometimes it's luck, and other times it's a platform like the one I developed.

It's online and mobile-accessible, so you basically have mentorship in your pocket. If you have a question or need help, you can reach out on the platform in real time.

When those clients are in the exam room, there doesn't have to be a panic where you're searching Google and you're not sure which answer to pick.

We have peer groups and mentors in the app where you can reach out, get answers to questions, and hopefully that leads to confidence through repetition and day-to-day support.

Don Adeesha:

Do you believe confidence is a personality trait, or is it something that can be developed?

Dr. Angela Henninger:

In my MBA, they taught us that you can't really change intelligence or personality.

I do think confidence can be developed if people hone in on the right communication skills. However, you're never going to completely change somebody's personality, and a lot of veterinarians are introverted.

Constant client interactions can empty their tank really quickly, especially when conflicts arise with upset or emotional clients. You have to have emotional resilience to avoid burnout.

Some people's personalities aren't naturally equipped for that, and that's where certain skills can really help them. It doesn't mean you can't be a veterinarian if you're not naturally great at it. It just means you need more practice.

We're developing communication labs where people can practice interactions in real time. Hopefully, that type of immediate practice leads to confidence so they don't keep running into the same fear of conflict or reach the last appointment of the day with no energy left.

Practice really does make a difference when it comes to these skills.

Don Adeesha:

Communication labs. That's a very interesting concept.

Dr. Angela Henninger:

It's so fun.

Don Adeesha:

You've grown from a practicing veterinarian to a multi-location practice owner. What leadership lessons did you have to learn the hard way, and what do you wish someone had taught you earlier?

Dr. Angela Henninger:

I think it's to relax and have perspective.

Unfortunately, sometimes perspective can't be taught. It can only be learned, and sometimes you learn it the hard way.

Early in my career, I was very Type A and a perfectionist. I expected from others what I expected from myself.

I also thought there was one way to do things. I really focused on tasks rather than people.

If someone had told me earlier that the people are what matter most, I probably would've learned a lot more easily.

Their input matters. Asking questions matters. I wish I had asked people more questions because really great ideas can come from that.

I also tried to take on a lot of the responsibility for success and completing goals myself. That delegation model was exhausting.

At one point in my career, I really honed in on my communication skills. I started using them not only in interactions with clients but also with my direct reports.

Instead of immediately giving orders, I would stop myself and ask somebody about themselves, how they were doing, or what they did over the weekend.

I think everyone was a little taken aback at first because they were getting a conversation instead of just being told what to do.

But getting to know people develops rapport. It builds a bond. People are much more likely to collaborate and work toward common goals than if they're simply told what to do.

Focusing on building relationships is really important in leadership. I wish somebody had told me that earlier instead of me thinking leadership was task-driven.

Leadership is so much more about inspiration.

Don Adeesha:

That sounds like an important distinction between leadership and management.

Dr. Angela Henninger:

Yes. I think both are important.

But if leaders are trying to manage all the time, they're missing the mark. There's information and there's inspiration, and what you're giving to the people working with you is ultimately going to make or break your results.

If you're a leader who's simply managing people, that's probably not going to get you to your end goal or inspire your people to do their best work.

Don Adeesha:

What's possibly the hardest kind of conversation you've had to have as a leader that actually made you a better person?

Dr. Angela Henninger:

I think difficult conversations where I stepped back and, instead of trying to get my point across, asked more open-ended questions.

I recently heard Kwame Christian speak at VMG Congress, and he talked about doing about 20% of the talking or less and 80% of the listening.

Conversations where I really stopped to hear the other person instead of trying to get my point across changed the outcome of those conversations and made me a better leader and communicator.

Don Adeesha:

That's a very interesting perspective—having a conversation while primarily listening.

Dr. Angela Henninger:

By listening, you hear a lot more than when you're speaking.

Don Adeesha:

I've heard that's why you have two ears and one mouth. You're supposed to listen more than you talk.

It's simple advice, but it has proven to be true over and over again.

Dr. Angela Henninger:

It takes practice. It's a skill, and it definitely takes practice.

Don Adeesha:

Communication is often treated like a soft skill, but in practice it can determine outcomes with your clients, teams, and patient care.

What communication skills should every veterinarian actively develop?

Dr. Angela Henninger:

Early in my career, Pfizer partnered with a communication program, and I became a facilitator for that content. It made a huge difference in how I communicated.

I taught others as well, and you could see the difference.

It really focused on open-ended questions, paying attention to nonverbal communication, empathy statements, and reflective listening.

I think if veterinarians—or really anybody—focus on those four skills, conversations become much more productive.

Some people fear that if they focus on these things, the conversation will take longer. But there's an open-ended funnel effect, and studies have shown that it actually makes conversations and interactions much more efficient and therefore shorter.

It can save time while also leading to better client interactions and patient outcomes because you're really focusing on the information and how you're obtaining it.

Don Adeesha:

Speaking of how you're obtaining information, with the rise of AI-generated information and tools, how can veterinarians make sure they don't lose the human connection that builds client trust?

Dr. Angela Henninger:

I really think the veterinarian-client-patient relationship needs to remain in-house and in person.

Our relationships are built with clients face-to-face, with the pet in the room.

I think AI is a great tool for efficiency. Things you used to have to look up or type are now at your fingertips.

AI scribes can record conversations so you don't have to type all your notes. You can also use AI for client handouts and other things that used to require a lot of manual work.

It can make you much more thorough and help clients become much more informed.

But using your communication skills while the patient and client are in the exam room is the important part. AI should support that interaction, not replace it.

Don Adeesha:

As an MBA candidate, how has the business language from your degree changed the way you talk to your medical team?

Dr. Angela Henninger:

I think it's helped me put language and a framework around things I was already doing.

For example, when we're doing team building and creating an environment where people can find their purpose and do their best work, that's culture.

Putting a name to what we're doing and then communicating that to my team has probably been the biggest difference.

It's given me frameworks that allow me to lead much more intentionally.

Don Adeesha:

Frontline staff often feel veterinarians overpromise to clients. How do you teach a veterinarian to communicate boundaries without sounding dismissive?

Dr. Angela Henninger:

I think we try to set expectations in client-facing marketing.

What are our hours of operation? What kinds of interactions will we accept, and what won't we accept?

We don't accept verbal abuse.

We also use signage in our hospital and exam rooms explaining things such as whether we're using AI scribes.

We try to inform our clients beforehand.

Then, if somebody becomes emotionally charged, part of emotional resilience is being able to set boundaries.

We're going to communicate respectfully both ways. Expectations also have to fit within business hours. We're not going to be expected to respond at 8:00 p.m. when we're closed.

Establishing criteria for care becomes really important with clients.

We also tell new veterinarians, "It's okay to set boundaries." There's no guilt in that.

It can lead to less burnout and less compassion fatigue. Then you need to stand strong on those boundaries and speak up for yourself if they aren't followed or respected.

Don Adeesha:

That's such an important point because communication really does shape so much of what happens in a veterinary practice—how clients understand your recommendations, how your team works together, and even how people in your community perceive the value of your care.

There's another layer to this that many practice owners don't always have the time to step back and look at: How clearly is your practice communicating its value before a client ever walks through the door?

You may have a strong team, excellent medicine, and a great client experience, but if pet owners in your local market aren't finding you, understanding what makes you different, or choosing you for the right reasons, growth can still feel harder than it should.

That's why, for a limited number of Veterinary Business Podcast listeners, Ekwa Marketing, our growth partner, is offering a complimentary one-on-one Marketing Strategy Meeting.

The team takes time beforehand to look at your practice, your local market, your online presence, and where there may be missed opportunities to attract the right clients more intentionally.

If today's conversation is making you think about confidence, leadership, communication, and the future direction of your practice, this is a practical next step to gain more clarity.

You can reserve your complimentary Marketing Strategy Meeting at veterinarybusinessinstitute.com/msm.

Now, Dr. Henninger, I'd love to build on the communication theme and move into something every veterinary team faces at some point: conflict.

Conflict is unavoidable in veterinary medicine—with clients, coworkers, leadership, and even among ourselves.

How can emotional intelligence help veterinarians manage conflict without burning out?

Dr. Angela Henninger:

I think it's about not suppressing emotions, but learning how to use them and how to communicate with somebody who may not have the same skills.

Emotional intelligence involves setting boundaries and holding to them. You don't suppress things, but you certainly don't lash out.

Skills such as learning how to respond instead of react and learning to listen instead of just speak are so important.

If people stay grounded in their convictions and understand what they're going to accept and what they're not going to accept, I think it leads to much more satisfaction and sustainability.

Don Adeesha:

Speaking of learning to listen, do you have any tips for us?

Dr. Angela Henninger:

Counting and breathing are important.

In the communication work I teach, we talk about the power of the pause.

Sometimes people feel the need to fill every gap of silence, and sometimes it's okay to simply embrace a gap in the conversation.

Don Adeesha:

Given the high rates of compassion fatigue in the profession, do you think emotional intelligence is primarily a tool for the patient's benefit, or is it actually a survival tool for the doctor?

Dr. Angela Henninger:

I think reacting, becoming emotionally charged, and not developing emotional intelligence can affect patient outcomes.

Ultimately, if you're combative with the owner, the patient can suffer because they may not receive the care they need.

Another important skill is shared decision-making.

I think shared decision-making helps de-escalate some people's emotions, especially when it comes to cost and compliance.

It's okay not to provide the gold standard of care for every patient. Spectrum of care is a newer approach, and I think it can help with emotional resilience because there's more of a collaborative effort to reach a solution.

People usually come in with a problem. They need to find out what's wrong with their pet, but they're also worried about affordability and they're scared.

Along with emotional intelligence, honing skills that help owners build trust is going to help avoid some of those highly tense interactions.

Don Adeesha:

How do you personally recharge your emotional battery after one of those highly tense days?

Dr. Angela Henninger:

A lot of wine, I think.

But seriously, I think self-care is important. It sounds really cliché, but finding things that allow people to decompress matters.

It could be reading a book or watching a show. I love reality TV.

Sometimes it's about focusing on something that doesn't take much brainpower so you can recharge your tank, along with making sure you're getting enough sleep.

Meditation helps. I use the Calm app and really like their programs. I've also explored EMDR as something that can help calm the nervous system.

I think finding something after work and putting the work aside—not taking it home with you—is also a commitment.

Self-care matters. I travel as well.

Finding a hobby or something that allows you to decompress is really important.

Don Adeesha:

Through DVM Ascent, you're building support beyond clinical training. What does meaningful mentorship look like for early-career DVMs, and how can practices create environments where young veterinarians actually thrive?

Dr. Angela Henninger:

I think it starts with being really intentional about what their first six months are going to look like.

You need a plan from day one.

We create a 90-day checklist that the mentor and mentee work through together.

We also have skills incorporated into a new-graduate roadmap that lays out their first year—what to focus on in the first 30 days, 60 days, and 90 days, what programs to use, what to bring into your groups and talk about, and how to be vulnerable.

I think it's about creating a safe space with an intentional and structured format that still allows flexibility.

We're not expecting perfection in the process. It has to be fluid.

Someone once asked me, "What should we do with this new graduate? Just throw them into rooms?"

I said, "Oh my God, no. That's probably the worst thing you could do."

I believe in "watch one, do one, teach one."

Having a structure like a new-graduate roadmap and a 90-day checklist can help set a new graduate up for success.

Don Adeesha:

You mentioned being vulnerable. What do you mean by that?

Dr. Angela Henninger:

There's a lot of second-guessing and imposter syndrome.

People wonder, "Am I really doing this? Am I really qualified to do that?"

There has to be a vulnerability piece where you feel okay asking questions.

A lot of people start to feel shame around not knowing something, so it's important to create a safe space.

That's one of the reasons we created DVM Ascent. Members can drive their own success by using the resources and the people available to them.

It's peer-to-peer mentorship, experienced veterinarians, and a place where you can be open and honest when you don't know something without receiving toxic feedback.

To me, vulnerability means feeling comfortable not knowing.

You should feel comfortable asking questions instead of feeling ashamed.

And you can ask multiple questions. Some people say, "Oh my God, I've already asked five questions today."

I tell them, "There's no question limit."

Vulnerability is being open, honest, and transparent about how you're feeling or about what you don't know.

Don Adeesha:

Dr. Henninger, to wrap things up, if you could go back to your first day in practice and give yourself one piece of advice about your future, what would it be?

Dr. Angela Henninger:

I would say don't be afraid to ask questions and know where to find the answers.

Also understand that sometimes confidence only comes with experience, and experience only comes with time.

Don't focus on being perfect.

Focus on your purpose, why you got into veterinary medicine, your "why," being progressive, learning, and building your skills every day.

Don't put pressure on yourself to be perfect.

That drive for perfection can create a lot of stress and burnout.

Focus on one skill at a time, develop confidence over time, and don't be afraid to ask for help when you need it.

Don Adeesha:

Dr. Henninger, how can our listeners get in touch with you?

Dr. Angela Henninger:

Our website is dvmascent.com, and they can reach me by email at info@dvmascent.com.

I'm available through the platform or by email to answer questions about the platform or just to help.

I'm also a mentor on the platform and active in the groups, so I respond to cases and questions there as well.

Don Adeesha:

Dr. Angela Henninger, thank you so much for joining us today.

Listeners, one last reminder. If this conversation made you think about the future of your own practice and how you're growing, Ekwa Marketing is offering a complimentary one-on-one Marketing Strategy Meeting for a limited number of Veterinary Business Podcast listeners.

It's a chance to step back and look at your practice's digital presence, your local market, and the opportunities that may be available to help you grow with more clarity and intention.

You can reserve your spot at veterinarybusinessinstitute.com/msm.

Thank you, everyone, for listening. We'll see you on the next episode.

Take care.