From “Vet-Owner” to Modern Leader: How the Role Has Evolved
Veterinary practices are changing faster than ever — and so are the expectations placed on their leaders. In a world defined by volatility, uncertainty, complexity, and ambiguity, leadership can no longer rely on the traditional, owner-led, technician-first mindset that once shaped the profession.
In a recent conversation between Glenn and Andy Green on the 20inut Consult Podcast, the two unpacked what today’s veterinary leaders must understand, embrace, and develop to lead their teams effectively. With over 30 years in the veterinary sector as a clinician, practice owner, international speaker, trainer, mentor, and director of an award-winning employee-owned practice, Andy provides a grounded yet forward-looking perspective on leadership in veterinary care.
Historically, veterinary practices were small, owner-driven businesses. The owner was the vet, the technician, and the manager — often learning business ownership on the go. Many operated like lifestyle businesses rooted in passion, not necessarily in strategy.
While that model still exists, today’s environment demands more. Practices face rapid change, increasing uncertainty, and complex challenges that require strategic thinking, adaptability, and future-focused leadership.
As Andy points out, busy practice owners often get consumed by the urgent and important tasks right in front of them — but effective leadership requires time and space to look ahead, plan, and prepare for the unexpected. COVID-19 was a clear example: practices needed strategic foresight, contingencies, and the ability to adapt quickly.
Why Leadership and Management Aren’t the Same
Management ensures systems work, tasks are complete, and operations run smoothly.
Leadership is different.
Leadership requires vision, adaptability, empathy, and the ability to influence and inspire teams. Both are important — but the veterinary profession often promotes great individual contributors into leadership without equipping them for these expanded responsibilities.
As Glenn noted, managing people is a full-time job. Leadership demands more than technical excellence; it requires intentional development of skills many clinicians were never trained in.
Leadership Styles in the Modern Veterinary Practice
One of the biggest shifts Andy highlights is the profession’s growing appreciation for different leadership styles — and the importance of leading authentically.
Not every leader stands on a stage, rallies the team, or thrives under a spotlight. Many veterinary professionals are social introverts — friendly, warm, and engaged, but not naturally drawn to being highly visible leaders.
And that’s okay.
Different styles work:
- Calm, listening-focused leadership
- Story-driven leadership that connects through narrative
- System-oriented leadership similar to an orchestra conductor
- Servant leadership built on supporting and enabling others
- Transformational leadership driven by vision and inspiration
- Democratic leadership centered on involvement and ownership
- Values-based leadership rooted in shared beliefs
The key is knowing your authentic style and using it effectively.
What doesn’t work anymore?
Command-and-control leadership.
As Glenn points out, it not only limits innovation, it also disengages newer generations of the workforce, especially Millennials and Gen Z. Practices known for a rigid, task-driven culture will struggle to attract and retain talent.
Mindset: The Silent Differentiator
When veterinary professionals hear “mindset,” many think about competence, confidence, or knowledge. But Andy highlights the real issue: perfectionism.
Perfectionism creates three major problems:
- Leaders feel they must know every answer.
- They believe they must be better at everything than everyone else.
- They become the bottleneck for progress.
This often leads to a fixed mindset — the belief that abilities are static, effort is pointless if you’re not naturally good at something, and feedback is a threat. Even if subconscious, it restricts growth across the entire team.
A modern leader needs a growth mindset, which means:
- Understanding strengths
- Admitting weaknesses
- Hiring into those weaknesses
- Delegating effectively
- Building complementary and contrasting skill sets across the team
- Sharing information openly
- Asking for help
Leaders don’t need to know everything — they need to empower the people who do.
Raising the Leadership Level of the Entire Practice
Andy references an important principle:
Your leadership level becomes the lid on your team’s potential.
If a leader consistently operates at a 6/10, the best they can expect from their team is a 5. Team members who are 7s, 8s, or 9s will eventually leave if they are led by someone operating below their level.
To attract and retain high-performing individuals, leaders must continually raise their own leadership capacity — and that cannot happen if perfectionism is driving the culture.
The Power of Vulnerability in Veterinary Leadership
Vulnerability may feel counterintuitive in a profession built on technical precision, but it is essential.
Andy explains why:
- Leaders must be relatable and human.
- Leadership in veterinary practice happens within the team, not above it.
- Pretending to be unphased or omniscient creates distance and distrust.
- If leaders never ask for help, the team assumes they are not trusted.
- Vulnerability invites collaboration and encourages others to step into leadership roles.
Being vulnerable isn’t weakness — it’s the gateway to stronger, more cohesive teams. It signals that leadership is a shared responsibility, not a solo burden.
Creating More Leaders, Not More Followers
The purpose of leadership isn’t to generate obedient followers — it’s to develop other leaders.
Everyone must start by leading themselves. From there, they can contribute more effectively to the team, elevate the culture, and support the practice’s strategic direction.
Modern veterinary leadership is a collective effort, not an individual one.
Conclusion
The landscape of veterinary practice is shifting. Today’s leaders cannot rely solely on technical excellence or traditional hierarchical structures. They need:
- A clear understanding of their authentic leadership style
- A growth mindset that welcomes learning and collaboration
- Strategic thinking in the face of uncertainty
- Vulnerability that builds trust and empowers teams
- The ability to raise the leadership level across the entire practice
As the conversation between Glenn and Andy shows, leadership in the veterinary world is evolving — and those who embrace these tools are the ones who will build thriving, resilient, and future-ready practices.
