By Debbie Hill, CVPM, SPHR, SHRM-SCP, Consultant with Encore Veterinary Consulting
There is a great activity at the annual VHMA Management Exchange called Triumphs & Blunders. I find that members generally share their biggest blunders with the group. I love the transparency and support that this always garners. This year, I noticed a recurring theme: misplaced trust.
We hire someone or give responsibilities to a person who has shown themselves to be worthy, and somewhere along the line, this trust goes awry. This led me to think about how to foster trust and empowerment while keeping things on track.
From a leader’s perspective, it can feel like a lot of oversight (read: micromanagement) is needed. But after some introspection, I realized that being a trustworthy leader encourages people to do a good job and feel comfortable coming forward when they feel adrift. Below is my take on the need for reciprocity in leadership-team trust.
The Challenge of Delegation
It is very difficult to get leaders to delegate. I’ve heard all the reasons, and most are valid, even if they are not sustainable. For example, handing off the staff schedule to an eager team member can feel risky:
- Are they too eager?
- Will they care equally about everyone on the team’s needs?
- Is it a power trip for them?
- Is it quicker to just do it yourself?
I have seen a “yes” to every one of these questions…and yet I firmly believe that leaders cannot do it all themselves, and sharp team members need growth opportunities.
The best option is to give people a chance. However, be clear that you will check in for your own peace of mind. Easy, right? The secret here is being trustworthy yourself. Giving a task and then sharing your concerns with everyone who slows you down harms the relationship and the team member’s growth. Giving a title without real support is simply unfair.
Empowering New Roles Without Undermining Them
This often happens with Lead Tech positions. Leadership struggles to monitor all the medical and human details of the technician department, and putting a lead in place seems like the solution.
However, it can go wrong when team members circumvent the Tech Lead’s role and come directly to the Manager or Practice Owner to challenge decisions. Leadership needs to know of concerns, but it is not okay to let team members think they have “an in with the real boss.”
The right approach:
- Listen and take note of the team’s concerns.
- Investigate independently whether the issue is real or perception-based.
- Sit down with the Tech Lead to share observations and get their perspective (not to confront them with a list of gripes).
Many concerns stem from personality conflicts or fear of change. If leadership undermines the position, the team will sense the lack of trust, and the opportunity for growth becomes meaningless.
Holding Team Members Accountable
On the flip side, people who ask for responsibility but fail to follow through are showing who they are. Leaders must:
- Offer correction, coaching, or change in duties when needed.
- Recognize when a “trusted square peg” does not fit a role, rather than forcing it.
This raises questions for leadership:
- Can our team trust us to have crucial conversations when necessary?
- Can they trust us to offer guidance without leaving them to figure it out alone?
A team that can be trusted starts with leaders willing to examine their own motives.
Creating Systems for Trust and Growth
As with most things in practice management, a good system is key. Introducing new roles or tasks should include:
- Regular communication and check-ins
- Clear expectations for both the team member and leadership
- Commitment from leaders to be trustworthy and accountable
These check-ins should not feel disciplinary. Instead, they allow both parties to prove that they want the project to succeed. Being trustworthy takes effort. Seeing the other person’s viewpoint and honoring agreed-upon parameters builds real, lasting trust.
Conclusion: Trust Starts With Leadership
Building a team that can be trusted starts with asking hard questions about ourselves:
- Are we trustworthy enough to delegate?
- Are we supportive enough to allow team members to grow?
When leaders invest in their own trustworthiness, the entire team can thrive. Empowerment and accountability go hand-in-hand—and they both begin at the top.
