ESTABLISHING TRUST

A veterinarian in practice is ultimately responsible for providing advice in the area of animal
health. One of the challenges faced by all new graduates is establishing trust with clients in
order to ensure that this advice is considered. Many clients will have established a rapport
with existing or previous staff members within the practice and some may have had an
adverse experience with another veterinarian or new graduate. Moreover, you are attempting
to persuade clients that your advice is informed and that you have their interests and the
interests of their animals uppermost in your thoughts.

Influence

One perspective with respect to your ability to convince clients that you are able to offer
veterinary advice is power. Power may be defined as the capacity to influence others
(Ivancevich, Olekalns & Matteson 1997) and there are a number of models available to us
that define your potential sources of power.

French and Raven (1959) initially argued that there are five sources of interpersonal power:
• Legitimate
• Reward
• Coercive
• Expert
• Referent

The first three of these listed below are largely based upon position whilst the latter two are
personal sources of power.

Ivancevich, Olekalns and Matteson (1997) define legitimate power as that associated with
position. Hence, your qualification as a veterinary surgeon will command some respect and
power in a similar way to other professionals such as doctors and dentists. This aspect of
power can be supported through dress (such as a lab coat or staff uniform, and a stethoscope),
name tags and titles, and the display of qualifications.

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Reward and coercive power refer to the ability to either reward or punish someone for
adhering to your advice (Ivancevich, Olekalns & Matteson 1997). Legislative powers over
issues of animal welfare are the obvious examples of this source of power. However,
recognition of the role of clients in the diagnosis and treatment of conditions may be a more
subtle application of this type of power in veterinary practice (see also reciprocity).

Expert power refers to the power that your specialised knowledge of animal health carries.
This power relates not only to veterinary matters such as medicine and pathology but also
para-veterinary matters such as industry knowledge and will ultimately be one of your most
valuable sources of power as a new graduate. Similarly, at an individual level it also refers to
the histories of patients (read as much as you can prior to the actual consultation) so that you
not only demonstrate knowledge but familiarity with a patient, attention to detail and genuine
interest in that animal’s welfare.

Finally, referent power is purported to be associated with charisma (Ivancevich, Olekalns &
Matteson 1997). Interpersonal skills are the basis of this form of power and some may also
refer to this simply as your ‘bedside manner’.

Persuasion

Cialdini (2001) has argued that six tendencies of human behaviour may impact upon your
ability to persuade:

• Reciprocity
• Consistency
• Social validation
• Liking
• Authority
• Urgency

Reciprocity refers to gifts, favours and concessions (Cialdini 2001) all of which may again be
applied to you as a new graduate. Recognition of owners and their efforts, providing a little
extra service (customer delights) and if you do discount for example, ensure that the client is
fully aware of your role and the actual discount.

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Consistency refers not only to your advice and decisions but also to those of the practice.
Ensure that if there are protocols within the practice that you are aware of these and if not that
you fully communicate the process of patient management with your veterinary and support
staff colleagues. Discrepancies not only lead to doubts about your abilities (particularly as
you are the new graduate), they may also lead to more serious consequences such as
litigation.

Social validation refers to the impact of peer pressure when we make decisions (Cialdini
2001). This is largely reflected in veterinary practice as ‘word of mouth’ advertising and will
be dependent for you as a new graduate upon gaining some early successes with influential
clients as well as support from your colleagues. The latter implies that this whole area of
influence and persuasion is equally applicable in working relationships.

With respect to liking, Cialdini (2001) includes aspects such as physical attraction, similarity
and flattery. From a veterinary perspective your personal appearance, stories and experience
are now vital elements in getting clients to like you. Stories about your pets, your experiences
of rural life or your experiences as an intern or in work prior to graduation reveal a personal
approach and empathy with the client that may facilitate them ‘liking’ and being persuaded by
you.

Authority is basically associated with legitimate power whilst urgency is associated with your
ability to convey the importance of a particular situation (Cialdini 2001). Once you have
established the urgency of a scenario you are now in a key position to persuade someone how
this problem should be addressed. In veterinary practice life threatening cases and your
competence, authority and empathy in handling such cases will be vital tests of your capacity
to persuade.

Trust and Empathy

The overriding issue in establishing trust is empathy. Empathy for the client and their animal
with respect to the presenting problem and empathy for the client and their perspective on
you. This pet is a vital member of their family, a loved companion. The production animal is
linked to their livelihood and there may be a significant investment of personal resources (and
emotions) attached to this presenting problem. As an intern, new graduate and post graduate
it is vital for you to understand and reflect upon how clients perceive you and the messages
that you send them via your verbal and non-verbal communications. A healthy aspect of

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veterinary practice is taking time to consider your practice and yourself from a client’s
perspective.

Conclusion

Theoretical models for power, influence and persuasion have generally been developed for
social and business purposes however there are applications to veterinary practice life. It is
worthwhile reflecting upon these theories, your experiences and the client’s perspective when
approaching the challenges of credibility associated with being an intern or new graduate in
veterinary practice.

References

Cialdini, RB 2001, Influence: science and practice, 4th edn, Allyn & Bacon, Boston.

Ivancevich, J, Olekalns, M & Matteson, M 1997, Organisational behaviour and management,

Irwin, Sydney.

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