Reframing Veterinary Wellbeing as a Strategic Workforce Priority 

What inspired you to focus on veterinary wellbeing in your career? 

Dr Marie: My inspiration is both deeply personal and generational. I grew up in the world of veterinary medicine; both of my parents were veterinarians. I spent my childhood working in my mom’s companion animal practice, and I developed a deep respect for the regulatory and animal welfare work my dad performed. I love this profession, but over the last few decades, I have witnessed a massive and concerning shift in the career satisfaction of my colleagues. 

My own experiences with burnout while working in academia were a turning point for me. I realised that even those of us who are highly “successful” by traditional standards can find ourselves spinning our wheels and losing our spark. I am passionate about keeping talented people in this incredible profession long-term. To do that, I knew I had to move beyond the ICU and focus on the “human” side of veterinary medicine, advocating for the mental health and sustainable career paths that our community deserves. 

What misconceptions about wellbeing in veterinary medicine do you see? How do systemic factors outweigh personal resilience?

Misconceptions in our field often swing between two extremes. On one hand, there is the belief that burnout is an inevitable “rite of passage” that everyone will eventually succumb to. On the other hand, there is the dangerous denial, often rooted in shame, that “it won’t happen to me.” The reality is that everyone in veterinary medicine is susceptible due to the inherent stressors we face, including moral distress from ethical dilemmas and the social pressure of client-facing services. 

The most critical misconception, however, is that burnout is a failure of individual resilience. Research proves that organisational and systemic factors are the most significant predictors of burnout. You can place a highly resilient, mindful individual into a toxic work environment with an unmanageable workload, and they will still experience burnout. No amount of yoga, meditation, or “grit” can prevent the impact of a systemic lack of support. We must stop asking individuals to be more resilient and start asking organisations to be more supportive. 

How can veterinary education better support student wellbeing? What role does this play in shaping a more resilient future workforce?

Most veterinary schools are making strides by providing on-site mental health support, such as social workers and counselors. This is a vital first step given the high rates of anxiety and depression among students. However, I believe we need to go further by weaving wellbeing into the actual curriculum. We need to prepare students for the reality of practice, not just the science of medicine. 

This includes shifting how students view their professional identity. Drawing on Dr. Armitage-Chan’s work at the Royal Veterinary College, we should encourage a “problem-focused” identity rather than just a “diagnosis-focused” one, helping students find professional satisfaction even when a perfect clinical outcome isn’t possible. Furthermore, we must provide robust training in navigating conflict and managing the daily moral stressors that plague the profession. By teaching these skills early, we aren’t just helping students survive vet school; we are equipping them to lead a healthier, more sustainable workforce. 

Can you share examples of veterinary practices that have integrated wellbeing into workforce development? What benefits have resulted?

I have seen several forward-thinking organisations and practices invest in communication and leadership coaching that prioritises psychological safety and humble leadership. These practices move away from “top-down” mandates and instead focus on values alignment and proactive workload management. By fostering a culture where assertive communication is encouraged and team members feel safe to share their challenges, these practices have seen measurable improvements in job satisfaction and team retention. 

Wellbeing must be a strategic priority that starts at the top. Programmes like Mental Health Commission of Canada’s The Working Mind are excellent examples of evidence-based tools designed to promote workplace mental health and remove the stigma surrounding these discussions. When an organisation treats mental health with the same importance as clinical excellence, the result is a more engaged, loyal, and effective team. 

What first steps can organisations—from schools to clinics and governments—take to embed wellbeing in workforce policies? 

The first step is ensuring the basics are covered: access to mental health support through Employee Assistance Programmes (EAP) or comprehensive health benefits. Leaders should also verify what their local or state veterinary medical associations offer and ensure that information is clearly communicated to every team member. 

Beyond basic support, organisations must train their leaders in healthy communication and conflict resolution. We need to embed psychological safety into the very fabric of our policies, ensuring there are clear, safe channels for team members to share concerns without fear of retribution. Finally, we must look at the “big picture” of the workforce, addressing the physical and mental hazards of the job and creating policies that protect time for rest and recovery. Wellbeing shouldn’t be an afterthought; it should be the foundation upon which all other professional policies are built.
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Featured image: © WOAH/Romero Gutierrez Duvan Arturo