Supporting the People Who Make Veterinary Medicine Possible

I do not believe veterinary medicine has a people problem.

I believe it has a people-support problem.

That distinction matters.

Our profession is filled with extraordinary people. Every day, veterinarians, credentialed veterinary technicians, assistants, receptionists, practice managers, and support staff give more of themselves than most people ever see. They stay late for critically ill patients. They help families navigate heartbreaking decisions. They carry difficult conversations home and return the next day ready to serve again.

Their dedication is one of veterinary medicine’s greatest strengths.

It should not be our long-term workforce strategy.

As a veterinarian and practice owner, I know the deep satisfaction that comes from this work. I also know its weight. We make difficult decisions. We balance patient needs, client expectations, and financial realities. We absorb grief, uncertainty, and stress that often remain invisible to everyone outside our profession.

Loving veterinary medicine does not mean we should be expected to carry those burdens alone.

When a colleague is struggling, our first question should not be, “Why can’t they handle this?”

It should be, “What support is missing?”

Does a new graduate have a mentor with protected time to teach and guide them? Can a technician envision a meaningful career path with compensation that reflects their education, skill, and contribution? Does a receptionist know someone will step in when a client becomes abusive? Can a team member take time off without feeling guilty for doing so?

Those are not abstract workforce questions.

They are daily practice questions.

Support begins with fair compensation. Gratitude and recognition matter, but appreciation alone does not pay rent, childcare costs, student loans, or retirement savings. When people develop new skills, assume greater responsibility, and contribute more to patient care, their compensation should reflect that growth. Professional advancement must lead to a meaningful financial future.

Support also means allowing people to fully use their abilities. Credentialed veterinary technicians deserve opportunities to practice to the full extent of their education and within their legal scope of practice. Effective delegation is more than an efficiency strategy. It is a sign of trust and respect. Strong teams are built when every member is empowered to contribute and when the people doing the work have a voice in decisions that affect their day.

Support requires mentorship with substance.

A new veterinarian needs more than an open-door policy and an invitation to ask questions. They need guidance that is intentional, accessible, and protected. They need room to build confidence without fearing that every mistake defines them.

Experienced professionals need support as well. Years in practice do not make anyone immune to burnout, grief, fatigue, or self-doubt.

Support means creating workplaces where honesty is safe.

People should be able to say, “I am overwhelmed.”

“I need help.”

“This schedule is not sustainable.”

And they should trust that those concerns will be met with thoughtful solutions rather than judgment. Culture is shaped by leadership. It is reflected in what we tolerate, how we respond under pressure, and whether our actions match our promises.

Support also means respecting life beyond the clinic walls.

The people who make veterinary medicine possible are also parents, spouses, partners, caregivers, friends, coaches, artists, and neighbors. They deserve time to rest, to be present with the people they love, and to remain connected to the parts of life that give them purpose. A fulfilling veterinary career should leave room for a fulfilling life.

I recognize that practices face real financial constraints. Supporting teams while keeping care accessible to families is not always simple. It requires honest conversations about costs, efficient workflows, sustainable business practices, and thoughtful decision-making.

What it cannot require is treating exhaustion as a business model.

Organized veterinary medicine has a responsibility here as well.

I want an AVMA that listens closely to practicing veterinarians and translates what it hears into practical support. That means stronger mentorship opportunities, meaningful resources for practice leaders, professional development for the entire veterinary care team, and advocacy grounded in the realities of everyday practice.

As I seek the opportunity to serve as AVMA President-Elect, this belief is central to my vision for our profession.

Strengthening the workforce is not simply about recruiting more people into veterinary medicine. It is about helping talented people build careers they can sustain. Empowering care teams means giving them the trust, recognition, opportunities, and support they deserve. Protecting the future of veterinary medicine begins with caring for the people who will carry it forward.

There is work each of us can do today.

We can check on a colleague and stay long enough to hear the answer.

We can evaluate whether our schedules allow for rest and recovery.

We can create time for mentorship, follow through on promised raises, and stand beside a team member during a difficult conversation.

Small acts of support shape culture. Over time, culture shapes professions.

Veterinary medicine is worth caring for.

So are the people who make it possible.

We ask them to give so much of themselves to the animals and families they serve. Let us build a profession that gives them the support, respect, and opportunity they deserve in return.

Leading together means caring for one another along the way.