One of the most important lessons I've learned during more than 40 years in veterinary medicine is that our responsibility as leaders extends beyond managing schedules, budgets, and our myriads of daily operations tasks. We are also responsible for helping our team members grow. As managers, we invest significant time recruiting, training, and mentoring our staff. It can be difficult when a valued employee decides to leave, but sometimes the greatest act of leadership is supporting someone's professional growth—even when that growth takes them beyond your organization.
This philosophy is beautifully captured in the book Help Them Grow or Watch Them Go, by Beverly Kaye & Julie Winkle Giuloni. Employees want opportunities to learn and develop new skills. This is the impetus to advance their careers. If those opportunities don't exist within our hospitals, some will naturally seek them elsewhere. Rather than viewing this as a failure, we should recognize it as a normal part of career development. Our role as practice managers is to encourage growth, provide mentorship, and celebrate their successes, regardless of where their journey leads.
As veterinary leaders, we should strive to create an environment where learning, advancement, and professional development are encouraged. Yet we must also recognize that our hospitals cannot always provide every opportunity an employee may seek. A technician may want to specialize, a veterinarian may want to do more emergency work, a customer service representative may aspire to management, an assistant may want to explore a role that simply does not exist within our practice. When that happens, it is important to support their growth rather than view their departure as a personal or organizational failure.
Preserve the Pathway Back Always
Equally important is remembering never to burn bridges. This principle applies to both managers and employees. Staff members who leave professionally, respectfully, and with gratitude should be valued for the contributions they made while they were part of the team. Likewise, employers should treat departing employees with dignity and support. Veterinary medicine is a surprisingly small profession, and careers often take unexpected turns. The relationships we build today may create opportunities tomorrow.
Recently, I experienced this firsthand when a former employee returned to our hospital after spending three years working elsewhere. She left to pursue a position that simply wasn't available within our organization at the time. Her decision had nothing to do with dissatisfaction; it was about career growth and gaining experience that would help her achieve her professional goals. She left on excellent terms, and over the years we stayed connected, occasionally meeting at VHMA conferences and industry events.
When she returned, she brought with her valuable new skills, fresh perspectives, and experiences that have strengthened our team. In many ways, she is even more valuable today than when she left. Had either of us allowed the relationship to end poorly, we would have missed the opportunity to work together again. Her story serves as a reminder that career paths are rarely linear, and sometimes the best thing we can do for talented employees is encourage them to pursue opportunities that help them grow.
Richard Branson famously said, "Train people well enough so they can leave, treat them well enough so they don't want to." While we all hope our best employees stay for the long term, the reality is that some will move on. The goal isn't to prevent every departure; it's to create an environment where people feel respected, supported, and appreciated throughout every stage of their career. Play the long game. Invest in your people, celebrate their growth, and maintain positive relationships. You never know when a former employee may return with new knowledge, new skills, and an even greater ability to contribute to your organization.
Leslie Boudreau, RVTg, CVPM, PHR, SPHR, PHRca
VHMA President
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