With all the recent findings about vet practice transparency & pricing in the public eye again, with the recent CMA recommendations announcement, something really struck me – with my background in veterinary, pharma sales and marketing and as a specialist trainer in the field, where are we going wrong? How much are we, as a profession, really communicating added value to our clients, in the wake of much less than positive PR with articles like this: BBC ARTICLE These might include scenarios like: 1. Longer training to become a vet than a GP! 2. Investment in ongoing CPD and skills training - also as a legal requirement 3. That you can get appointments face to face, how often does that happen in many GP practices? 4. Often, practices have specialist qualified vets and or nurses in certain areas of interest. Anything from head to tail. such as Dermatology, Cardiology. Nutrition, Anaesthesia and more 5. In-house regular blood testing, meaning it doesn’t get sent away, so results are back within the same day, if not hours! 6. Continuity of care of the pet 7. The latest technology for dental, x-rays, scanners, blood pressure measuring, and so much more What’s your best added value in your practice? It often doesn’t come easily to most professionally qualified individuals to “sell” the products and services that they offer, be that in verbal or written communications. Ultimately as Robert Louis Stevenson said “everybody lives by selling something” Is it time to re look at your external communications strategy and tactics – how do you handle the: 1. New client walking through the door, so they choose you as their practice 2. The established long-standing clients to ensure they remain loyal and can give word of mouth recommendations 3. The newest bit of technology to ensure the greatest patient outcomes 4. Handling the “what is this going to cost? and how much? 5. The comparison in price to the free NHS! 6. Annual vaccinations and health check 7. What does your reception area say when you walk in? when did you as a professional sit in your own waiting room and look around- what did you see, how did it feel? What, if anything, needs to change 8. How do you maintain regular communication with those clients who are fortunate enough to only need routine treatment 9. What does your website and or social media say about the look, feel, and knowledge and experience of your practice and the team within it and all its added value? The question I teach every person who comes to my traditional sales courses is W.I.F.M? What’s in it for me! Me being the client. It’s about communicating the benefits of what you offer, linked to the needs of the client and their pet. not features… (my next article will deal with the difference in features & benefit…_ If you need any more thoughts tips, please get in touch at karen@vitalsparkconsultancy.co.uk . We would love to help you define and manage your practice communications.
What are the top 10 skills face-to-face salespeople need?
Management is doing things right; leadership is doing the right things. Peter Drucker
Building a team is much like assembling a puzzle—you can’t simply scatter the pieces on the table and expect them to form a complete picture. Careful effort is required to align the pieces and ensure they fit together properly. The same is true of teamwork: it takes intentional guidance, clarity, and collaboration to create a cohesive unit that achieves its goals. Identify Group and Individual Responsibilities Just as a horse pulling a cart depends on the driver for direction, teams rely on clear guidance. Defining both individual and group responsibilities is the first step in building effective teamwork. Each member must understand their role, as well as the roles of others, to ensure smooth progress toward shared objectives. Ambiguity can derail a project, so clarity in responsibilities and expectations is essential. Give Permission to Take Action High-performance teams are made up of skilled, dedicated professionals who know how to recognise when something isn’t working—and how to address it. Leaders should empower their teams to act when challenges arise, even proactively. Granting autonomy not only strengthens problem-solving capabilities but also reinforces ownership and accountability for outcomes. Build Relationships Between Team Members and Management Trust, respect, and open communication are the cornerstones of strong teamwork. Without a solid relationship between team members and management, a damaging “us vs. them” dynamic can emerge. Leaders must invest time in fostering trust and approachability, ensuring employees feel comfortable sharing challenges, concerns, and new ideas. This openness strengthens collaboration and drives better results. Give Feedback Feedback is a vital tool for growth, alignment, and performance. It should come not only from managers but also from peers within the team. Constructive feedback highlights what’s working well while identifying areas for improvement, allowing members to adjust and refine their contributions. The most effective feedback is timely, consistent, and expressed in behavioural terms —focusing on what can be observed, heard, or measured. Done well, feedback strengthens both the individual and the team as a whole. Part 4 of 5
Individual commitment to a group effort - that is what makes a team work, a company work, a society work, a civilisation work. Vince Lombardi
High-performance teams are a relatively modern concept, but their impact on organisations is significant. A well-structured team of highly focused remote employees can drive productivity, innovation, and collaboration across a company. In this blog, we’ll explore what defines a high-performance team, the benefits they bring, how they operate under flexible leadership, and the importance of team dynamics. What is a High-Performance Team? A high-performance team is a group of dedicated individuals who work together with a clear focus on achieving shared goals. These teams often operate with fluid leadership on project-based initiatives, the most suitable member steps into the leadership role as needed. What sets them apart is their strong sense of trust, accountability, and openness. Each member contributes as an essential part of a finely tuned system, working efficiently and effectively toward collective success. 3 Key Benefits of High-Performance Teams High-performance teams provide advantages for employees, management, and customers alike: Employee Benefits: Team members share the workload, reducing pressure on individuals while fostering stronger professional relationships and collaboration. Customer Benefits: Customers often receive products or services more quickly and benefit from the positive, cooperative culture of the team, which translates into a better experience. Management Benefits: With teams operating cohesively toward common goals, managers can step back from excessive oversight, freeing up time and resources for broader strategic initiatives. Leadership in High-Performance Teams Leadership in these teams is flexible, and needs-based. Rather than relying on titles, authority, or popularity, leadership roles are assigned to the team member best equipped to guide the group toward its S.M.A.R.T. goals (Specific, Measurable, Achievable, Relevant, Time-bound). While the organisation still provides managerial oversight, the internal leadership dynamic remains adaptive and collaborative. Understanding Team Dynamics Communication is the cornerstone of high-performance teams. They thrive in an open-forum environment where every voice carries weight and contributions are valued equally. Members exchange constructive feedback, share alternative solutions, and refine each other’s ideas—all while keeping egos in check. This culture of openness ensures the team remains focused on achieving results efficiently and effectively. Part 2 of 5
As a former National Sales Manager, I understand the challenges of leading a remote workforce—ensuring productivity, maintaining motivation, and fostering teamwork without the benefit of daily in-person interaction. In this upcoming series of blogs, we’ll explore some of the key considerations in building high-performance teams when face-to-face contact is limited. These principles apply across industries and roles, no matter what field you’re in. In today’s business environment, organisations must continually find ways to boost productivity without compromising quality. One highly effective strategy is building high-performance remote teams. When well-trained and well-structured, these teams can deliver exceptional results across a wide range of functions—whether it’s managing a large-scale mailing campaign or developing breakthrough software to support cancer research. The question is: what could you achieve with a high-performance team? Thanks to today’s digital tools, remote work has never been more accessible, provided there’s reliable internet and mobile connectivity. However, success isn’t just about technology. It’s also about understanding whether individuals are truly suited to working independently. For instance, insights from Motivational Maps (which identify nine core workplace motivators) reveal important differences in how people thrive. Someone motivated primarily by “Friend” values may find remote work challenging, as they draw energy from social interaction and team engagement. In contrast, individuals motivated by “Builder” or “Director” traits often adapt more easily to working independently. Benefits of a Remote Workforce—for Both the Business and the Individual Access to stronger talent: Recruit from a wider, more diverse talent pool. Increased productivity: Remote employees often demonstrate higher efficiency. Better employee retention by supporting flexibility and work-life balance. Reduced downtime, as employees can continue working during inclement weather or minor illness. Sustainability gains: Less commuting reduces environmental impact and contributes to a smaller carbon footprint. For more information about our specific course on building and managing High Performance teams, click HE RE .
What is the cost of a lack of motivation in the workplace? In this blog, Karen calculates the cost to the UK.
What is the difference between accredited and non-accredited training? Karen Froud-Murray explains...
How often have you heard it said about someone who is outgoing, friendly and a good communicator - “You have the gift of the gab - you should be in sales”.
Performance in any organisation depends upon the right direction, the appropriate skills, and massive amounts of motivation.
Mike J Murray joins Vital Spark Consultants
The difference between having a customer who is satisfied and a customer who will remain loyal can be determined in the steps you take to follow-up with that customer. Learn more...
How to deliver your speech eloquantly and effectively.
Being prepared is the key to public speaking...but what do we mean by being 'prepared'?
Some advice on how to organise the content, to prepare for your presentation.
