I was recently asked to give a lecture to a Veterinary Business Management Association chapter on the topic of how to influence change, whether as a newly graduated veterinarian, or even experienced veterinarian, without a formal leadership title (“Owner,” “Medical Director, “Chief of Staff,” etc.).
One of the themes I routinely emphasize to my students is that the letters “DVM” behind their name automatically make them a leader or at least set them up to leverage those credentials to drive positive change. While this is a cool, albeit intimidating platform for some, going about trying to “improve” a hospital as the new kid on the block, can either lead to the improvements of which one dreams, or backfire and cause a ripple effect of negative consequences.
New veterinarians often walk into their first jobs filled with energy, ideas, and a deep commitment to patient care. But they also walk into established systems, pre-existing workflows, and workplace cultures shaped long before their arrival. Many early-career vets quickly spot inefficiencies, outdated protocols, or gaps in communication—but hesitate to speak up, assuming they lack the authority to effect change.
The truth is, leadership is not defined by title. Whether you’re the newest DVM on the team or a seasoned associate, your ability to influence positive change comes down to how you lead from within. Here are a few tips to keep in mind.
Start with Humility and Curiosity
Before proposing changes, commit to understanding why things are done the way they are. Ask open-ended questions like, “Can you walk me through the current process?” or “Has the team tried other approaches in the past?”
Showing respect for institutional history helps avoid the trap of seeming like you’re criticizing the team you just joined. My rule of thumb has always been to wait at least 30 days (unless you’re worried about your license or immediate patient safety) to ensure I’ve accomplished the above, before I come with a proposal for change.
Build Trust Through Relationships
Influence begins with trust. Take time to build strong, authentic relationships with team members across all roles. Show up for your team, help when you can, and express appreciation for others’ expertise.
When colleagues know you’re invested in them, not just your ideas, they’re more likely to support your initiatives.
Lead by Example
You don’t need a management title to demonstrate leadership. Model the changes you hope to see.
Want to improve client education? Be the veterinarian who prints handouts, uses clear language, and follows up with clients. Interested in better recordkeeping? Set the standard with your SOAPs. Quiet consistency builds credibility.
Find Allies and Collaborators
You’re not alone. Look for team members—technicians, CSRs, fellow vets—who also want to improve the hospital.
Partnering with others not only builds momentum, but it helps you gain buy-in from across the team. Shared ownership creates shared success.
Connect Your Ideas to Shared Goals
Frame your suggestions in terms of what matters most to the hospital: improved patient outcomes, higher client satisfaction, greater financial returns, or greater team efficiency. For example, don’t just propose a new triage system—explain how it could reduce staff stress during busy times.
Grounding ideas in shared values makes them more compelling.
Communicate Tactfully
Words matter. Avoid language that sounds like a mandate.
Instead of saying, “We should do this,” try, “I’ve seen [this strategy] work well before—do you think it’s something we might try here?” Presenting ideas as collaborative rather than corrective keeps defenses low and dialogue open.
Start Small and Celebrate Wins
Big changes can feel overwhelming. Instead, propose a low-risk pilot or tweak.
Maybe it’s a new way to organize lab samples or a form to streamline callbacks. After a successful trial, share the results: “Since we started using the new form, we’ve cut client wait time by 15 minutes.” Celebrating progress builds momentum for bigger initiatives.
Be Persistent, Not Pushy
Not every idea will land. And that’s okay.
Change often requires repetition, patience, and timing. If your idea isn’t adopted right away, stay engaged, seek feedback, and revisit it later. Your professionalism and resilience will most likely be remembered—and respected.
Understand the Culture
Every hospital has unwritten rules and power dynamics. Learn who the informal leaders are, how decisions are made, and how past changes have been handled.
Tailoring your approach to the hospital’s culture helps your ideas land in a way that fits rather than fights.
Invest in Your Development
Your influence grows as your expertise does. Stay sharp with continuing education, leadership workshops, and communication skills training.
The more you demonstrate clinical excellence and emotional intelligence, the more your peers and supervisors will look to you for guidance—even without a formal title.
In Summary
As a new veterinarian, you bring more than medical knowledge—you bring a fresh perspective, passion, and potential for leadership. By staying humble, investing in relationships, and aligning your ideas with the team’s shared goals, you can help your hospital grow and improve from day one.
Influence isn’t about being in charge—it’s about showing up as someone worth following.