Too often, veterinary practices pile on policies hoping to prevent problems. But instead of creating clarity, these rules can limit your team's potential, frustrate your best employees, and trap you in the role of constant enforcer.

What if your practice could thrive without relying heavily on restrictive policies? Instead of policing your team's worst moments, what if you could inspire their best work?

Shifting from policies to possibilities might seem challenging, but it’s exactly what great veterinary teams do.

Why Veterinary Practices Rely on Policies

Most policies originate from a specific event—a team member spending too much time on their phone, someone frequently arriving late, or food in the treatment area causing chaos. The reaction is understandable: we create a policy to ensure it never happens again.

We’ve all seen policies like these: 

• “No personal cell phone use during working hours.”
• “Repeated lateness will result in disciplinary action.”
• “Absolutely no food or drinks in the treatment area.” 

While these guidelines might seem practical, each rule focuses primarily on what not to do. Over time, veterinary teams become bogged down by policies intended for only a few individuals, not the majority who already perform at a high level.

How Too Many Policies Could Hold Your Team Back

When a new team member joins your practice, what's their first experience? Often, it’s a rundown of the practice handbook—pages filled with rules outlining prohibited behaviors. The first message they receive isn’t about possibilities or growth; it's about avoiding trouble. Imagine being welcomed by a long list of "don’ts." It’s hardly inspiring.

Moreover, too many policies mean someone must enforce them. Suddenly, your practice manager transforms from a supportive leader into something resembling a hall monitor or a referee, constantly on guard for infractions. That’s a tough job—and it rarely leads to a motivated, engaged team.

And then there are the inevitable gray areas. A team member arrives late but stopped to help a client outside. Another is on their phone—but they're checking a message from a sick relative. Policies rarely account for nuance, leading to inconsistent enforcement, unfair perceptions, and sometimes, resentment.

Worst of all, your strongest team members—the ones already delivering excellent care and exceptional service—often feel unfairly targeted. They’re subjected to rules designed to control a small number of individuals who struggle. This doesn't just harm morale; it reduces the energy your top performers have to focus on improving patient care, client service, and team efficiency.

From Policies to Possibilities: A Better Way Forward

Instead of piling on policies, consider a different path: creating possibilities. Policies tell your team what not to do. Possibilities focus everyone’s attention on what your practice could achieve if everyone were at their best.

Consider what would happen if your veterinary team started each day clear on what excellence looks like and fully engaged in achieving it. This shift isn't about ignoring problems; it’s about addressing them differently.

Here’s how you make that shift happen in your practice:

Define What "Good" Looks Like in Your Practice

Imagine this: Instead of your next staff meeting being a list of reminders about what’s going wrong, you spend the time exploring what excellence means. Ask your team: 

• “What does outstanding patient care look like here?”
• “How do we want our clients to feel after every interaction?”
• “What does it look like when our teamwork is exceptional?” 

When you talk consistently about excellence, you create clarity and excitement about what's possible. You start pulling your team forward, rather than pushing them from behind.

Coach Individuals, Don’t Police the Whole Team

If someone’s behavior is hurting your practice, address it individually through coaching rather than group policies. A one-on-one conversation focused on helping someone improve sends a message that you're committed to their growth, not just compliance.

For instance, if someone regularly arrives late, talk privately about why punctuality matters to the team, clients, and patients. Work together to create a practical solution. When coaching is supportive rather than punitive, it builds trust, understanding, and genuine change.

And yes, sometimes even excellent coaching won’t fix everything. In those rare cases, recognize that the person might not be the right fit. The solution isn’t another policy—it’s better hiring practices and better coaching skills.

Leaders Go First

Change begins with you. If you want your team to embrace positive behaviors, you must demonstrate them yourself. Your actions speak louder than your policy manual ever will. If your team sees you actively engaged in learning, adapting, and delivering great service, they’ll be more likely to follow your lead.

Think of your role like guiding your team on a challenging hike. If you're not willing to lace up your boots and hit the trail first, why would anyone else follow? But if you lead with confidence, positivity, and commitment, your team will eagerly walk beside you.

Build a Practice Focused on Possibilities

Ultimately, shifting from policy to possibility means creating an environment where your team focuses on their potential rather than their shortcomings. It means your meetings, conversations, and culture become about improvement, not enforcement.

Sure, some rules are necessary. But great veterinary practices don’t become exceptional by meticulously enforcing rules—they become exceptional by clearly defining what success looks like and guiding their teams toward it.

Take a moment to look critically at your current policies. Which ones help your team thrive? Keep those. Which ones were created as a reaction to isolated incidents? Let those go. Replace them with meaningful discussions, clear expectations, and individual coaching.

A policy-driven culture limits your team’s potential, while a possibility-driven culture creates a place where everyone can thrive. Isn’t that the practice you want to lead?