Jim Lloyd paddles in an ocean we seldom stick a toe in, but his points are critical to our continued success. Leadership is like the "Outback's Bloomin' Onion" as it starts with a solid personal core and has many layers.  As a close friend for nearly 30 years, I have observed first hand Jim's quiet, thoughtful leadership at MSU and he is now recognized nationally and has worked on leadership, diversity, and gender issues for many of our veterinary colleges as well as practice management and sustainability issues through his work with NCVEI (National Commission on Veterinary Economic Issues). Take a sip from the ocean.                                                               -MB               

Follow the Leader 

Q:  What do all of the following have in common?

• ·         Corn Prices
• ·         Biosecurity concerns
• ·         (Re)Emerging infectious diseases
• ·         Globalization
• ·         Changing role of lay personnel and  paraprofessionals in livestock health management
• ·         Escalating student debt
• ·         Food safety concerns
• ·         Evolving practice acts
• ·         Animal welfare concerns
• ·         Cow-side diagnostics
• ·         Fuel prices
• ·         Pew IFAP Report
• ·         Organic production
• ·         Demographics of the farm labor force
• ·         Ecosystem health concerns
• ·         Animal guardianship
• ·         Increasing size of livestock operations
• ·         Push toward specialization
• ·         Hallmark/Westland slaughter plant
• ·         Zoonotic disease concerns
• ·         Environmental quality
• ·         Decreasing number of livestock operations

A:  They all represent ongoing or upcoming change in the life of the bovine practitioner.

        Change is not always pleasant, but it is both a fact of life and the way to the future.  A timeless quote attributed to Charles Darwin says that, “It is not the strongest of the species that survive, nor the most intelligent, but those most responsive to change.”  So how do we as individuals and as a profession respond to the types of challenges we face?  Are we passive and just roll with the tide, or are we proactive in shaping our future?

        Dr. Lonnie King, former dean of the College of Veterinary Medicine at Michigan State University said, “The future is a place we create, not a place we go.”  Effectively leading the change that will create our future will be no trivial task, however.  A solid foundation of leadership skills will be essential.

        The literature is rife with information on leadership development, and leading change is widely accepted as one of the key attributes of an effective leader.  Also recognized is the fact that leadership skills are not solely the domain of those who hold traditional leader positions.  Having a strong portfolio of leadership skills throughout the organization enhances the likelihood of success; with a healthy complement of leaders at all levels, the inconspicuous and modest day-to-day achievements collectively result in substantial accomplishment for the organization.  And these vital leadership skills and attributes can be developed.  Leaders are not born – they are created.

        “So what?” you may be asking.  The point is this:  If we expect to achieve future success as individual veterinarians, as practices/organizations, or as a profession in today’s dynamic (often turbulent) environment, it is vital that we have a strong portfolio of leadership skills across veterinary medicine.  To enhance our success, every member of the profession needs to take a step back and reflect on this leadership challenge, “What are you doing to develop your leadership skills?”

        Leadership development is a lifelong journey.  Based on research we conducted in the veterinary profession (JAVMA, 226(7):1060-1067, 2005), several key areas of focus exist for veterinarians on this expedition:

        Personal Leadership – Mastery of “Me, Inc.” starts with developing a clear personal direction and vision and involves regular internal reflection to enhance self-awareness through critical self-assessment of dimensions such as life-work balance, emotional intelligence, ethics/integrity, decisiveness, personality type, interpersonal style, and self-esteem.  In this context, understanding your own identity and working toward cultural competence are increasingly becoming essential in today’s diverse society.  It is perhaps a bit ironic that one of the best methods of self-assessment is to ask others what they think – seeking regular, structured feedback from those with whom you work or interact can be invaluable.  From there, a personal development plan provides a basis for bridging the gaps between “where you are” and “where you want to be” as an individual.

        Strategic/Future Thinking – Based on environmental scanning and scenario building, what is your vision of the future of veterinary medicine?  What are the core values of your practice or organization?  Considering where you are today and where you want to be as an organization, what critical changes are needed, and how can those changes be successfully implemented?

        Building Teams – How effective are you at facilitating group processes?  As we all know, the synergies and efficiencies associated with genuine teamwork are key to the success of both bovine veterinary practices and the

livestock organizations we serve.  What specific tools do you use to build, strengthen, and sustain teams in your work environment?

        Communications – Understanding your audience is key to effective communication for both written and oral messages.  Do you recognize that, during real-time encounters, as much as 80 percent of communication can be nonverbal?  How long has it been since you assessed and practiced your listening skills?  In this world of sound-bites, have you ever considered media training?  (or, What would you do if CNN showed up during one of your herd visits?)

        Political Skills – Understanding legislative political and policy arenas is vital for effective advocacy related to the future of the veterinary profession.  However, understanding the principles of power and influence is also critical for success in virtually any veterinary (or livestock) organization, because all organizations exist as vibrant political systems.  Building relationships and achieving effective influence (including “leading up,” otherwise known as influencing your boss) are generally necessary preludes to getting things done.

        Developing Others – Leading through others is the critical multiplier for effective leaders.  In that regard, mentoring, coaching, and delegation become critical skills for success.  What are the attributes of an effective mentor?  How effective are you at delegating?

        Each individual’s leadership development journey is necessarily unique – we don’t all share the same strengths or the same desired destination (or vision).  However, a number of common methods of effective leadership development exist.  These include obtaining appropriate mentoring; reading books and articles on leadership; and attending seminars, workshops, and/or conferences on leadership training.  Each of these approaches is available both within the veterinary profession and externally.  As it turns out, leadership skills and leadership development are not profession-specific in that most of the attributes are common across disciplinary lines.

        All new skills improve with regular practice, so seek new experiences and leadership opportunities to develop and hone your skills.  Accept new responsibilities at work.  Become actively involved in organized veterinary medicine at the local, state, or national level (AABP?).  Work with your alumni association.  Or engage with your local community.  Any of these activities can provide excellent opportunity for growth.

        As many of the leaders who have graced this column with their thoughts have intimated, these are critical times for bovine practitioners and the entire veterinary profession.  Having each of us passionately accept the leadership challenge will be our best bet for creating our success in the future.  So, in the course of your ongoing professional growth and continuing education, don’t neglect leadership development.  Benefits will accrue to you as an individual (via enhanced personal success and fulfillment), to your practice (or organization), to the businesses you serve, to the veterinary profession, and ultimately to society as a whole.

        Leadership will be the foundation for our future success, individually and collectively.  Let’s lead the way.

        James W. Lloyd, DVM, PhD is currently Associate Dean for Budget, Planning, and Institutional Research in the College of Veterinary Medicine at Michigan State University.  He is also first vice president of the Michigan Veterinary Medical Association.

                                                                   Jim Lloyd, DVM