Jackie Layng MVB ACC CertAVPSAS (ortho) GPCertSAM
“I’ll do that Jackie, you are far too busy”.
That sentence from Mary*, one of my team members, stopped me in my tracks. There wasn’t a hint of malice in her words, just genuine enthusiasm. Struck by her eagerness to undertake a task unfamiliar to her, I heard the next sentence loud and clear “If I have a problem, I know that I can come back to you and we’ll sort it”.
That was it. That was the moment I knew I had achieved what I intended.
Background
The day I was promoted to Chief Veterinary Officer was a dream come true. I didn’t have extensive veterinary leadership experience however I had completed a short leadership course a year previously. The key takeaway my anxious brain remembered was that leaders don’t have to know everything; they surround themselves with people who do. “That’s great,” I remember thinking, “because I certainly don’t know everything”. However, surrounding yourself with clever people is one thing, supporting and motivating them to share their valuable knowledge is another. So, prior to starting my new position, I spent some time reflecting on what type of leader I wanted to be and what that looked like.
The Intention
Inspired by the opportunity and reflecting deeply on how I like to be treated, I set my intention to be approachable and supportive, collaborative and professional. I further reflected on how I would bring this about and, by instinct, I came up with 3 simple habits.
Habit 1: Always answer the phone to my team members cheerfully and pleased to hear from them. No exceptions. It didn’t matter what I was doing. It didn’t matter how busy or stressed I was, whether I had a desk full of work or deadlines to meet, I would ALWAYS answer the phone pleased to hear from them, and ready to listen.
Habit 2: Never show up to a meeting complaining of the traffic. This may not initially make sense however it leans on my mindset of showing up as the leader I wanted to be. I wanted to arrive ready for whatever my team needed, and first impressions of complaining of traffic didn’t align with that, no matter how bad Dublin traffic was.
Quickly afterwards I added:
Habit 3: Pause for a moment before jumping on a video call. With frequent back-to-back meetings it was vital to pause and take a breath, so that I would show up present and connected from the moment the meeting starts.
That was it, simple as that. The rest I would figure out. Unknowingly at the time these positive intentions ended up shaping my leadership style and team performance.
Those habits had more impact than I imagined
Over the years since then, I’ve studied extensively on leadership, motivation and emotional connection and there is a massive amount of neuroscience to support my instincts.
You see, no matter how advanced and developed we believe we are, we all possess an evolutionary need to feel safe in our environment1. Some of us may be more sensitive to this than others, but the need exists nonetheless.
The amygdala, a small part of our brain, is the quickest to react to emotional stimuli especially perceived threats, triggering activation of the sympathetic nervous system and the release of cortisol. Within a tenth of a second we can read facial expressions, and within a third of a second we can have an emotional reaction to them, before our conscious brain even registers what is happening, and long before our logical brain has had a chance to reason it out1. Negative facial expressions can trigger anxiety and panic. Negative tones can set off warning bells in the amygdala, and even when a situation is logically resolved, the feeling of uncertainty can linger in memory.
Many of us carry stress from long task lists, frustration from earlier interactions or worry about what lies ahead. When we’re stuck in our heads, this often shows up in our tone of voice or facial expressions. Whether the cause of a negative facial expression or tone lies with the receiver or not, it doesn’t matter. We, the receiver, automatically assume that it does.
Over time with repeated negative interactions, disconnection and distrust begin to build. In business we lose confidence in our leaders and in our environment, and low levels of anxiety and stress become our resting baseline. Research shows that a negative facial expression can light up a functional magnetic resonance imaging (fMRI) scan in the same region of the brain as physical pain. Disconnection with a team member, quite literally, causes suffering2. And when this state becomes chronic, it can have significant implications for one’s health3.
To add to this problem, studies show that we can only rise to a challenge when there is first a strong foundation of safety and security. Our evolutionary brain simply won’t allow it. Poised to identify danger for our survival, when we feel fearful or anxious our attention narrows, limiting our ability to access creativity, learning and reasoning. In the veterinary profession, where challenges can come thick and fast, a firm foundation of team safety is imperative to perform at our best, think clearly and preserve motivation when under pressure.
The Belief Behind the Intent
However, my friendly and welcoming tone would never have carried if it wasn’t genuine. The astute nervous system would have quickly detected the deceit. Beneath my leadership habits lay renowned psychologist, Carl Rogers’ principle of unconditional positive regard4.
Unconditional positive regard is about seeing people as worthy, capable, and valuable – even when they struggle. My world travels cemented that belief in me as I marvelled at the resourcefulness and brilliance of the human spirit. I was in no doubt that my team possessed unlimited potential. Together they possessed more knowledge, talent and skill than I did.
The trick was not to have constant unconditional positive regard but to tap into it in times of high stress, agitation or pressure. I set out for it to be inextricably linked to my leadership habits so that they showed up together every time.
Creating Connected High-Performing Teams
I’m not sure if Mary realised the profoundness of what she said that day. But her words ‘I know that I can come back to you and we’ll sort it,’ said it all. It demonstrated her trust in the safety of my leadership, confidence that if she returned, she would be well received, and an unwavering belief that I would readily listen to her needs and provide support. That position of safety and connection enabled her to perform at her best, think clearly and dedicate her energy to her work, rather than nervousness or stress. Indeed, during that time, the team produced impressive work, launched innovative projects and remained connected and collaborative during uncertainty and change.
Whether it’s delivering business strategy, referral surgery or GP first opinion practice, the science is the same. With dissatisfaction in the profession, and stress and burnout at an all time high, it is essential to look at the habits that create a positive impact on teams.
Everybody plays a part in developing team culture, however as veterinary leaders, we hold the greatest responsibility. Leadership can be hectic and full on, constantly reacting to emails and demands, however simple repeatable acts of safety and connection can make all the difference: setting your intention about the type of leader you want to be, and living those values every day.
Veterinary leadership does not need to be a grand demonstration of strength and effort; it’s about consistent habits that form connection and collaboration. In a micro-moment you can change the outlook of your whole team, and it all starts with an intention.
*Name has been changed
References
1. Gershfeld, L. and Sedehi, R. (2021) Emotional Connection, The EmC Strategy: How Leaders Can Unlock the Human Potential, Build Resilient Teams, and Nurture Thriving Cultures.
2. Brown, B. (2025) Strong Ground: The Lessons of Daring Leadership, the Tenacity of Paradox, and the Wisdom of the Human Spirit.
3. Brackett, Marc A. (2019). Permission to Feel: Unlocking the Power of Emotions to Help Our Kids, Ourselves, and Our Society Thrive. New York, NY: Celadon Books.
4. Ackerman, C. E (2018) What is Unconditional Positive Regard in Psychology? Available at: www.positivepsychology.com/unconditional-positive-regard/ [Accessed 1st Feb 2026]
About the Author
Jackie Layng is a Certified Leadership and Executive Coach with over 20 years’ experience in the veterinary industry, spanning general practice, referral work, mentoring, and senior leadership roles, including Chief Veterinary Officer and Head of the Medical Team within one of Ireland’s fastest-growing small animal veterinary groups.
With first-hand experience of the demands and pressures of veterinary leadership, Jackie works alongside leaders to navigate complexity, build confidence, and create more fulfilling and sustainable careers. She is passionate about sharing meaningful mindset shifts and
practical, effective leadership skills that support both individual success and happy, high-performing teams.
Jackie offers 1-to-1 coaching, workshops, and event speaking. To learn more about her work, she can be contacted at jackie@jackielayng.com
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