Change is part of running a veterinary practice. New technology is introduced, responsibilities shift, workflows evolve, businesses grow and sometimes practices need to make significant changes to how the team works.

The business case for change may be clear, but that doesn’t mean everyone will immediately feel comfortable with it. A change that seems logical to a practice owner or manager may create uncertainty for someone whose daily routine, responsibilities or confidence are affected by it.

This is where leadership becomes particularly important. Successfully introducing change isn’t only about deciding what needs to happen. Leaders also need to help people move from the familiar way of working towards something new.

Expect Different Responses

It’s tempting to judge the success of a change by the team’s initial reaction to it. Enthusiasm can feel reassuring, while questions or hesitation can look like resistance.  In reality, people process change differently.

One team member may be excited by a new system and want to start using it immediately. Another may need time to understand how it will affect their role. Someone else may be concerned about whether they’ll be able to learn the new approach, while an experienced team member may question why an existing process needs to change at all.

None of these reactions automatically tells you whether the person will ultimately support the change.

Leaders need to allow some room for people to process what’s happening without losing sight of where the practice needs to go. The aim isn’t to make everyone feel enthusiastic about every change. It’s to help people understand what is expected of them and support them as they adjust.

Understand What’s Behind the Resistance

When someone pushes back against change, labelling them as “negative” or “resistant” rarely helps.  Their reaction may have very little to do with the change itself.

Consider a veterinary nurse who appears reluctant to use a new practice management system. It would be easy to assume they simply prefer the old system. A conversation might reveal something quite different: they’re worried they’ll be slower than their colleagues, make mistakes or struggle to learn the technology while working in a busy hospital.

Similarly, a team member questioning a change in responsibilities may not be opposed to the new structure. They may be unclear about where their role now begins and ends.  Understanding the concern doesn’t mean the change needs to be reversed. It gives the leader better information about what may help the person move forward.

Give People a Role in the Change

People are more likely to engage with change when they have some opportunity to contribute to how it works in practice.  This doesn’t mean every decision needs to be made by consensus. Some changes are necessary and the decision itself may not be negotiable. There can still be opportunities for the team to influence implementation.

Imagine a practice introducing a new approach to patient admissions. The overall process may have already been decided, but the people completing admissions every day can identify practical issues that weren’t obvious during planning. Asking what could make the new process easier to use gives the team a meaningful role without creating uncertainty about whether the change will proceed.

This distinction is important. Leaders can be clear about what has been decided while remaining open to input about how it will work best.

Don’t Mistake Questions for Opposition

During change, leaders often hear more questions than usual.  Why are we doing this? Why can’t we keep doing it the old way? What happens if this doesn’t work? How will this affect my role?

When leaders have already spent weeks or months considering a change, repeated questions can become frustrating. The team, however, may only just be starting to think through something the leadership group has had much longer to process.

Questions can be part of that adjustment. Rather than treating every challenge as opposition, consider what the question is telling you. It may highlight confusion, concern about capability, a practical problem or simply a need for more time to understand the change.

There will be occasions when continued refusal to adopt an agreed change becomes a performance issue. Leaders should address that appropriately. But distinguishing genuine resistance from normal adjustment helps prevent unnecessary conflict during the early stages.

Help People Build Confidence in the New Way

Knowing that something is changing and feeling capable of working differently are two separate things. A team member who has performed a task the same way for years may suddenly feel like a beginner again. Even relatively small changes can temporarily reduce confidence because familiar routines no longer apply.

Leaders can make the transition easier by creating opportunities for people to experience the new approach before expecting complete proficiency. Depending on the change, that might involve practice, demonstrations, additional training, shadowing a colleague or simply allowing more time while a new process becomes familiar.

Progress is also worth acknowledging. When someone who was initially uncomfortable begins using the new approach confidently, recognising that effort reinforces the behaviours needed for the change to become established.

Watch What You Model

Teams pay close attention to what their leaders do during change.  If leaders openly complain about a new process, continue using the old one or make exceptions whenever the new approach becomes inconvenient, the team quickly receives the message that adoption is optional.

The opposite is also true. Leaders who consistently use the new process, remain constructive when difficulties arise and demonstrate a willingness to adapt make it easier for others to do the same.  This doesn’t mean pretending everything is working perfectly. Acknowledging that something is difficult can build credibility, particularly when it’s accompanied by a willingness to work through the problem.

People don’t need leaders to pretend change is easy. They need leaders whose behaviour shows that adapting is possible.

Know When Adjustment Has Become Avoidance

Allowing people time to adjust doesn’t mean allowing resistance to continue indefinitely.  At some point, the expectation needs to shift from we’re learning how to do this to this is now how we work.

If a team member continues reverting to the previous process, refuses to participate or undermines the change after they’ve had appropriate time and support, the issue needs to be addressed. At this stage, the conversation is less about their initial reaction to change and more about the behaviour that’s now expected in their role.

This is why leaders need to distinguish between discomfort and unwillingness. Someone can dislike a change and still work constructively within it. Agreement isn’t always necessary, but appropriate workplace behaviour is.

Help the Team Move Forward

Successful change isn’t measured by how smoothly the announcement goes. It’s measured by whether the new way of working eventually becomes part of everyday practice.

That transition takes leadership.

People need opportunities to adjust, ask questions, develop confidence and contribute where appropriate. They also need leaders who provide direction, model the expected behaviour and recognise when it’s time to move from adjustment to accountability.

When leaders approach change this way, they don’t need to convince everyone to feel the same way about it. Instead, they create the conditions that help different people move through change and ultimately work effectively on the other side of it.

How CCG Can Support Your Practice Through Change

Change can be challenging, particularly when you’re managing the needs of the business while also supporting the people affected by it. Having an experienced external perspective can help you work through potential challenges, make considered decisions and keep the change moving forward.

CCG’s veterinary business consultants can support your practice throughout the change process, from planning and implementation through to helping your team adjust to new structures, systems or ways of working. Whether you’re navigating a significant business transition or introducing changes within your day-to-day operations, our consultants can provide practical guidance tailored to your practice.

If your practice is preparing for change or currently working through a transition, visit www.ProvetCCG.com.au or contact our team to find out how CCG can support you through the process.

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