At this year’s VMG Congress, one thing was immediately clear: leadership is no longer a niche concern reserved for those with formal titles. It is a shared responsibility – and increasingly, a shared challenge – across the veterinary professions.
Held under the theme United in Leadership, the event brought together professionals from across the sector to explore what leadership looks like in a landscape defined by change. New formats, including the interactive ShareSPACE Live sessions, created space for more open and informal discussion, enabling delegates to share experiences honestly and constructively.
And it was in these conversations, as much as on the main stage, that the most telling insights emerged.
A workforce in transition
Across both structured sessions and peer-led discussions, there was a strong sense that the professions are evolving more quickly than the systems designed to support them.
Recruitment and retention remain central concerns, but the conversation is shifting. While recruitment pressures are still felt at practice level, there is a broader recognition that sustainable careers – and therefore retention – depend on how effectively people are supported once they enter the professions. As one delegate reflected: “There are two critical moments… finding that first job, and then those early years where you’re still finding your feet.”
There is also increasing recognition that career pathways are no longer linear. Flexibility, varied working patterns and different definitions of success are becoming essential features of modern veterinary careers.
The challenge for leaders is to create environments where individuals can develop at their own pace, build confidence and see a future for themselves within the professions.
Leadership as a learned skill
Alongside workforce discussions, there was a strong emphasis on leadership itself – not as an innate trait, but as a skill that requires time, support and ongoing development.
For many, the difficulty lies not in accessing training, but in finding the space to apply it. As one contributor highlighted, leadership development is about more than attending a course – it is about “giving yourself the time to test things out… and being honest that you are new to this.”
But creating that space is not always straightforward, particularly when leadership development has to sit alongside competing professional and personal demands. Another delegate reflected, “One of the main challenges is work–life balance, particularly for working women and mothers – the expectation to be so many different things to so many different people, while also finding time to develop ourselves in leadership roles and invest in ourselves, without feeling guilty.”
This willingness to be open, to seek feedback and to learn through experience was widely recognised as a strength. Mentorship in particular was seen as a valuable way to build confidence and navigate the more complex aspects of managing people.
VMG President Rebecca Robinson’s message – that everyone in the professions has a role to play in leading others – resonated strongly.
It reflects a broader shift: leadership is becoming more inclusive, more distributed and more closely tied to everyday actions within teams.
The emotional reality of practice
A recurring theme throughout the Congress was the emotional dimension of veterinary work.
From discussions around psychological safety and emotional overload in ShareSPACE, to reflections on the realities of clinical practice, there was a clear acknowledgement that emotional sustainability must be addressed at a team and organisational level.
One delegate spoke about the importance of connection and support, particularly in roles that can feel isolating: “It’s about feeling you’re not alone… that you have the backup of your team.”
This shift – from individual resilience to collective responsibility – marks an important step forward. Creating cultures where people feel supported, heard and able to contribute is increasingly recognised as central to both wellbeing and performance.
Balancing care, cost and complexity
Alongside workforce and wellbeing, the realities of affordability and access to care were also front of mind.
There is growing concern that the professions may be drifting away from the needs of some clients, particularly those who fall between charity provision and high-end practice. As one interviewee put it: “I think we’re developing as a profession beyond what a lot of people can afford.”
This is not about lowering standards, but about finding balance – between clinical ambition, client expectations and sustainable business models.
Leaders are increasingly required to navigate these complexities, communicating value clearly, supporting their teams through challenging conversations and making decisions that work for both patients and people.
Culture, connection and shared purpose
If there was one unifying thread across the Congress, it was the importance of culture.
Whether discussing team engagement, professional respect or decision-making, delegates repeatedly returned to the idea that strong, supportive cultures underpin effective leadership.
The introduction of more collaborative formats, such as ShareSPACE, highlighted the value of creating environments where people feel comfortable sharing ideas and challenges. Several attendees noted that these informal settings enabled conversations that might not otherwise have taken place.
This sense of openness reflects a wider shift across the professions – towards greater collaboration, mutual respect and a recognition that leadership is not about having all the answers, but about creating the conditions in which others can succeed.
Navigating what comes next
The challenges discussed at VMG Congress are significant, but the overall tone was one of energy and intent.
This was captured powerfully by keynote speaker Victoria Humphries, who drew on her experience as a business leader, mother and polar explorer. She likened leadership in today’s veterinary landscape to navigating the Arctic: a place where “the ground beneath you is continually moving and shifting… you head north, but never in a straight line.”
It is an image that reflects the reality many leaders recognise – progress is rarely straightforward, but direction, adaptability and perseverance matter.
The takeaway is an encouraging one. Across the Congress, there was a clear sense of shared purpose: a commitment to improving workplaces, supporting people and shaping a more sustainable future for the veterinary professions.
The conversations happening now – around leadership, culture, wellbeing and career development – are not just identifying challenges. They are laying the foundations for practical, people-focused change.
And increasingly, that change is being driven by individuals across the professions who are willing to step forward, contribute and lead in their own way.
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