GP Management Team
May 20 - 21, 2025
MT Summit Materials
Tear Sheet Table of Contents
DAY 1: Our Business
Kickoff, Tone set + Q1-2 Recap | Janine
Macro Economy & Our Position | Sam, Chris & Geoff
Speaker: Industry Insights | Brakke
Activating Opportunities | Jen & Raman
Winning Pet Parents | Sarah & Friends
Upskilling Medical Teams | Ken & Amanda
Learnings During a Time of Change | Jim
DAY 2: Our People
Leading Your Team through Change | Chris & Amanda
Leading Engagement | Chris & Ashley
Link to GROW Coaching Model
Link to GROW Conversation Planner
Link to Engagement Meeting in a Box
Link to Leadership Competencies
All materials (individual to download) available HERE
HEADLINES IN APRIL
Among households with an income of $90,000 or more, 33% said they couldn’t afford vet care.
— Gallup survey
Many Americans can’t afford vet care for their pets — and the results can be deadly (MarketWatch)
A new Gallup survey finds more than 50% of pet owners have put off or decided against veterinary treatment which in worst-case scenarios can lead to ‘economic euthanasia’
April 2025
Sudden Shutdown: Met Pets Wellness Closes All Clinics Overnight, myvetcandy.com: https://www.myvetcandy.com/blog/2025/4/1 3/sudden-shutdown-my-pets-wellnesscloses-all-clinics-overnight
Unprecedented and Uncertain Times
The industry has fundamentally changed.
This is no longer an industry that is waiting for the Covid rebound. Pet ownership and numbers are down. The trends have fundamentally shifted, driven by:
Demographic shifts
Economic Impact
Access to Doctors (Labor work/life balance changes)
Historical Visits and forecasting future trends
We are NOT Recession Proof – Historical look back
Recession impact lagged economy impact but took longer to get back to growth and ~4 years to get back to historical growth numbers.
STRATEGIES FOR NAVIGATING DISRUPTION:
Adapting to Change:
•Organizations need to embrace a culture of innovation and proactively adapt to changing market dynamics.
Focusing on Core Competencies:
•Identifying and leveraging a company's unique strengths can help it weather disruption.
Creating New Business Models:
•Developing new business models that cater to evolving customer needs can help maintain relevance.
Investing in Innovation:
•Investing in research and development, and fostering a culture of experimentation, can help companies stay ahead of the curve.
Learning from Others:
•Studying successful examples of disruption and adaptation can provide valuable insights.
Strategy Starts with Resolving the Industry Challenges
NVA GP’s 2025 priorities are rooted in our strategic initiatives, with a focus on propelling growth and providing superior client care
Create deeper connection to pet parents via insights
Create the gold standard of pet care that vets want to be a part of
Deliver Care without compromise –for pets and pet parents
Continuously develop and upskill our organization
Maximize productivity and efficiency from operational scale
1 2 3 4 5 2025 Priorities
Grow and welcome new clients
Better meet the needs of our existing clients to grow frequency, compliance, and ATC
Improve the health of our organization
Maximize productivity
Strengthen our foundation via scaled tools
DVM
Retention: 86.2% (vs. 85.6% LY)
(+0.5% vs. LY)
Demand Gen Visits
New Clients: 24K (+78% vs LY)
Existing Clients: 48K (+51% vs LY)
MACRO ECONOMY OVERVIEW
MT MEETING, MAY 2025
SAM HAWKINS & CHRIS INGOLDSBY
MT Summit Tear Sheet
Topic Title: Macro Economy Overview
Presenter(s): Professors Chris Ingoldsby & Sam Hawkins, Geoff Pizinger
Objective / Purpose of the Session
Provide leaders with a high-level understanding of macroeconomic, industry-wide, and NVA-specific trends impacting client behavior, topline growth (visits, pricing, ATC), and overall performance. Emphasis was placed on economic pressure, changing pet ownership patterns to guide the actions NVA will take to adapt and grow in this evolving environment.
Key Takeaways
• Macroeconomic indicators show a potential slowdown, or even looming recession, and uncertainty is high given recent geopolitical changes. Furthermore, Veterinary Services industry data points to a tightening of pet care affordability:
o 33% of households earning $90K+ report they cannot afford vet care.
o Over 50% of pet owners have delayed or avoided treatment due to cost.
o Retail sales and consumer sentiment have both declined since late 2023.
o Household formation (closely tied to pet ownership) is below pre-pandemic norms.
• Visits—not pricing—were the main driver of revenue decline during past recessions:
o A 5.5pt decline in visits occurred from 2008–2010, lagging GDP trends.
• NVA GP performance through April 2025:
o Medical Visits: 1.7M, up 3.3% YoY
o Medical ATC: $271, up 5.4%
o New Clients: 24K (+78% YoY); Existing Client Visits: 48K (+51% YoY)
o DVM Retention: 86.2% (vs. 85.6% LY)
• NVA has outperformed the industry in terms of revenue growth over the past year
o However, the key drive has been pricing, not visit growth
o Both NVA and the industry have fallen below long-term organic growth industry averages (~4-5%) for almost a year, with the trend worsening vs improving
• Since 2000, Vet CPI has consistently outpaced Core CPI, growing at a ~5% CAGR vs ~2.5%, respectively
o On one hand, it highlights the resiliency of our industry and that pet-care can be viewed as nondiscretionary
o On the other hand it exacerbates the affordability pressures that clients are facing (particularly as millennials and Gen Z become the largest segment of pet owners)
• Resultingly, pet ownership is down ~3% since 2018, with most of the decline driven by dogs (average spend per pet in 2024: Dogs = $1,231, Cats = $805)
• Our business has not been impervious to the current conditions, and we are seeing many of the same things the industry is
o Total clients / new clients / pets per client are declining
o DVM capacity is up, though offset by declining DVM productivity (fewer hours / shifts per DVM)
o Non-critical care and elective high-ticket items (e.g., dentals) are declining at a faster rate than critical care
o Dog visits are down, though there is opportunity with Senior Pets where we see resilience of spend and a population that is not expected to decline
• Younger pet owners are more price-sensitive, digitally driven, and brand-conscious:
o 60% of pet parents under 40 use branded or retail GP hospitals
• Recessions, though painful, can be weathered with smart strategies such as embracing change, focusing on core competencies, customer retention strategies, disciplined spending and investing, and digital acceleration
• NVA is a leader in the competitive marketplace, and through its size, scale, and balance sheet strength, has a unique opportunity to drive industry-leading growth!
Messages to Cascade
• Economic pressure is real for pet owners: even high-income households report delaying or avoiding vet care.
• Our clients are changing: they expect digital convenience, clear communication, and value-driven care experiences.
• Clients are seeking more value, convenience, and digital access. We need to meet them where they are.
• Innovation and adaptability are required. Winning in this environment means rethinking service models, marketing execution, and client connection.
Teams should anchor to our purpose—delivering care without compromise—and understand their impact on core results.
FAQs or Talking Points
• Why are visits more important than price increases right now?
Because visit volume drives sustainable revenue. Outsized ATC increases can’t fully offset long-term declines in client traffic, and ultimately can have a negative impact on demand, particularly in times of macroeconomic challenges / uncertainty
• Is the recession a certainty?
No, but indicators are elevated. We need to stay nimble and plan for both resilience and opportunity.
• How is NVA responding?
By investing in DVM retention, client engagement, home delivery, marketing strategies, etc. to close performance gaps. We are also focusing on affordability for pet parents via scaled wellness and loyalty programs, driving insurance penetration, etc.
• What’s expected of local teams?
Strong execution of the tools available reminders, compliance support, efficient scheduling and a continued focus on pet and client relationships.
Resources & Contacts
•Linktopowerpointpresentationhere
Revenue
Insights from the newly released “U.S. Pet Market Outlook”by Packaged Facts reinforces we are focused on the right strategic levers in response to evolving market dynamics Key Opportunities Being Actioned or Explored
Economic Pressure Is Reshaping Client Behavior ✓ Strategic Pricing
✓ Medical Standards of Care
✓ Wellness & Loyalty Programs
✓ Insurance
✓ Demand Generation
✓ Breed & Age Dynamics (Seniors, Cats)
✓ Digital Leadership
✓ Home Delivery / E-Commerce
Evolving Expectations & Generational Dynamics are Redefining the Veterinary Experience
✓ Purpose-Led Branding & Marketing
✓ Client Experience
✓ Reminder programs
✓ Telemedicine / Tele-triage
ACTIVATING OPPORTUNITIES
JEN NIER & RAMAN SIDHU MT MEETING, MAY 2025
MT Summit Tear Sheet
Topic Title: Activating Opportunities
Presenters: Jen Nier & Raman Sidhu
Objective / Purpose of the Session
Afterhearingabouttheheadwindswe’refacingthisyear,wesharedtherealisticgapthat existsbetweenourcurrentforecastandoperatingplanfortheyear.Thisunderstandingled toaseriesofworkingsessionsandinitiativesto“ClosetheGap.”
TheLeadershipTeamreviewedtheseinitiativesandalignedthat4keythemes(Recruiting/ Retention,GrowandWelcomeNewClients,BetterMeettheNeedsofExistingClients, ManageCosts)withafewkeyinitiativesundereachthemearethecriticalareasoffocusto helpthebusinessclosethegapin2025(seebelowforkeyslide).Withaddedfocus,we believewewillbeabletodriveincrementaltoplinegrowthandfurthermanagecostmore effectively.
Additionally,eachtablewasassignedasetofinitiativestodiscussandidentifyany additionalopportunitiesandrisksassociatedwiththoseinitiatives.
Key Takeaways
• Ourstrategywasdevelopedtoguideusoverthenextseveralyearswithspecificinyearprioritiesthatwillchange
• Whilewe’refacingsignificantheadwindsintheveterinaryservicesindustry,our 2025prioritiesremainsteadfast
• We’veidentifieda$100Mtoplineand$40MEBITDAgapbetweenthe2025 operatingplanandourcurrentforecast
• Toclosethegap,cross-functionalteamsfromacrosstheorganizationworkedto shoreuptheirspecificinitiativesandideatedonnewareastodrivetop/bottom growth
• TheLTreviewedtheseplansandalignedonseveralkeyinitiatives(seeslideon priorpageforhigh-levelsummary)
Messages to Cascade
• Thesearecriticalmust-doprogramsfor2025andcross-functionalteamsneedtobe awaretoprioritizeworkrelatedtotheseprograms
Team Actions / Next Steps
• Materialsfrombreakoutdiscussions(opportunities/risks)tobesharedwith projectownerstoevaluateandincorporate
• FP&AandBizOpsworkingonmonthlymeasurementandreporting;howtohelpFLT knowwheretofocusandalsohowtocaptureprogress
Resources & Contacts
•Includelinksorreferencestodecks,tools,orpeopletocontactformoreinfo.
*Wewillincludepowerpointdecksinacentralizedlocationhere:May2025
We do this by executing in the following 4 foundational areas
DVM Recruiting & Retention
Retention: Connections, training (e.g. PetOne, Learning Series, TU), development, relocation support
Recruiting: Candidate experience, Field + Recruiting Partnership, HLT activity & accountability
Grow & Welcome New Clients
Marketing shift Paid Search to Opt-Out and increase spend to improve new client growth
OBT participation & optimization (remove barriers)
Better meet the needs of Existing Clients Manage Costs
Marketing participation & execution across the core toolkit (offers, reminder calls, reminder journey)
Home Delivery to improve compliance
Medical Compliance with Fecal and VDB Testing
Wellness Plans as key tool with rising cost of care
PAW Print Resolutions to capture the 2nd pet
COGS optimize opt-ins, generics
nDVM improve ERLT compliance and focus sites
DVM improve Labor Tool usage and focus sites
Admin better manage credit card spend
None of these are new, but we will have more focus and additional resources to help us all elevate results
WINNING PET PARENTS
GP MT MEETING | APRIL 2025
MTSummitTearSheet
Topic Title: WinningwithPetParents
Presenters: BrentTrinacty,SarahOstendorf,BethWitt-Neuman,JulieDunn
*Note: Please do not share this topic/information below the Division Leader level or with Hospitals at this time. A change management and communication plan for Support Center and Field is being developed.
Objective / Purpose of the Session
Introductionofpilotinganewbrandstrategy,PetOneVeterinary,inresponsetothe evolvingconsumerandthebusinessstrategyoforganicgrowth.
Key Takeaways
A Case for Change:
• MarketShifts: Petownershipisdeclining(~3%since2018),especiallyamongdog owners.MillennialsandGenZnowrepresentthelargestshareofpetparentsandhave differentexpectations moredigital,morebrand-oriented,andmorevalue-conscious.
• Industrytrendsincludingvisitsdownandfinancialpressuresonconsumers,requireus tothinkdifferentlyandinvestininnovation,technology,andnewbusinessmodels
• Asweshapethefuturewewanttoleveragethevalueofaconsumer-orientedbrandto createclientimpact,bringourpointsofdifferencetolifeconsistently,attracttoptalent, anddrivebusinessgrowth.
• Agreatbrandismorethananameandlogo;itisastrategy,anidentity,client experience,theproduct=healthcare,andthetalentandenvironments.
• WehavecreatedPetOneVeterinary(basedonconsumerresearch)withanewpurpose, promise,values,andvalueproposition.
• WewillpilotthisnewbrandintheNewYork(LongIsland)marketinFebruaryusing cobrandingwithaFlagshiplocationandseveralEndorsedlocations
• AsapartofcobrandingPetOneVeterinary,hospitalswillbetrainedwithClient Experienceupdatesthatdeliveramorejoyfulexperience,meetclientswheretheyare, andfocusonthemomentsthataremostimpactfulincludingthe1st visit,the1st illness orinjury,andtheendoflifevisit. Thereareabout35updatesthatwillbedelivered.
• Deliveringamedicalminimumstandardofcarewillalsobeanimportantpieceofthe valuepropositionwhilemaintainingmedicalindependenceabovetheminimum standard
• NextStepsincludefinalizingconstructionupdatesforNY,Dr.Faehwillbeworkingwith theteamstoidentifyspecificstrategiesformedicalstandards,andtrainingisbeing developedfortheteam.
Messages to Cascade
• Do not cascade any messages to the FLT below the DL’s or to Hospital teams at this time. A Communication/Change Management plan for Support Center and field is being developed
• ThiswasthemomenttogettheMTuptospeedandabletoreachoutwithany questions.
Team Actions / Next Steps
• Specificteamsandindividualsarealreadyinvolvedintheclientexperience,medical, construction,changemanagement,training,marketing,etc.work.
FAQs or Talking Points
• LongIsland,NYisthepilotmarket
• Thereisnotaplantorollouttoallhospitalsatthistime,howeverthereisaplanto rolltoatleastasecondmarketin2026.
Resources & Contacts
• Ifyouhavequestionsorwanttocheckinonwhatyoucancommunicate,please reachouttoAmandaLeVine,SarahOstendorf,and/orBrentTrinacty
• Wewillincludepowerpointdecksinacentralizedlocationhere:May2025
UPSKILLING MEDICAL TEAMS
MT MEETING, MAY 2025
KEN FLAMER & AMANDA LE VINE
MT Summit Tear Sheet
Topic Title: Upskilling Your Teams
Presenters: Ken Flamer and Amanda Le Vine
Objective / Purpose of the Session
To share our scalable approach to developing high-performing medical teams and leaders across NVA. This includes a focus on the PetOne Training Center, clinical and leadership development programs, and tools that support resilience, well-being, and team connection. Training and investing in our people is both a short- and long-term strategy to activate business growth and enhance the client experience by building confidence in team skillsets and trust in client-team relationships.
Key Takeaways
PetOne Training Center
• OpenedApril2025,deliveringhands-ontrainingacrossclinicalandleadershipareas
• Differentiators:50%costofothercenters,smallclasssizes,allunderoneroof
• Coursesincludedentistry,ultrasound,anesthesia,surgery,andtechnicalskilldevelopment
• TraineeNPSscores:
o 9/10confidentthey'llapplylearningsin3months
o 80%intendtoreturn
o OverallNPS:100
• FormoreinformationandthetrainingcalendarvisitourGoFetchpage:here
MDVM Leadership Development
• In-personmodules:Envision(GrowthMindset),Engage(CulturalLeadership),Inspire (Mentorship)
• Feedback:NPS=90–100forallcategories
• BuiltbyMDVMsforMDVMs
• DivisionLeadershipcanreachoutken.flamer@nva.comtoschedule
MDVM Monthly & CE Opportunities
• Practicaltopics:“FinancialConversationswithUnderperformingMDVMs,”“CreatingYour DentalPractice,”“TechnicianEfficiency”
• Contentsupportsconfidence,communication,andoperationalsuccess
Technical and CSR Training
• Technician:AmbassadorProgram,VTNEprep,PennFostersponsorship
• CSR:PocketTrainings,VetBloomCSRseries,TrainingCentermodulesindevelopment
• Focuson:top-of-licensesupport,clientcommunication,andoperationalefficiency
Well-Being and Culture
• LedbyDr.AmandaEnsorandClinicalLearningteam
• Monthlychallenges,team-buildingsessions,andleadershiptools(e.g.,DiSC,burnout prevention)
• Recognizingtheconnectionbetweenengagementandperformance
• 63%morelikelytostaywhenemployeesfeelrecognized(Gallup)
• 23%↑inprofitabilitywithhighengagement(Gallup)
Messages to Cascade
• Upskillingisaprovendriverofteamperformance,clientsatisfaction,andhospitalgrowth
• Theseresourcesaredesignedtosupportallteammembers fromnewgradstoseasoned leaders
• Participationleadstoretention,trust,andstrongerteamculture
Team Actions / Next Steps
• Promoteandandparticipateinavailabletrainings
• NominateteammembersforMDVMMonthly,TechnicianAmbassador,orCSRseries
• Shareupcomingwell-beingsessionswithyourteams
FAQs or Talking Points
•TrainingCenterquestionscanbesubmittedtonvatrainingcenter@nva.comortoourTraining CenterDirector,Jennifer.kearns@nva.com.
•ClinicalLearningquestionscanbesubmittedtoken.flamer@nva.com
•Mentorshipandmedicalquestionscanbesubmittedtobeth.neuman@nva.com
Resources & Contacts
•InformationandcontactscanbefoundontheClinicalLearningGoFetchpage-here *Wewillincludepowerpointdecksinacentralizedlocationhere:May2025
LEARNINGS DURING A TIME OF CHANGE
JIM GABEL MT MEETING, MAY 2025
SOME LEARNINGS
Day 2: Our People
May 20 - 21, 2025
Leading Your Team Members Through Change
Chris Rutter & Amanda Le Vine
MTSummitTearSheet
Topic Title: LeadingYourTeamMembersThroughChange
Presenter: ChrisRutter&AmandaLeVine
Objective / Purpose of the Session
Ourindustryisundergoingrapidchange,andtoremainsuccessful,wemustembraceandleadthrough transformation.Thissessionreinforcedthateffective,proactivechangemanagementminimizesdisruption, increasesadoption,anddeliverslastingimpact.Withoutastructuredapproach,teamsriskdisengagement, reducedproductivity,andresistance.Changefatigue,uncertainty,anddisengagementareatanall-timehighinour industry.Strongchangeleadershipisn’toptional it’sacriticalskillthatdrivesadoption,retention,andlong-term performance.Whenleadersactivelymanagechange,teamsare7xmorelikelytoachievedesiredoutcomes.
This tear sheet summarizes the key learnings and provides a practical leader talk track to help cascade messages and support your team through change.
Key Takeaways
• Leadership is the single most critical factor inhelpingteamsembracechange.Asaleader,yourreadiness, mindset,andbehaviordirectlyinfluenceothers'abilitytoadapt.
• The Change Curve illustratestheemotionaljourneyofchange.Peopledonotmovethroughitlinearlyand mayregress.Recognizingwhereyouandyourteamareonthecurveiskeytoofferingtherightsupport.
• Top reasons for resistance includefear,lackofunderstandingorinclusion,changestorole,orlackoftrustin leadership.
• Communication is a cornerstone of effective change management. Consistent,transparent,two-way communication especiallyaroundthe"why"and"what'sinitforme" iscriticalforhelpingpeople processchangeandremainengaged.It'salsovitaltolistentoyouraudienceandadjustyourchange supportwherepossibletomeettheirneeds.Consistent,transparent,two-waycommunication especially aroundthe"why"and"what'sinitforme" iscriticalforhelpingpeopleprocesschangeandremain engaged.
• Structured change management (e.g., ADKAR) helpsguideindividualsthroughthepeoplesideofchange:
o Awarenessoftheneedforchange
o Desiretosupportthechange
o Knowledgeofhowtochange
o Abilitytoimplementnewbehaviors
o Reinforcementtosustainit
• Organizations using structured change management are:
o 7xmorelikelytomeetobjectives
o 4.6xmorelikelytostayonschedule
o 1.4xmorelikelytostaywithinbudget
Messages to Cascade → How Leaders Should Support Change
Use the following points to help educate your People Leaders on the fundamentals of change management and encourage them to proactively plan for upcoming change.
1
. Normalize the Emotional Journey: Understandandvalidatethatchangebringsdiscomfort.UsetheChange Curveasacoachingtooltomeetpeoplewheretheyare notwhereyouwishtheywere.
• Leadersshouldfocusonhelpingindividualsprogressthroughthecurvebyprovidinginformation, involvingthemearlyintheprocess,andofferingeducatedchoiceswhereverpossible.Besensitivetothe factthatpeoplewillmovebackandforthalongthecurve.
• Resistanceisanaturalresponse.Ratherthantryingtoeliminateit,leadersshouldseektounderstandand planforit.
2. Always Start With the Why: Clearlyexplainthereasonforthechange.Peoplesupportwhattheyunderstand. Tieittopurposeandvision,notjustoperationalneed.
• Clearlyarticulatewhythechangeishappeningandconnectittobroaderorganizationalgoals.
• Helpteammembersunderstandhowthechangeimpactsthemdirectlyandwhatopportunitiesitmay create.
3. Make it Personal and Inclusive: Engageyourteamearly.Co-createwhenpossible.Listeningisyourmost powerfultool adjustyoursupportstrategybasedonwhatyouhear.
• Involveteammembersinthechangeprocessearlyandoften.Theirinputbuildsengagementandreduces resistance.
• Createspaceforongoingtwo-waydialoguetosurfaceconcernsandideas.
4. Provide Guardrails and Stability: Uncertaintybreedsfear.Definewhatischanging andjustasimportantly, whatisnot.
• Anchormessaginginsharedmission,vision,andvaluestoprovidestability.
• Outlinewhattoexpectnextandreinforcethesupportavailabletoteammembers.
5. Model the Mindset You Want to See: Ifyou’restressed,they’llbestressed.Ifyou’reengaged,they’llfeelsafeto beengaged.Yourexamplesetsthetone.Leadersshouldmodeladaptabilityandopenness.Shareyourown experiencestonormalizeuncertaintyandencourageresilience.
6. Use ADKAR to Remove Barriers: Treatresistanceasasignal,notdefiance.Identifywhichstageyourteamis stuckinandtailoryouractionsaccordingly.
• TheADKARmodeloutlinesfiveessentialelementsforindividualstosuccessfullynavigatechange: Awareness,Desire,Knowledge,Ability,andReinforcement.
• Usethisframeworktoassessandsupporteachindividual’sreadinessandabilitytoadoptnewwaysof working.
Team Actions / Next Steps
1. Discuss these takeaways with your leadership peers.
2. Self-reflect: Whereare you ontheChangeCurve?Whatsupportdoyouneedtoleadeffectively?
3. Assess your team: Whereiseachpersononthecurve?Howcanyoucoachandguidethem?
4. For any upcoming change, create a mini change plan:
o Clearpurposeandobjective
o Impactstopeople,process,andtechnology
o Individualrolesandresponsibilities
o Communicationcadence,audience,andtone
o Trainingandresourcesneeded
Resources & Contacts
Foradditionalsupport:PresentationDeckhere
• People Change Management: Chris.Rutter@nva.com
• Process & Communication Change Management: Amanda.LeVine@nva.com
Wewelcometheopportunitytoengagewithyourteamsorgodeeperintothistopic.
Leading Engagement
Ashley Lang & Chris Dahlmeier
MT Summit Tear Sheet
Topic Title & Presenter
LeadingEngagement
AshleyLang,ChrisDahlmeier
Objective / Purpose of the Session
• Gainaclearunderstandingofthe12elementsofengagementandexplorehow leaderscaninspireengagementwithintheirteams.
• Learnfromothersbyexploringengagementapproachesandbestpractices
• Becomefamiliarwithupcomingengagementsurveyandexplorethetoolsand resourcesavailabletosupportongoingengagementefforts.
Key Takeaways
• Engagement Drives Outcomes
Higheremployeeengagementleadstobetterperformanceandimprovedpatient outcomes.It’snotjustafeel-goodinitiative ithasameasurablebusinessimpact.
• Engagement Is a Shared Responsibility
Engagementisateamsport.Leaderscreatetheenvironment,buteveryone leadersandteammembers mustcontributetomakingengagementpartofthe culture.
• Gallup’s Q12 Provides a Proven Framework
The12Gallupquestionsareresearch-backedindicatorsofhighperformance.They helpteamsfocusonwhatteammembers get, give, belong to,andhowthey grow Focusingfirstonquestions1–6(basicneedsandindividualcontribution)laysthe foundationforimprovement.
• Action and Follow-Up Are Essential
Engagementmustleadtoaction.Reviewresultsopenly,involvetheteamin planning,andfollowthroughconsistently.Thefollow-upismoreimportantthanthe planitself
Messages to Cascade
• Encouragepeopleleaderstodriveengagementthrougheverydayinteractionsby referencingconversationstartersandactionplanningideasonGallupAccess, GoFetch,and12monthsofengagementinsightcards.
• The12Gallupquestionsareresearch-backedindicatorsofhighperformanceand itemsthatareactionableatthelocalleader/teammemberlevel.
o Why do we ask about having a best friend at work (Q10)?
This element of engagement measures emotional connection which is a key driver of wellbeing, collaboration, and retention. It reflects whether team members feel supported, cared for, and connected, which creates the trust and psychological safety needed for high performance.
o Foradditionaltalkingpointsforeachquestion,checkoutGallupAccessand theEngagementGoFetchpage.
• AnnualemployeeengagementsurveywilltakeplaceAugust4-17. Prepareforthe surveybyattendingtraining,validatingHRISdata,andencouragingteammembers tosharetheirvoicethroughparticipation.
o Allhospitalswillreceive‘meetingsinabox’beginningtheweekofJune9. HLTcanreferencematerialstobuildawarenessofsurveyandQ12questions inupcomingteammeetings,1:1s,etc.
Team Actions / Next Steps
• June 9: Engagement‘MeetinginaBox’materialswillbeshippedtoallUSand Canadahospitals. VirtualmaterialscanbefoundonourEngagementGoFetchpage.
• June 12: LeadingEngagementWebinarforpeopleleaders– invites coming soon
• June 16 – July 3:HRISDatavalidation
• August 4 – 17: Surveylive
• September 17: 2025SurveyResultsReveal
• September 24: Actionplanningbestpracticestraining
• Ongoing: Actionplanning
FAQs or Talking Points
• FulllistofEngagementSurveyFAQscanbefoundonGoFetch.
Resources & Contacts
• ReviewteamresultsandtrainingmodulesinGallupAccess:HERE
o Menu →Resources →Explore →Employee Engagement
• Additionalresources,FAQ,anduptodateinformationaboutthe2025surveycanbe foundontheEngagementGoFetchpage:HERE
• PracticeQ04byrecognizingateammemberonourinternalrecognitionpage, MomentsthatMatter:HERE
• Additionalquestionsorsupportneeded? Emailengagement@nva.com