Marnette Denell Falley

More boarding, flat-screen monitors and Southwestern colors: Judges sized up the competition in the first day.

Hiring is a big decision -- I trust my gut.

When my 8-year-old daughter talks about the losses in her life, she consistently lists them in chronological order. And the first nine are all pets.

It's uncomfortable for managers to be wedged in between you docs, who want things done your way -- the right way -- and a team that thinks the manager should have the influence and authority to rein you in. Here are some ways you get your manager tied in knots:

Just think of me as a big, black spider, plotting and planning ways to get you to my sticky Web site. In this scenario, you're the juicy fly, I'm afraid. But when you get to vetecon.com I hope you'll be happy as a clam. (This is where my metaphor falls apart, in case you didn't notice.)

OK, let's say you've been reading all our earnest articles about personnel management, and you've decided our recommendations boil down to this: Let your team suck every bit of energy from your body and then relish in the final freedom as your dusty molecules fly to the ends of the earth on the hot wind. That's not what we mean. Really.

It's the numbers that drive this special annual report. We reviewed more than 15 surveys specifically about the veterinary profession, and conducted two of our own, just for this issue. Our editorial team looked at 1000s of numbers. We talked to at least 40 experts to develop survey questions and concise analysis that pulls the key points from the study data. And that's not counting all of you who contributed by participating in studies.

Generally, people who wind up managing veterinary practices know how to get things done. But you can get to the point that you're running around executing every minute. So you're not investing the way you need to in planning and prioritizing.

Want to love your job 10 years from now? A little time away could make the critical difference.

Let's say you could forget "receptionist" or "technician" and pick any title you wanted-something that really reflects your skills and goals. So you could be "chatty chief greeter in charge of great visits" or "superwoman for sensational care." Would you think about your job differently? What title would you choose for yourself?

Well, clearly a lot. Enough that they buy them designer clothing and luxurious dog beds, in addition to the basics. (The APPMA estimates that we'll spend $38 billion on pets this year.) Enough that they rearrange their lives to accommodate pets' needs, getting out to give that walk or making time to tease with a feather toy. And pet owners rearrange their finances, of course, to pay for veterinary care-and food and toys and daycare and carriers.

As you may know, we launched a new magazine especially for team members last fall-Firstline. (Hopefully you've seen it around the practice. I'd be even happier if you saw it in your team members' hands.)

Business philosopher Jim Rohn, one of my favorite speakers, says that what happens in life happens to all of us. It's what you do with what happens to you that matters. On the upside, that means that when you think things couldn't get worse, the person you go to for advice will likely have faced something similar, or will know someone who has.

Spring. It's finally here. The daffodils are blooming. The hyacinths are up. The dogs come in almost every day with muddy paws, so I have semi-permanent footprints on the window sills where they peer out to see who's coming.

An inside look at the judging for the Veterinary Economics Hospital Design Competition

The world is full of contradictions. One person will say you need to do more saving for a rainy day, and the next will say you need to live in the moment and relish the joys each day brings. They may both be right. Which makes it your job to steer a path between the two.

An inside look at the judging for the Veterinary Economics Hospital Design Competition

One of the great things about working on a magazine is that every month our team gets to meet more veterinarians. There are always new people calling with a question, sending us letters and practice tips, and submitting articles. Building those new relationships is very rewarding. And each one of you has an interesting story to tell.

Sometimes I am just so completely right. And yet, the world doesn't notice. That's when it's hardest for me to stay cool under pressure. And that's when I'm most likely to blow it-and blow my top. Identify? And yet, these touchy moments are the times when I most need to find a way to stay calm, cool, and collected.

I know it can seem like we're always after you to do more, make changes, and improve your job or your skills or your practice. And we are. But it's only because we want to help you achieve your goals.

Give your team the freedom to make the practice shine.

We've all had that day when we feel like a bedraggled cartoon character who's being pursued by a malevolent rain cloud. It seems as though the sun is shining on everyone else, but not on us. But you can break free. Inspiring, right?

We tried for years to get you all to share your hospital makeover projects—the progress you made with a weekend of work and a bucket of paint. But to no avail.

We tried for years to get you all to share your hospital makeover projects—the progress you made with a weekend of work and a bucket of paint. But to no avail.

I've met a lot of great doctors. And I like them. As a group, I think veterinarians are among the nicest people on the planet. And, just like you, they have a special calling to help pets that sets them apart from other professionals. But that doesn't mean every doctor is a joy to work for or with. And I know they're not always that open to doing things differently.

Veterinarians fought such incredible obstacles in the wake of the hurricane.

Veterinarians fought such incredible obstacles in the wake of the hurricane.

This new publication is brought to you from the editors of Veterinary Economics, the magazine that veterinarians turn to for the information and inspiration they need to create successful practices and coach successful teams. But Firstline is designed just for you.

Use these resources to prepare for your building project.