The case for non-clinical veterinary CPD

Knowing how to place a chest drain is one thing. Having the confidence to step forward and place it is another.

Clinical skill decides what your team can do. Confidence, communication, and a settled nervous system decide what they actually do, on a busy Tuesday, with a full waiting room, when it matters. That is what non-clinical CPD trains, and the evidence says it shows up directly in clinical outcomes, client behaviour, and your bottom line.

Four members of the Vet Empowered team standing together and smiling beside their branded roller banner at a veterinary event

"Soft skills" was always the wrong name.

Somewhere along the way, CPD got sorted into two piles: the "real" pile (medicine, surgery, technical skills) and the "nice-to-have" pile (communication, confidence, wellbeing, leadership). The evidence does not support that sorting. Neither does the regulator: the RCVS counts non-clinical learning fully towards the annual CPD requirement, precisely because how professionals communicate, cope, and lead is part of professional competence, not an extra.

Every consult is a conversation. Every mistake is processed by a nervous system. Every hard day lands on a human being. It is one thing to know how to work a case up; it is another to ask for help without fear, to hold a difficult conversation about money, to recover from a complaint without sliding into defensive practice. Non-clinical CPD is where those capabilities are built. It is the foundation the clinical skills stand on.

A room of veterinary professionals sitting in rows with their hands raised in response to a question during a Vet Empowered workshop

What the evidence shows

This is not a hunch. It is backed up by research.

Up to 7×

Clients were up to seven times more likely to follow dentistry and surgery recommendations when the vet used relationship-centred communication in the consult. Communication skill is not client service polish; it is clinical compliance.

Kanji, Coe, Adams & Shaw (2012), Journal of the American Veterinary Medical Association, 240(4), 427-436.

19%

Across 106 studies in human medicine, patients of poor communicators carried a 19% higher risk of non-adherence to treatment. And when clinicians were trained in communication, adherence measurably improved. Communication is trainable, and training works.

Zolnierek & DiMatteo (2009), Medical Care, 47(8), 826-834.

$2 billion

Burnout costs the US veterinary industry an estimated $1-2 billion every year in lost revenue, around $17,000-25,000 per affected vet, per year, through reduced hours and turnover. Wellbeing is not a perk line in the budget; it is the budget.

Neill, Hansen & Salois (2022), Frontiers in Veterinary Science, 9:814104.

Physicians experiencing burnout had roughly double the odds of reporting a major medical error in the preceding three months. Exhausted clinicians are not less dedicated; they are less safe, through no fault of their own.

Tawfik et al. (2018), Mayo Clinic Proceedings, 93(11), 1571-1580.

Complaints change clinicians

UK research found that being complained about leaves veterinary professionals fearful, self-doubting and ashamed, driving defensive practice and disengagement. How a team is supported to process complaints and mistakes directly shapes how they practise afterwards.

Gibson, White, Mossop, Oxtoby & Brennan (2022), Veterinary Record, e1737.

Safety cultures learn

Blame and shame cultures are a fundamental barrier to reporting and learning from clinical errors in veterinary practice, while psychologically safe teams surface more errors and learn from them. The workplace's emotional culture is a patient safety system.

Oxtoby & Mossop (2019), Veterinary Record, 184(16), 501; Edmondson (1999), Administrative Science Quarterly, 44(2), 350-383.

A Vet Empowered facilitator in a branded t-shirt, seen from behind, speaking with a seated group of veterinary professionals
In human medicine, primary care doctors who had never faced a malpractice claim communicated measurably differently: more signposting, more checking understanding, more warmth. The stakes of these "soft" skills are anything but soft.
Levinson et al. (1997), JAMA, 277(7), 553-559.

The business case, in plain English

"Clients do not come first. Employees come first. If you take care of your employees, they will take care of the clients."

Sir Richard Branson has been saying the quiet part out loud for years. Look after your people and they will want to stay. If they decide not to stay, they will still speak well of you. It is not complicated. It is just human.

Sir Richard Branson

The foundation of everything.

The individual

Confidence to act on their competence. The ability to ask for help before something becomes an incident. Nervous system tools for the day that goes sideways. Boundaries that make careers sustainable rather than short.

The team

Communication that survives a busy shift. Psychological safety that means near-misses get named and learned from, not hidden. Colleagues who can have the hard conversation early, kindly.

The practice

Clients who trust, comply and return. Fewer complaints handled better. Reduced turnover in a profession where every vacancy costs dearly. A reputation as somewhere people actually want to work.

This is not about doing more. It is about giving brilliant clinical teams the human skills their clinical skills depend on.

A room of veterinary professionals seated in a workshop with their hands raised, facing a Vet Empowered coach
Black and white portrait of Katie Ford, veterinary surgeon and co-founder of Vet Empowered, smiling to camera

If you fund one thing beyond the clinical this year

You already invest in your team's clinical growth, and you should. But if the barriers in your practice look like hesitancy, overwhelm, communication friction, quiet exhaustion, or good people leaving, then another dentistry course will not touch them. Those are human-skills problems, and they have human-skills solutions with an evidence base behind them. The RCVS counts this learning fully towards CPD hours. The research says it pays for itself in compliance, safety, and retention. And your team feels the difference first.

Vet Empowered: award-winning, veterinary-led, trauma-informed.

We are Katie and Claire: two vets with nearly 30 years of combined clinical experience, and the team behind Vet Empowered. Since 2020 we have delivered evidence-based personal development to the people of vetmed, and we are trusted by three of the UK's major corporate graduate schemes. We do things a bit differently here: real, practical, science-backed, and never death-by-PowerPoint soft skills.

Read more about Vet Empowered

Katie Ford and Claire Grigson, the two veterinary surgeons who founded Vet Empowered, smiling together in a selfie at an event
Claire Grigson speaking at a lectern with Katie Ford in the foreground, presenting Empowering You: tools and insights for the high performing humans of veterinary medicineA Vet Empowered coach with pink hair, wearing a branded t-shirt, addressing a room of veterinary professionals

How we can help your team

1:1 coaching

Laser-focused support for individuals, with our accredited veterinary-professional coaching team. Discovery call always included; it matters to us that it is the right fit.

Find out more about 1:1 coaching

Coaching is not therapy, counselling, or crisis support. Everyone is different. We can't guarantee specific outcomes, but we can promise we'll be with you every step as long as you keep showing up too. Individual results vary.

"This has changed my life, changed my outlook both at work and home and has quite possibly saved my career that I've always wanted and worked so hard to get to."
Rachel, MRCVS
"Katie Ford and Claire Grigson, the support that you have given to so many of our recent graduates is absolutely invaluable."
Corporate Graduate Programme Lead

Read more testimonials

Let's talk about your team.

Whether you are a practice leader ready to invest, or a team member building the case, we would love to hear from you. Tell us a little about your practice and what you are noticing, and we will come back to you personally.

References

  1. Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383.
  2. Gibson, J., White, K., Mossop, L., Oxtoby, C. & Brennan, M. (2022). 'We're gonna end up scared to do anything': A qualitative exploration of how client complaints are experienced by UK veterinary practitioners. Veterinary Record, e1737.
  3. Kanji, N., Coe, J.B., Adams, C.L. & Shaw, J.R. (2012). Effect of veterinarian-client-patient interactions on client adherence to dentistry and surgery recommendations in companion-animal practice. Journal of the American Veterinary Medical Association, 240(4), 427-436.
  4. Levinson, W., Roter, D.L., Mullooly, J.P., Dull, V.T. & Frankel, R.M. (1997). Physician-patient communication: the relationship with malpractice claims among primary care physicians and surgeons. JAMA, 277(7), 553-559.
  5. Neill, C.L., Hansen, C.R. & Salois, M. (2022). The economic cost of burnout in veterinary medicine. Frontiers in Veterinary Science, 9:814104.
  6. Oxtoby, C. & Mossop, L. (2019). Blame and shame in the veterinary profession: barriers and facilitators to reporting significant events. Veterinary Record, 184(16), 501.
  7. Tawfik, D.S. et al. (2018). Physician burnout, well-being, and work unit safety grades in relationship to reported medical errors. Mayo Clinic Proceedings, 93(11), 1571-1580.
  8. Zolnierek, K.B.H. & DiMatteo, M.R. (2009). Physician communication and patient adherence to treatment: a meta-analysis. Medical Care, 47(8), 826-834.
  9. Royal College of Veterinary Surgeons. CPD policy: clinical and non-clinical learning both count towards the annual requirement (35 hours for veterinary surgeons, 15 for RVNs). rcvs.org.uk