*Principles of this blog are based off the National Business Institute’s course on “Dealing with Narcissistic Personality Disorder in the Legal Practice: Clients, Counsel, and Others”.
Whether a client or a coworker, unhealthy narcissism can derail an otherwise straightforward experience together.
In 2020, there were 7 million American adults who have NPD or narcistic style. People who have this tend to see others as objects for their personal gratification, or as potential threats. Their world view tends to be win or lose. When those diagnosed with NPD, behavior traits include:
Lack of empathy
Grandiose sense of self-importance
Excessively concerned about their image
Dirven to seek attention and admiration
Largely superficial relationships
Feel entitled to manipulate or exploit others
Rarely admit they are wrong
Become enraged when they feel disrespected or humiliated
Play the victim or martyr
How do you know or feel in the presence of narcissists? You can feel often belittled, under scrutiny or even judged, as if nothing you are doing is good enough, among many other feelings. Unfortunately, narcissists hide behind a façade of fear.
Working with Narcissists & Communicating with Clients with NPD –
The Narcissist’s Code – have you ever had a client or colleague that you sense may exhibit these traits? It’s helpful to know what may be motivating them, especially if it’s not obvious. One of the key points is that image is everything for them. Next is getting attention – it’s often when they feel listened to or admired – they feel expansive and fueled. If they are not at the center of attention, they can feel depressed, and often aggressive. Honesty is optional for them! Narcissist’s can be great liars as they seek image enhancement, being incredibly convincing in the moment. Next, they tend to believe others are either against them or out to get them. Narcissists tend to be driven by emotions and impulses. Winning is everything for them. Knowing these traits can allow you to be aware, and even create strategies to respond.
What could this look like with a potential client? Clients could think they know more or better than you as the veterinarian or technician, and will even demean or manipulate other members of your staff. They expect to be admired and rules are an exception to them.
Key Tip: A practical tip to respond include sharing that their treatment doesn’t feel respectful, which can ultimately interfere with helping them achieve their goals.
Argue with them
Authentically praise their strong points
Try to get them to accept responsibility
Educate them on possible consequences, then let them choose
Take what they say personally
Recognize that they are like this with everybody
Argue for a win-win approach
Focus the narcissist on his/her interests rather than what the opposing party receives
Respond to dramatics or ultimatums
Return to the narcissist’s goals and interests
Take the bait when criticized
Reassure them that you are on their side, and refocus on the case
Overlook any failures to follow your policies
Document, document, document. Make exceptions to your policies sparingly, if at all.
It can often be incredibly mentally and emotionally draining when dealing with someone who exhibits NPD. It’s important however, to hold onto your voice and set boundaries. It is not your responsibility to fix them. Dr. Dan Neuharth shares the “11 Things NOT to Do with Narcissists”:
Don’t take them at face value
Don’t over-share personal information
Don’t feel a need to justify your thoughts, feelings or actions
Don’t minimize their dysfunctional behavior
Don’t expect them to take responsibility
Don’t assume they share your values and worldview
Don’t try to beat them at their own game
Don’t take their actions personally
Don’t expect empathy or fairness
Don’t expect them to change
Don’t underestimate the power of narcissism
Many of this can be easier said than done, but try to remember: in most cases, it’s not your responsibility to satisfy their cravings for admiration and praise. We can have compassion for the suffering of narcissists, but it does not mean excusing them for their narcissistic actions. Rather, focusing on the patient or case at hand, focusing on facts and trying a tip or two from the above table.
It would be so simple if practice owners
could open a fortune cookie for each one of their employees and find the method
by which to fairly compensate them.
While there are commonly accepted methods of compensation, their
implementation in veterinary practices varies because different entrepreneurs
have different business goals. Also,
“fairness” is a relative term that introduces variability into an equation that
might otherwise be consistent from practice to practice. This article describes the factors that
practice owners should consider when determining compensation for veterinarians
and paraprofessional staff.
Below is a table that provides a snapshot of current key indicators available for small animal companion practices. It is not meant to be all-inclusive, but rather to provide some guidelines that enable managers to take the practice’s compensation pulse. They can then determine if the practice is on track for the next year or needs to perform some diagnostics to prevent a fiscal derailment.
Many periodicals and books discuss
the factors one should consider in establishing a compensation policy for
veterinarians. Of particular importance is the question of whether compensation
should consist of a fixed salary, a percentage of the revenue generated by the
veterinarian and collected by the practice (i.e., commission-based), or a
combination of the two. If a commission-based component is present, it is also
important to consider how the revenue figure will be calculated. Will it be
limited to revenues generated from professional services, or will it include
revenues generated from items like over-the-counter medications and foods? Percentages can also vary in relation to
the magnitude of the revenue number that is generated. Implementing compensation systems in practice
requires attention to the details of production calculation and timing of
payment. The key to remember is there is NO one size fits all when determining
the appropriate compensation for veterinary and non-veterinary staff. There are numerous factors that go into
assessing the actual method used for compensation, which often requires the
assistance of an advisor.
National starting salary
information is generally published annually in the Journal of the AVMA. (See:
Employment, starting salaries, and educational indebtedness of year-2013
graduates of US veterinary medical colleges, October 1, 2013, Vol. 243, No.
7, Pages 983-987; Employment of male and female graduates of US veterinary
medical colleges, JAVMA October 1,
2011, Vol. 239, No. 7, Pages 953-957.) See also the latest biennial edition of
the American Animal Hospital Association’s Compensation and Benefits-An In-Depth
Look and the AVMA’s Economic Report on Veterinarians and Veterinary
Practices (Wise, J., Center for Information Management, AVMA, Shaumberg, IL
(Tel: 847-925-8070). Two
periodicals, Veterinary Economics and Veterinary Hospital Management Association
Newsletter, also regularly publish helpful articles. In addition, Wutchiett
Tumblin and Veterinary Economics published Benchmarks 2019 Well Managed
Paraprofessionals are often compensated on
an hourly basis and the industry has yet to develop widely adopted
performance-based compensation models. Paraprofessionals generally report low job
satisfaction and high turnover rates. In the 2016 NAVTA Demographic Survey, 38%
of veterinary technicians left the practice due to insufficient pay, 20% due to
lack of respect from an employer, 20% from burnout and 14% because of the lack
of benefits. Full time technicians reported a salary between $15-20 per hour,
while part-time technicians reported $14-16 per hour. After taxes, even the
well-paid veterinary technicians are only slightly above what is considered the
poverty line for a family of four in the United States ($24,300).
According to the United States Bureau of
Labor Statistics, the median pay for veterinary technicians was $16.55 per hour
in 2018. By comparison, a JAVMA published study on Jan. 1, 2016 of certified
veterinary technician specialists
reported that the weighted mean pay rate in 2013 was $23.50 per hour.
In AAHA’s 2020 Compensation
& Benefits survey, average veterinary employee turnover was 23%. Turnover was 32.5% for receptionists, 23.4%
for veterinary technicians, 10.3% for managers, 16% for associate veterinarians,
and 32.9% for all other staff. To compare with the national workforce,
Compdata’s Annual Compensation Survey showed that national average turnover was
15.9% in 2010 and 19.3% in 2018. The chart above can be helpful to
calculate a practice’s turnover expenses. Turnover is a pervasive and expensive
problem that can be mitigated by learning how to properly motivate employees.
When deciding whether or
not to terminate an employee, and weighing the pros and cons, you need to
assess the costs and benefits of keeping this employee versus firing him or
her. Consider the following:
the nature of the
behavior or performance issues involved
the seriousness of these
how this employee is
affecting other employees or clients
how easily you can
replace this employee
the costs of recruiting,
hiring, training and retaining a new employee
If this employee is
exposing your practice to significant legal or business risks, then the
decision to terminate the employee will be different from one where, perhaps
with coaching, the employee could potentially contribute to the company.
If the issues are increasing
the workload and responsibility of other employees, then it is important to
also consider the ripple effects that the behavior of one employee is having on
the entire practice.
This article will review the key considerations when
beginning the process of a lawful termination. Start with the question of why you
are considering terminating this employee. It is important that you can determine
the reason before moving forward with the rest of the process.
It may be tempting to
terminate someone’s employment because he or she doesn’t fit well into the
company culture, or isn’t especially likeable.
It’s easy to revert to the notion of at-will employment when that’s the
case. The principle of at-will employment means that an employee can be fired
at any time, for any reason, as long as there is not an illegal reason
involved. Some people may conclude that there shouldn’t be a problem with this termination.
An issue can develop if
you terminate an employee at will, and then that employee states that an
illegal reason was involved. In this case, the employer must prove that this
was not the situation. Unfortunately,
wrongful termination claims are not always easy to disprove. They can also harm
your practice’s reputation, breed mistrust among other employees, and lead to
Next, we will review the
reasons for wrongful termination
the actual conversation
Throughout this article,
we will also share strategies to protect your practice.
Reasons for Wrongful Termination Claims
One reason for wrongful
termination is employment discrimination. It can include discrimination based
on race, color, religion, sex or national origin. An employer also cannot
discriminate against an employee because of their disability, age or pregnancy.
These are all illegal reasons to fire someone. You also can’t terminate an
employee as a form of retaliation.
An employer has the
legal obligation to honor employment contracts, union or non-union, including
termination clauses. Not doing so is considered breach of contract. There can
also be an implied breach of
contract, when a company implies, either in writing or verbally, that
employment is protected.
This is not intended to
be a complete list of potential wrongful termination claims. Instead, it can be
used to show the flaws in simply firing someone, at will. There is a more
graceful way to go through the process, and when followed, it should prevent the employee from
being surprised that he or she is getting fired. Therefore, the employer is
better protected against claims of wrongful termination.
Poor Performance/Behavior Over Time
It’s important to create
and carefully follow a disciplinary policy for your practice. It may consist of
rules such as providing an employee who has demonstrated a substandard
performance with a verbal warning the first time, a written warning the second,
and probation or termination on the third. In order to have an effective
disciplinary policy, though, you’ll also need to have clear and consistent
policies about employee behavior and performance so that your employees clearly
know the practice’s expectations. The policies must be consistently enforced,
When a policy is broken,
you should follow your progressive disciplinary procedures in a timely way, and
in a way in which the severity of consequences increases if an employee doesn’t
correct the behavior. In your disciplinary meetings with that employee, you can
then share what policies were broken, why this is problematic, and the
Document every time that
you speak to a particular employee about the issue (such as lateness or
gossiping), doing so directly after the meeting and listing the following:
date of the meeting
consequence for this
consequences if this
date of follow-up meeting
with the employee
It is recommended that
you have another manager at disciplinary meetings. This allows one person from
the practice to conduct the conversation with the employee, and the other to
take notes and serve as a witness. Be sure to have the employee sign relevant disciplinary
documents. Following this procedure gives your employee a chance to improve,
while also protecting you, as an employer, from wrongful termination claims or
Keep in mind that each
time a disciplinary procedure occurs with an employee, the documents that you
create may ultimately end up in court. Be sure to professionally list all
pertinent details. Avoid judging or interpreting an employee’s behavior; for
example, do not comment that while George says he’s late because of traffic, the
real issue is that he’s lazy. Stick to the facts.
If your employee isn’t
breaking policies, but also isn’t meeting expectations, you can create a
performance improvement plan (PIP). This allows you to share goals and
checkpoints, while also offering concrete next steps and support. Be sure to
have the employee sign the PIP. Keep this documentation, whether disciplinary
or PIP, confidential and safely stored.
Although documenting behavior
or performance issues over time is best, sometimes it isn’t possible. For
example, if an employee steals money, becomes violent at work, or brings
illegal drugs to the workplace, then the rule that is broken is so severe that the
employee needs to be fired immediately. In that case, what’s important is that
you respond to any future situations of this severity at a comparable level of
Conversation about Termination
If the decision to fire
a particular employee has been made, then the next issue to consider is how to
have the conversation with him or her. If you’ve provided that employee with
verbal and written warnings according to your company’s disciplinary policy,
then you have increased your protection. Another option is to consult with your
practice attorney to make sure that the termination is solid. This will prepare
you in case the employee decides to pursue action against the practice.
Once you’re ready to hold
the meeting, be timely about making it happen. However, take into account if
that employee has something significant happening that day that could make your
It can help to have a
termination agenda to keep the meeting on track and provide topics to be covered.
The agenda should also include items to be returned to the employee and a
reminder to get a confirmation of the person’s current address so a final
paycheck can be mailed. Having an agenda can also help to guide all parties
involved through what’s likely to be an emotionally-charged and stressful meeting,
and help to ensure that you cover all necessary items.
Be sure that the
location of the meeting is somewhere private. Then, be direct and clear without
being harsh. Explain to the employee that after meeting with that employee to
discuss behaviors, including the issuance of verbal and written warnings, the
decision was made to separate employment that day. Be transparent and make sure
you state that the decision is not negotiable. If the employee tries to debate
the decision, don’t engage or try to justify yourself, and avoid saying
anything that could be construed as a threat.
Keep the meeting short, lasting
no longer than 10 to 15 minutes. The greater the length of the meeting, the
more potential that something could be said that could expose the practice to a
lawsuit. Close the meeting by thanking the employee for contributions made and extend
to him or her your best wishes for the future.
An important topic to discuss
is the specifics about the physical separation from the workplace. Should the
employee, for example, take his or her belongings now? Or do you plan to meet
him or her after hours to take out belongings when other employees aren’t at
work? In some cases, the employee may have missed too much work, which led to
the termination; in that case, you may want to focus on avoiding a humiliating
situation for the person. If the reason for termination is something such as
embezzlement, then your main focus would be to have the employee leave the
workplace as soon as possible. If the ex-employee has property of someone else’s
at work, or vice versa, arrangements must be made to transfer belongings.
Be prepared to answer
questions that might arise. You can’t predict what they will be, but a common question
is whether you will provide references for that person. Regardless of your
response, make sure to protect your company while also treating the terminated
employee with respect.
Prepare to provide any
relevant information about the employee such as benefits, unused vacation time,
or any severance agreement. Summarize all relevant information in a termination
letter. This dated letter should state that the employee has been terminated,
along with a brief description of why and any other pertinent details.
Afterwards, let other
employees know about the termination without discussing any confidential information
or making negative comments about the former employee. Be straightforward,
sharing information the other employees need to know, reassuring them that the company
isn’t eliminating roles. Acknowledge that, in the short term, other employees
may need to help to manage that person’s workload.
These are terminations where
employees are likely to sue the employer in connection with the termination. Some
situations in which this is more likely to happen include the following:
employee is a member of
a legally protected class
employee is a difficult
employee has a relative
who is an attorney
employee is surprised by
As far as the first
example, federal law prohibits discrimination on
the basis of age (over 40), race, color, religion, sex, national origin or
disability. In addition, individual states may have laws that are more
stringent. When terminating the employment of someone in a protected class, the
employer may be vulnerable to anti-discrimination claims for any statements
made prior to, during or even after the employee’s tenure. Examples of these
statements are as follows:
I know it must be hard to balance your
job responsibilities with the new baby.
Most 50-year-olds would have trouble
meeting the physical demands of this job.
Comments such as those are commonly part
of a casual conversation with no discriminatory intent, but could add credence
to a wrongful termination claim.
Other employees are difficult:
argumentative and/or obstinate. They may refuse to take responsibility for
their behavior or performance, becoming defensive and blaming others. Employers
may be reluctant to fire this type of employee, fearing confrontation or retaliation.
The practice can effectively be held hostage to this type of employee and, when
fired, the employee may respond with a lawsuit.
When employees have relatives who are
attorneys, it may make it easier for them to sue. The relative may even make the
suggestion, and if legal services are offered to the disgruntled employee at a
reduced fee, or even for free, there are fewer barriers to suing. Finally,
surprised employees may be so devastated that they legally challenge the
termination. These situations highlight the importance of carefully creating
and following policies as described.
The termination process is almost always uncomfortable, carrying with it a varying degree of legal risk for your practice. Your goal is to make the process as amicable as possible while continuing to minimize risk along the way. The recommendations in this article won’t cover every situation but should provide broad guidelines that you can tailor to your unique circumstances. It is recommended to consult with an employment attorney experienced in the laws for your state.
The 1960s were a time of unparalleled scientific
discovery and social experimentation. It seems fitting, then, that in 1964
Δ9-tetrahydrocannabinol (THC) was isolated and defined. Since then, significant
progress had been made in the discovery and understanding of the endogenous
cannabinoid, or endocannabinoid, system.
Endocannabinoids are incredibly diverse in function.
The numerous identified endocannabinoids are known to undergo various methods
of metabolism, with many byproducts themselves being active. Receptors are
found on many cell types and can vary in effect based on factors as mundane as
species, muscle sub-type, and diet. Research has shown both positive and
negative effects of endocannabinoids – they both promote and fight heart and
liver disease; reduce bone development in fetuses and neonates but reduce
osteoporosis in the elderly; and improve female fertility but decrease sperm
quality. To complicate matters further, the effects of plant cannabinoids, or
phytocannabinoids, appear to overlap only partially with endocannabinoids. Our
understanding of the delicate balance in the endocannabinoid system is in its
It is not difficult to appreciate the therapeutic
promise of endocannabinoids and their related phytocannabinoids, most prominent
of which is cannabidiol (CBD). There exists a large, complex, untapped
pharmacological target with many effects. However, it would be prudent to not
outpace our understanding of the endocannabinoid system. Few in vivo studies have been performed in
humans and even fewer in our core veterinary species. From what we do know of
our veterinary species, cannabidiols may be metabolized differently and into
different metabolites and CBD has low bioavailability with oral administration in
dogs likely due to poor absorption and a large hepatic first pass effect. The
argument should not be if CBD has therapeutic effects but if CBD products can
and should be recommended or sold.
AND DRUG ADMINISTRATION
The only FDA (Food and Drug Administration) approved
CBD product is the seizure medication EPIDIOLEX®. Although found to be
effective and safe enough for approval, the FDA noted many unknowns in the
summary review of the approved new drug application. Animal models used for
toxicology studies may have been inappropriate as their metabolism of CBD
produces different byproducts than those of humans. Peak drug concentrations
could be up to five times higher if the product is taken with a high-fat meal.
Product usage increased liver enzymes in a dose-dependent manner. There was
limited review of concomitant drug interactions.
The pharmaceutic industry seeks to assure the
identity, strength, quality, purity, and potency of drug products. The FDA is
tasked with assessing investigational new drug applications (INDs) and new drug
applications (NDAs) for safety and efficacy. Pharmaceutical companies submit an
IND after completing research, development, and pre-clinical toxicology
testing. After approval of an IND, the company can begin testing on humans:
Phase 1 clinical testing for safety, Phase 2 for efficacy, and large-scale
Phase 3 for population and dosage variation with consultation from FDA. Should
the drug continue to appear promising, the company will submit an NDA for FDA
review. The FDA will assess the data, labelling, and production facility prior
to granting approving for the new drug. The new drug will be approved only at
specific dose(s) for specific condition(s) under certain manufacturing
While the FDA thoroughly reviews drug products,
oversight of supplements is more limited. In fact, supplements, in most cases,
do not need approval prior to being sold. There is no review process to ensure quality
and efficacy, determine appropriate dosages, and ascertain interactions and
side effects. FDA resources are not leveraged against supplement manufacturers
unless they are investigating adverse effects, reported issues, adulterated
products, or false claims. A supplement may not “claim that it will diagnose,
cure, mitigate, treat, or prevent a disease” – by making those claims a
supplement becomes a drug in the eyes of the FDA. Additionally, the FDA does
not recognize animal supplements – only animal drugs and foods.
FDA personnel have been closely monitoring the CBD
industry. Manufacturers are claiming CBD supplements are entirely legal because
the Farm Bill removed hemp, or cannabis with less than 0.3% THC, from the
Controlled Substances Act. Manufacturers neglect to realize that the Farm Bill
did not change the FDA’s duty to regulate drugs and supplements, nor the
definition of a supplement. Adding a substance approved as a drug – in this
case, CBD – to a supplement means the supplement has either been adulterated,
and should be removed from the market, or it is truly a drug product that must
seek FDA approval.
Some manufacturers push the envelope further by making
explicit or implicit therapeutic claims of their supplement products. Recall,
therapeutic claims can only be made for approved drugs. A quick internet search
of animal marketed CBD products yields claims such as “alleviating allergies”,
“treating a range of disorders”, “does no harm to the kidney, liver, or GI
tract”, “stimulate deep tissue healing”, “reduce itchiness and rashes”, and
“reduce the anxiety experienced by many animals.” Some products do not have
claims but vaguely suggest a product may be good for an animal with a certain
condition. There does not appear to be a well-defined line in the sand of how
much you can say, but keep in mind that the FDA defines a drug this way:
A substance recognized by an official
pharmacopoeia or formulary.
A substance intended for use in the
diagnosis, cure, mitigation, treatment, or prevention of disease.
A substance (other than food) intended to
affect the structure or any function of the body.
A substance intended for use as a
component of a medicine but not a device or a component, part or accessory of a
Biological products are included within
this definition and are generally covered by the same laws and regulations, but
differences exist regarding their manufacturing processes (chemical process
versus biological process.)
The FDA is quick to act, however, when obvious and
distinct claims are made of CBD products. Take as an example Curaleaf, who
received a warning letter from the FDA in 2019 regarding claims made for both
human and animal CBD products. The FDA determined that based upon therapeutic
claims made the CBD products were unapproved new animal drugs. These claims
included “pain relief”, “relief of muscle spasms”, and treating “diabetes.”
Claims were not only made in product descriptions, but also on company blogs
and social media accounts. Other warning letters include quotations from
consumer testimonials and claims that may appear vague.
The legality of CBD products is further muddled on a
state level. In decriminalizing and/or legalizing hemp or marijuana products
for people, states have presented a message inconsistent with the FDA’s. Some
states believe that regulatory changes will lead to agricultural gains. Manufacturers
and suppliers may feel sheltered by state or local laws and look to market
products with therapeutic claims. In fact, the FDA itself states that it may
consult with state partners prior to pursuing enforcement against offending
products and that it “supports researchers who conduct adequate and
well-controlled clinical trials which may lead to the development of safe and
effective marijuana products to treat medical conditions”.
States that have approved human medical usages of hemp
or marijuana products were obligated to ensure human physicians could determine
a patient might benefit from the product. Human physicians became sheltered
under select state laws and are now able to openly discuss and recommend or
prescribe CBD products. In some instances, states may require a human physician
provide written documentation for patients.
However, veterinarians and animals were excluded in
state medical marijuana laws. California attempted to fill the legislative gap
in 2018 by allowing veterinarians to discuss CBD within a valid VCPR
(veterinarian-client-patient relationship) but forbids administrating or
dispensing any product for an animal patient. The AVMA (American Veterinary
Medical Association) notes FDA approved product usage is allowed in an
extra-label fashion under AMDUCA (Animal Medicinal Drug Use Clarification Act)
in select circumstances. Should the patient be a food producing species,
veterinarians must attempt to determine withdrawal times.
Veterinary medical associations are aware that
veterinarians have been placed into a difficult spot. Clients can obtain
products for themselves – sometimes at their doctor’s suggestion – and know of
animal CBD products. Clients want to discuss CBD with their veterinarian and
veterinarians want to provide their professional opinions. Medical associations
have tried to cautiously weigh in on the topic. The AVMA dodges the discussion,
stating that non-FDA products are not known to be safe or effective. The
Colorado Veterinary Medical Association notes an increase in toxicities but
suggests conversations can occur within a VCPR. Unsurprisingly, the California
Veterinary Medical Association allows veterinarians to discuss CBD products,
noting that administration is still illegal. The Michigan Veterinary Medical
Association vaguely states there may be increased legal risk if things go wrong
and that they will not recommend something until the FDA says it is safe. Some
states – such as Connecticut, Missouri, and Tennessee – are attempting to
prevent medical board disciplinary action if a veterinarian discusses CBD. Ironically,
the FDA advises consumers interested in pet CBD products to consult with their
It is entirely reasonable that a veterinarian seems
confused about what prudent actions can or should be taken. It is obvious to
the FDA, clients, and veterinarians that there is therapeutic potential in CBD.
Veterinarians want to find new ways to care for their patients and assure their
position as an authority source. However, they are not legally shielded, and the
legality of available products is questionable.
Thankfully, the FDA has committed to clearing the air.
The FDA is on the record saying they want to make regulatory approval more
efficient for CBD products and are actively considering ways to allow marketing
of non-drug CBD supplements and foods. Agency representatives regularly give
very transparent speeches which are posted on the FDA webpage. They reaffirm
the FDA’s goal of providing a layer of safety and reliability for both the
prescriber and the patient in all products and look to obtain the same
assurances for CBD products. It would be wise to pay attention to the FDA
updates that will surely be coming – the FDA is active on social media.
The FDA is more than willing to partner with research
institutions to learn more about the pharmacokinetics and pharmacodynamics of
CBD. Veterinary schools are leading the charge to find out how and how well CBD
products work for dogs. For example, UPenn’s (University of Pennsylvania)
School of Veterinary Medicine is currently performing a double-blinded study on
the effects of a CBD product on dog mobility. This study, along with most other
similar studies, is sponsored by the product manufacturer. Veterinarians should
be skeptical of sponsored studies and thoroughly evaluate study methodology,
results, and conclusions, but can look forward to learning more about the
efficacy and side effects of specific products.
Despite all the uncertainty, many clinicians are
interested in making specific product recommendations or stocking CBD items.
Veterinarians need to make themselves aware of the most current information regarding
safety of CBD and the efficacy, purity, and stability of the product they
promote. It is important the product does no harm to the patient and is not an
unwise expense for the client. Consider things such as:
How pure is the product?
What pesticide residues are present?
Are there heavy metals or solvents in
What additives are in the product?
How does the product need to be stored?
Will it go rancid?
The product selected should be reviewed for unapproved claims – on the product,
on product packaging and literature, on the webpage, and on social media –to
limit risk of product shortage due to FDA enforcement actions or liability.
Many other unknowns plague veterinarians carrying CBD
products. State laws and medical boards offer very little protection, but we do
not know how this will change in the future. Laws, both local and federal,
influence insurance coverage and banking services. It remains unclear if
veterinarians assume risks that are not covered under the insurance policies or
if other policies, leases, and banking agreements would be violated by carrying
and selling CBD products.
Although the prospect of CBD products is great, there remains much that is unknown and unclear. The legal landscape is ever evolving. A prudent veterinarian will watch FDA, legislative, and medical board actions, review current literature, and will consider all risks associated with discussing, recommending, stocking, and/or selling products. They will not be tricked by the smokes and mirrors of opinions but make decisions based upon facts and consideration of risk.
Abernethy, A., & Schiller, L. (2019, July 17). FDA is Committed to Sound, Science-based Policy on CBD. Retrieved from FDA: https://www.fda.gov/news-events/fda-voices-perspectives-fda-leadership-and-experts/fda-committed-sound-science-based-policy-cbd
Ashley, D. (2019, July 22). Warning Letter Curaleaf, Inc MARCS-CMS 579289 — JULY 22, 2019. Retrieved from FDA: https://www.fda.gov/inspections-compliance-enforcement-and-criminal-investigations/warning-letters/curaleaf-inc-579289-07222019
AVMA. (2019, February). State Legislative Update February 2019. Retrieved from https://www.avma.org/Advocacy/StateAndLocal/Documents/SLU-February2019.pdf
Boulder Holistic Vet. (n.d.). HempRx SoftChewz for Cats & Small Dogs. Retrieved from https://boulderholisticvet.com/shop/anxiety/hemprx-softchewz-for-cats-small-dogs/
CVMA. (2017). CVMA Position Statement on Marijuana and Marijuana-derived Products in Companion Animals. CVMA Voice, p. 9.
CVMA. (2019, September 12). Cannabis and Industrial Hemp FAQ 9-13-19. Retrieved from CVMA: https://cvma.net/wp-content/uploads/2019/09/Cannabis-and-Industrial-Hemp-FAQ_9-13-19.pdf
Di Marzo, V., & Piscitelli, F. (2015). The Endocannabinoid System and its Modulation. Neurotherapeutics, 12:692–698.
Dixie Brands, Inc. (2019, May 28). Clinical Trial at the University of Pennsylvania’s School of Veterinary Medicine to Study Effectiveness of Cannabinoids to Treat Dogs for Joint Immobility Using Dixie Brands’ Therabis Formulation. Retrieved from https://dixie.mediaroom.com/2019-05-28-Clinical-Trial-at-the-University-of-Pennsylvanias-School-of-Veterinary-Medicine-to-Study-Effectiveness-of-Cannabinoids-to-Treat-Dogs-for-Joint-Immobility-Using-Dixie-Brands-Therabis-Formulation
FDA. (2015, August 24). FDA’s Drug Review Process: Continued. Retrieved from https://www.fda.gov/drugs/drug-information-consumers/fdas-drug-review-process-continued
FDA. (2017, November 1). WARNING LETTER That’s Natural MARCS-CMS 513302 — OCTOBER 31, 2017. Retrieved from https://www.fda.gov/inspections-compliance-enforcement-and-criminal-investigations/warning-letters/thats-natural-513302-10312017
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FDA. (2019, October 16). FDA Regulation of Cannabis and Cannabis-Derived Products, Including Cannabidiol (CBD). Retrieved from https://www.fda.gov/news-events/public-health-focus/fda-regulation-cannabis-and-cannabis-derived-products-including-cannabidiol-cbd
FDA. (2019, April 2). WARNING LETTER Advanced Spine and Pain, LLC MARCS-CMS 565256 — MARCH 28, 2019. Retrieved from https://www.fda.gov/inspections-compliance-enforcement-and-criminal-investigations/warning-letters/advanced-spine-and-pain-llc-565256-03282019
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Originally Published in Today’s Veterinary Business December 2019
Communication Stunting Your Practice’s Growth?
When you look back at your former teachers,
you realize that some people make learning more engaging and can communicate
concepts more efficiently than others. They all might have the same degree of
knowledge, but not everyone has the communication skills needed to effectively
share that knowledge. In the same vein, in a workplace setting, someone can be incredibly
knowledgeable and have transformative ideas, but the information must be effectively
communicated. Unfortunately, that’s not always the case. Many practices lack
proper communication within their team, thus affecting how the practice runs
during a normal day.
Imagine the following situation: Technician A, “Wendy,” and Technician B, “Bill,” have set schedules during
the week. Wendy comes from 8 am to 3 pm and Bill comes in from 1 pm until 8 pm.
On Tuesday, Wendy writes on the posted schedule that she will be switching
hours with Bill for that Friday, as she has a doctor’s appointment that
morning. She does not communicate this to anyone, including Bill.
What Poor Communication Does
Poor communication results in a
disconnect between parties and it is especially important for an employer to
communicate clearly to its employees. When mixed messages are given at a
veterinary practice, employees feel more stressed, which can affect how they
react to one another and how they treat clients. Life is more unpredictable
when misunderstandings occur, especially in ongoing situations. Employees can
carry frustrations home with them. If this is happening at your practice, it’s
not a good sign for your clinic’s growth and overall success.
When Friday rolls around, the
first client has checked in, but there is no technician to prep the room or
initiate the exam. The office manager is trying to call Wendy to see what is
going on, but she is not answering because she has a doctor’s appointment…and
the day starts off in chaos. The doctor isn’t happy, the client isn’t happy,
and the receptionist is on the receiving end of the client’s anger.
When someone communicates poorly at
work, goals aren’t accomplished effectively or in a timely way. At the end of
the day, the clients are the ones who suffer. Additionally, employees may be
forced to pick up the slack, leading to rushed jobs and mistakes. In a business
dedicated to the care and well-being of pets, there are some serious
consequences that can occur.
In this type of environment,
employees may feel insecure about their jobs and feel they never have a moment
to breathe, which may lead them to seek another job. A lack of communication or
poor communication can increase turnover at a practice, which brings with it
all the costs associated with recruiting and training new employees. This slows
office productivity, which affects the remaining employees and, most
importantly, the clients.
Wendy’s co-workers find themselves
in the middle of this situation which they did not create. This causes tension.
Many are mad at Wendy for not showing up and creating extra work for them,
forcing them to work twice as hard to get everything done. Some are also angry
with management as they feel a few employees are treated differently than
others and are “allowed to get away with it.” A simple lack of communication
has left the practice divided. This, in turn, directly affects how the client
sees your practice. Staff with bad attitudes? Staff running around at 100 mph?
This doesn’t ease a client’s mind when putting their pets into your staff’s
If you find an increasing number of
dissatisfied clients, the reason could be poor communication among people in
your practice. The reality is that when the level of communication is
substandard, simply maintaining the status quo can be challenging and achieving
growth is difficult.
Providing Quality Communication
When you think about communication
skills, consider everyone who plays a role at the practice — veterinarians,
managers, technicians, receptionists and office staff.
It may be easy to pass the blame on
Wendy, who should have at least spoken with Bill about switching shifts for the
day. However, can this blame also be placed on the practice for not having a
pre-determined system of communication for such events? Should the disgruntled
employees bring their concerns to management?
Having staff meetings to determine
how to stop the cycle of bad communication is imperative. One employee may not
see the issues of a practice the same way as another. Similarly, employees may
not communicate the same way as each other. However, holding an open discussion
to decide on an effective way to communicate with each other is only the first
Create an open-floor format
During team meetings, make the
environment as welcoming as possible. Start off with an open-ended question
like, “How can we communicate more effectively” or “what can we do
differently?” Give examples of how you, as a practice manager, can communicate
better. This will “break the ice” and show vulnerability, which will help
employees feel like it’s a safe place they can share their concerns freely. Try
to prevent employees from blaming one another, as listening shuts off as soon
as tension rises.
Listen, listen, and listen
A big part of effective
communication comes down to actively listening to what the other person has to
say rather than spending time formulating what you’re going to say next — or,
even worse, interrupting the speaker. In today’s world, when people are
rewarded for taking action, spending time listening might feel like a somewhat
passive activity, but it’s necessary for quality communication.
After each meeting, determine what
you’ve learned about your practice’s communication strengths and weaknesses,
and figure out the opportunities that exist. Then, create a plan for more
effective communication. What can be fixed relatively easily? What improvements
will create the most positive momentum? What can have financial benefits? Make the
changes steadily, and review the progress regularly.
Let’s say our theoretical practice
decides to implement a procedure that all requests of shift switches must be
approved by the practice manager. Is this to be done through text, email,
one-on-one? Or is there a specific request form that needs to be submitted and
signed by all three parties (both technicians and manager)?
The next step is holding all
employees to the same standard. There should be no “exceptions” to the rule so
other employees do not feel like they are being slighted and “so-and-so” is
being favorited and doesn’t have to follow protocol. A doctor should have to
fill out this request, as does a technician and receptionist. This will
eliminate any tension within the practice due to schedule changes, and thus
will keep your practice running smoothly.
Good communication is a necessity
in running a successful practice. Although it’s hard to look inward at the
problems occurring in the practice, identifying key issues is the first step. Then,
decide as a team what can be done to modify these issues, and follow it
through. Changes may take a while to be implemented, and that’s ok—“A
journey of a thousand miles begins with a single step.”
Originally Published in Today’s Veterinary Business October 2019
Millennials are often in the news—and they have been for quite some time now–with countless articles discussing their impact in the workforce. But what about Generation Z? This is the group of people born between about 1995 and 2010. They’re also in or entering the workforce, and their perception of the world and their participation in the workplace is definitely different from that of the Millennials who came before them.
Gen Z, as they’re called,
is about 57 million strong in the United States. Other names include
Post-Millennials, Founders, Plurals, the iGeneration, and the Homeland
Generation. This article will describe, overall, what they value and how they
perceive life, with the understanding that not everyone in this generation (or
any other generation, for that matter) ever thinks exactly alike.
Values & Behaviors
An in-depth survey of
this generation conducted by McKinsey & Company determined that Gen Z has
several core behaviors in common, each of which center on their search for
truth. They avoid labeling; opting to focus more on individuality, honesty and
competence of people. Thus, making them more willing to understand different
types of people; enabling them to differences of opinion and interact with
organizations that don’t match their personal values. They want to spend their
energy on causes that matter, such as homelessness, poverty, world hunger,
identity, human rights, and gender equality. They want brands to behave in
ethical ways, being transparent, and having actions match what company
As such, it makes sense
that diversity is considered the norm by this generation, to the degree that
Gen Z often don’t readily think about the demographics of a group, whether that
means racially, or religious preferences or sexual orientation. To put this
into perspective, Business Insider and Axios predicts that by 2045, the United
States will be majority minority; meaning, this may be the last generation
where the majority of people in the United States identify as white and, for
much of Gen Zs’ lives, the president identified as a black man.
Additionally, Gen Z
expresses a desire to be financial stable; this, combined with their
aforementioned appreciation for diversity and the changing demographics in the
United States, likely attributes to their overall mix of beliefs and can
include fiscally conservative points of view combined with socially liberal
Overall, Gen Z can be
considered pragmatic, practical, and analytical; believing that most conflicts,
including global issues, can be solved through effective uses of communication.
Through simple conversations, they are able to learn, strategically gather
information, and make highly informed decisions about what their next step(s)
About 36 percent of Gen Z
will be in the workforce by the year 2020. According to statistics quoted by HR Magazine in November/December 2018,
58 percent of them hope to own a business someday (and 14 percent of them
When looking for
employment, here’s what matters to Gen Z:
Good salary: 35%
Enjoyable work environment:
Flexible schedule: 14%
Opportunity to create new
Chance to learn new skills: 8%
Community focus: 7%
Most have been exposed to
the internet and social media their entire lives, making Gen Z very comfortable
with the virtual world and with seamlessly crossing from online to “offline”
experiences. This ease will certainly have an impact on how technology will
continue to evolve in the workplace.
More specifically, Gen Z
have always lived in a world where information comes at them, fast and furious:
they’ve learned to rapidly process information but may not have long attention
spans. They multi-task, shifting from one activity to another, often in a way
that people from previous generations may find distracting.
Millennials have done an
excellent job of shedding light on the high costs of higher education plus the student
loan debt incurred from the pursuit thereof. From this observation, many from
Gen Z may choose to not pursue traditional educational pathways. People of Gen
Z may, instead, opt to go straight into the workforce, attend classes online, pursue
entrepreneurship, or choose paths that vastly differ from the paths ventured by
Assuredly, Gen Z will
have a significant impact on the development of workforce, as companies need to
manage complex, multi-generational teams consisting of younger Baby Boomers,
Gen Xs, Millennials, and Gen Zs. Each generation has different values, workplace
expectations, life goals, and more. For example, people of Gen Z have a strong
desire for work-life balance and appreciate developing personal, and
maintaining, technological connections. In fact, AdWeek recently reported that
Gen Z are 1.3 times more likely to buy products if their favorite celebrity
advertises it on social media. This is important for companies, as company
branding and marketing primarily occur on social media and, as such, if your
company has no social media footprint, then your chances of reaching Gen Z
diminishes; this represents a significant shift from strategies enacted by past
In light of this,
companies must find strategic ways to take advantage of the human resources
they currently have. For instance, employ a strategy that combines mentoring
and reverse mentoring; where those who are from Gen Z can educate those from
other, older generations and vice versa. Thereby preventing, and potentially
wholly avoiding, generational gaps and conflicts that damage productivity,
efficiency, and workers’ value.
Alternatively, you can
cater to Gen Z’s interest in forming a personal connection. When they work for
a company, Gen Z has been shown to prefer regular, in-person feedback from
their supervisors; this feedback can be short and sweet, as long as it’s prompt
and regular. They also want to interact directly with managers often, even
multiple times daily. This shouldn’t be surprising, given that they are used to
texting, conversing on social media, and so forth, which can be considered real-time
When your practice is
recruiting new employees, it can help to think of it as a brand, and then
demonstrate your brand visually to attract Gen Z job candidates. Think about
what makes your practice unique, what makes it interesting. How can the
candidate you’re interviewing contribute to your practice? Make that clear.
of Gen Z typically read online reviews about companies before they interview
with them, and they are attracted to reviews that show how the workplace can be
a fun place to be, even when working hard at the job. Flexible schedules and
paid time off are attractive to many Gen Zs.
Young adults from this
generation often make great employees; especially because Gen Z has the ability
to adapt to change in the way that would make most people from older
generations uncomfortable. You can consider them to be “radically inclusive”;
wherein they value individual expression and don’t readily distinguish their
online and offline experiences in the way that other generations do. They don’t
differentiate between their friends in the physical world and those they’ve
only known online. This is likely true, at least in part, because of the
rapidly changing technology that’s always been part of their lives which likely
contributes to their ability to quickly learn, their comfort levels with
technology, and how much they can contribute to a company’s bottom line.
Although they bring
strengths to the workplace, they may need guidance and training on soft skills
that previous generations possessed so readily possessed. These are skills like
how to handle clients calling your practice and how to respond to them via
email, to name a couple. You’ll have to think of other ways to truly address
these areas that caters to their inherent abilities like instructional videos,
role-plays with co-workers, or even one-on-one training could be appreciated by
this tech-savvy generation.