You can't do it all. But a speaker at this year's AVMA conference has seven steps to help you do what's most important.

A veterinary specialist asks tough questions and offers advice to practitioners on good habits to survive licensing board investigations.

Everyone on a veterinary team wants to know where you're headed and how your team is doing. Answer those questions by giving your team a clear vision and identifying your first goals along the path.

The strongest practice teams work on their business, not just in it. Use this approach to give structure to your conversations about what paths to pursue.

The client looks up from your estimate and says, "Wow. That's a lot." What do you say when you encounter price resistance?

You're a wonderful, generous, gracious group. And I've enjoyed working with you and for you as the editor of Veterinary Economics.

More information, more experience, more skills—those are all good things, right? Actually, your know-how can sometimes work against you.

This issue of Veterinary Economics has been quite an experience for our editorial team—we switched software. Any of you who've done that in recent memory can probably identify.

OK, so let's say you disagreed with Mark Opperman last month. You've done fine without written employment contracts, and you never intend to put one in place. Or maybe you tried to move to twice-yearly exams in November, and every client refused your recommendation ...