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Sometimes, despite all our love for dogs, things don’t work out. It may be a bad personality match. (Most of us have met a dog or two who just gets under our skin, though we feel badly admitting it.) More often it’s a behavior issue that becomes too challenging or risky to manage—stranger aggression or active resource guarding or a tendency to want to chase after joggers, for example.
It’s never easy to decide to fire a dog, even when you feel you have no other choice. And most of the time, the decision making process is difficult and fraught with emotion. But making the decision is just the first challenge. (If you’re struggling with this challenge, our article When To Fire a Dog can help.)
Once you know it’s time to let a dog go, how do you actually do it? What do you say to the client? How do you say it?
Here are some tips for communicating with dog walking clients when you’ve decided you can no longer walk their dogs:
What to say
Firing a dog is an inherently uncomfortable situation for both dog walker and client. We positive reinforcement-based dog professionals don’t tend to like conflict, and we care about how our actions and words impact others. Plus we love the dogs and care about our clients. On the client side, most dog owners feel their dogs’ behavior is a reflection on them, so in addition to feeling disappointed or stressed by your news, they may also experience embarrassment and feel defensive.
The trick to letting a dog go gently is helping your client see how your decision is in their and their dog’s interest, and that you’re acting from concern, not judgment. It’s a balancing act of gentle diplomacy and firm, clear language to avoid misunderstanding and discourage clients from pressing you to reconsider.
How to say it
Let’s look at some sample language. Say Barney the dog’s resource guarding has reached a point where you no longer feel it’s safe or responsible to manage it. You might share your decision this way:
Dear [Client’s name],
This has been a very difficult decision, as I so enjoy Barney’s infectious energy and truly love him. But it is my responsibility to provide Barney the very best care and experience, and I feel I can no longer provide him the walking environment he needs.
As you know, Barney’s resource guarding me from other dogs has presented a challenge. Of late Barney has becoming increasingly agitated about other dogs approaching or interacting with me. It’s not uncommon for guarding to escalate, and I believe the pressure of having to share with three other dogs is becoming too much for Barney. We’ve had several snarky incidents recently, and I’m noticing that both Barney and his group mates are showing increased signs of stress during our walks. I feel badly about this for Barney and for the other dogs I’m responsible for.
I have thought long and hard about this and, though it breaks my heart, I believe Barney would be happier with a walker who provides single walks, where he can enjoy the full and undivided attention of his walker all to himself.
[Here you can provide a reference if you have one, or some advice on what to look for in a new walker. If you feel it’s safe and appropriate, you can also give the client some time to find your replacement. Either way, be sure to include the last date you will be picking Barney up, or let the client know if you are ending services as of today for safety reasons, etc.]
I want you to know how honored and grateful I am to have been trusted with Barney’s care. I will miss him. Please let me know if you have any questions or would like to talk by phone.
All my best,
[Your name]
Notice how this letter does several things:
This kind of careful, thoughtful language packages potentially distressing news in a way that is easier for clients to hear. Not only is this a kindness to the client, it also reduces the chances receiving a defensive or angry response.
Delivering the news
In most cases, sharing your decision with your client should be done via email. While telling your client face-to-face or via phone is more personal, it also puts everyone on the spot and increases the chances of an emotionally uncomfortable exchange, or even conflict. Texting is not ideal, as in most cases you’ll want to share more detailed context than messaging comfortably offers. Email provides for professional communication without the pressure of an immediate response, giving clients the time to digest your news.
Firing a dog is a hard decision for any professional dog walker, but getting your communication right can make it easier on both you and your client.
Usually this time of year we share tips for getting the new year off to a great start through goal setting, time management and organization, project planning, and the like. This year we’re spending a lot of time thinking about our clients forced to rebuild their businesses (and lives) due to this past year’s natural disasters. But there are all sorts of catalysts for rebuilds.
For example, we’ve seen clients hit the restart button after a move, after dissolving a partnership, to take a next career step (such as from dog walking to dog training), to rebuild a damaged reputation, or after coming back from an extended break (say, after taking a paid position or caring for a family member).
Whatever the reason for rebuilding, a careful approach can bring renewed success and engagement. Whether you’re facing a rebuild by necessity or choice, or just looking for a little inspiration to get your new year off to a rocking start, we hope these tips help.
(Many thanks to a number of clients who have been through rebuilds for their generous contributions to this article.)
Assess the situation
Taking stock of the details of your situation readies you to build the strongest path forward. Some considerations:
Your audience.
Audience includes your client base and your larger network of marketing partners like vets and fellow dog pros. Is yours intact? A few of our clients have lost their audience base due to natural disasters displacing their communities. If you’re moving, you’ll have to build all new relationships. Whereas coming back after a break, your work may be more about reconnecting with your network. If you’re striking out on your own after a partnership, the terms of your dissolution agreement will dictate the task—will you continue caring for all or a portion of your clients, or are you obligated to seek new ones?
If you’re moving, do some audience research to learn about the culture in your new area. What do people care about in a dog service? What are their common dog-related concerns, goals, and needs? How do they view their dogs? Though most solid approaches to running a dog biz work just about everywhere, we’ve encountered plenty of regional differences in our work with dog pros over the years. We’ve seen dogbiz clients who have relocated a successful business have to make changes to the way they structure their services, market and talk about them, and even handle their sales process to transfer their success to a new area.
Your branding.
Can you rebuild based on what you’ve already built, or will you have to begin from scratch? Specifically, will you be able to move forward with your current business name, logo, and website? A natural disaster leaves these things (if little else) intact, whereas rebuilding after a damaged reputation likely involves creating a fresh face for the business. Some situations, like moving a business, rebuilding after a dissolved partnership, or changing services, could go either way. If you’re moving and you haven’t sold your name and website, you may be able to use your old branding infrastructure, provided it’s a good fit for your new location. If your partnership dissolution agreement has left you in possession of the business, you’re good to go, but if not, this will be a central step in your rebuild. A change in services may require a rebrand, depending on the change and current branding. For example, many of our dog walking clients over the years have eventually gone on to become dog trainers. “Good Dog” is a brand name that can easily go along for that ride, whereas “The Well-Hiked Hound” isn’t likely to survive the switch.
Your services.
Will you continue to provide dogs and dog lovers with the same services, or is a change in order? For relocating businesses, this will require a bit of research into the needs of the area, including what others are offering and any niches that look ready for filling. Rebuilding after a disaster may require creative rethinking. For example, losing a daycare facility to a fire may necessitate a temporary switch to dog walking and/or in-home exercise or mental stimulation services. There may also be opportunities to provide new forms of support to others, such as boarding or board and train services for those who have lost homes and need temporary shelter for their dogs.
Your location.
As mentioned a few times, understanding your location is a must, including the local dog and client culture, as well as what other dog pros are (and aren’t) offering. If you’re rebuilding in the same location, you’ve got a leg up on this. Still, it makes sense to take stock of what you know. If you’re looking at a move, do what you can to gather intel by visiting the area, reading local publications, spending time on local social media, and reaching out to local dog pros and dog lovers to get a feel for the needs and quirks of your new home.
Assess opportunities
Life rarely offers do-overs. Though rebuilding can be challenging and stressful, especially when forced (as by disaster, family illness, failed partnership, etc.), it can also present tremendous opportunity. We’ve watched many dogbiz clients over the years emerge from rebuilds with renewed energy and inspiration—and greater success, too.
As I write this I think about clients who have used failed partnerships to undo all the compromises forced by shared decision making, and remake their new businesses according to their own rules. I think of clients who have taken advantage of cross-country moves to let go of old mistakes in their businesses, replacing weak policies with strong ones and updating to more powerful branding. I think of clients who, after a few years off in a paid industry position, have reopened their businesses with stronger networking relationships and greater confidence to take advantage of them. Or clients coming back from extended leave caring for family members who have tackled the reopening of their businesses with the inspired hindsight that comes with plenty of forced reflection time.
Whatever your situation, look for the opportunities. Is your rebuild a chance to pursue a switch to a new service you’ve wanted to offer or have been training for, or to drop one you’ve long stopped enjoying? A chance to fix old policy or rate mistakes? To focus your marketing message and projects toward a different clientele? To replace a musty logo or that business name that just never quite worked? To build a new website better suited to position you as the go-to dog trainer, dog walker, or dog daycare in your area?
When you’re done, when you’ve reached the other side of this process, what do you want it all to look like? In short, envision how you can emerge from your rebuild stronger, happier, and more successful.
Make a plan
The best way to achieve a vision is to make a plan to get from where you are now to where you intend to be. Start by identifying changes you want to make. Now lay out the steps that need to be taken. What literally needs to be done? If you tend to think in large categories, break your categories down into concrete tasks. If you start with a huge list of small steps, organize those into categories. Then identify which tasks you need to do yourself, which require the input of others, and which can simply be delegated.
Put your steps into priority order. Place them on a timeline, noting both when they need to be done by and, most importantly, when they will actually be done. Block out time and assign tasks to your calendar so that you can literally see how and when each step will be done.
Taking the time to plan this way can bring great peace of mind, helping to quiet doubts, fears, or worries about what’s possible. As one of our clients who contributed to this article explains,
“At first I felt pretty hopeless. I didn’t know how to begin rebuilding. I started by listing everything that had worked well before, and thus decided what things could stay the same. Then I dug into what hadn’t been working well and came up with alternatives. I think breaking it apart this way, and realizing how much of my previous business model was still viable, gave me the hope (and strength) to tackle the thinks I wanted to change.”
Communicate with clients
How much you share with clients about your rebuild and the reasons behind it depend on your situation as well as your comfort level with transparency. It’s more appropriate to share the reasons behind a rebuild precipitated by a natural disaster than one forced by a partnership breakup, for example.
As you consider how much detail to share, keep this in mind: Your relationship with your clients is largely one of service, support, and expertise. In other words, your job is to be there for your clients. While they care deeply about you and probably think you walk on water, it’s still kind of all about them. So though it makes sense to share the bones of your story—a move due to a spouse’s job relocation or to be closer to family now that you’re starting one, a facility lost to a storm, a partner moving on to new adventures, a break to care for an ailing parent—avoid a long accounting or one that is overly personal or emotional.
No matter the situation, take a positive stance in your telling, focusing on the opportunities to make changes and improvements. Share with clients how these changes benefit them. Where possible, do so in a timely manner, keeping clients in the loop to avoid any upset from surprises. For example, if you’re selling your business due to a move, don’t wait until the last minute to let clients know you’re leaving and to tell them how awesome your replacement is. They’re more likely to make the transition comfortably with time to digest the change.
Get support
If you’re struggling to assess your situation or identify the opportunities present in your rebuild, if the planning process seems cloudy or you could just use a shoulder, reach out for help. Seek support from a friend who’s good at organizing and cheerleading, or from successful colleagues, or from a well-qualified business coach. Rebuilding a business is stressful and demanding, even when it’s something you’ve chosen. There’s no reason to do it alone, and you’re more likely to meet with success with support in your corner.
Breathe and believe
Over our years supporting dog pros we’ve guided many clients through business rebuilds of one kind or another. They’ll be the first to tell you it was well worth it and that they’re better off for it. So if you’re contemplating a do-over, or are in the midst of one as you read this, take heart.
Here’s some extra inspiration from one of our clients who contributed her experience to this article. Her words echo sentiments we’ve heard from many others:
“Take [your situation] as an opportunity to overhaul your business. It really can be a blessing. I changed my marketing message, decreased the size of my service area (less drive time, yay!), and ended up working less hours and attracting really amazing clients. It will take a lot of time and effort, but it’s so worth it in the end.”
What she said. So take a deep breath and believe in your vision and your ability to get there. And please be sure to reach out for support if you need it, or just to share your success with us. We’d love to hear the story of your rebuild.
Tired of going it alone? Wish you had someone to share your struggles and triumphs? Starting a business with someone else, or adding a partner to your existing enterprise, can bring many advantages, including support, division of labor, better ideas, increased productivity, and decreased stress levels. It can also dissolve into disaster complete with tears, frustration, and ruined friendships. Over the years we’ve worked with many dog business partnerships and we’ve seen it all, from beautifully oiled partnership machines to sad disappointment to bitter drama.
Here’s some advice for building the former and avoiding the latter.
Is it right for you?
There are plenty of advantages to partnership. You get to share the workload, ideally dividing tasks according to each partner’s skill sets and strengths. At the very least you have someone to split the icky stuff that no one wants to do. You have someone to celebrate successes with, and to share frustrations and setbacks with, too. You get a brainstorming partner to help solve problems. And when you come up with something new to try, you’ve got someone to share the risk and excitement of any new endeavor. In short, partnership provides built-in support from someone as invested in your business as you are.
But there are downsides to partnership, too, and it isn’t a great fit for all temperaments. If you tend to prefer to do things your own way, you may find giving up autonomy and sharing decision-making a challenge. If confrontation is particularly painful, you may not enjoy the communication necessary for a healthy partnership.
Before you enter into business with someone, sit down for a serious, honest chat with yourself about how the pros and cons stack up for you.
Only fools rush in
If you decide partnership is the way to go, choose your partner wisely. We’ve seen many dog pros eager to rush into an agreement with a dog pro friend or colleague. It’s wise to approach partnership like marriage. After all, this is someone you’re going to spend time with every day for many years to come. You’ll share joint decision making. Your financial situations will be tied together. Given all that, it’s safer to consider a serious period of exploratory engagement rather than an impulsive drive to Las Vegas. After all, ending a business partnership can be nearly as complicated and messy as a divorce.
This is another time for serious, honest assessment. What is driving you toward partnership? Do you feel sure this particular person is the right match for your partnership goals? Consider their temperament in relation to your own, including their feelings about and approach toward taking risks, their communication style, decision making speed, and perspectives on money and how and when to spend it. And what about goals and vision—are you truly on the same page about where to take the business and how to get there? Just as in a marriage, in our experience it’s mismatches in these areas that tend to sink a good relationship.
Sometimes differences can actually be helpful. For example, if you know you’re a bit on the timid side, a bolder partner can help you seize opportunities to move forward. But if you’re not open to that, it’ll be conflict that seizes the opportunity.
While you’re in assessment mode, look also at what your prospective partner brings to the table. What skills are you missing that a counterpart could add to the mix? Perhaps organizational skill, or a knack for marketing or numbers. Or maybe you complement each other service-wise, such as two dog trainers with different areas of training focus.
Keep your eyes wide open
Before you sign binding paperwork, sit down with your prospective partner and hammer out key details. Chief among them are:
Division of labor. What are each partners’ responsibilities in the company? Who is in charge of what? What does accountability look like? What happens if one partner isn’t getting their work done? And, very importantly: What is your definition of productivity? Is it about putting in the hours, or about outcomes? We’ve seen a fundamental difference in outlook on this question cause conflict in a number of partnerships over the years.
Decision making. How will decisions be made in each area of the business? About spending money? About marketing? About which services to offer? About hiring? About how things get done? About prioritizing goals? Will all decisions be shared, or will each partner have autonomy over certain areas? What happens when there is disagreement and consensus cannot be reached?
Profit sharing. How will money be distributed? Will this be based on how much each partner invests? In hours contributed? Based on how much revenue each person generates? Split equally? Under what circumstances can these decisions be revisited?
Spending. How will a budget be determined? How much money will be spent on marketing? How will you decide how much is okay to spend on a new facility or a new hire or a professional service like accounting or business support? What happens when an unexpected expense arises, or a larger intermittent one like needing a new website?
Communication. You must have a communication plan. This is another area that has tanked many a dog pro partnership. First, you’ve got to engage in regular communication about the business. Maybe this is a weekly meeting punctuated by quarterly goal setting, for example. Or maybe you hold a focused monthly meeting supported by quick daily check-ins. Whatever your style, your plan for staying in communication on everything—from big-picture goals to daily protocols—must be codified and taken seriously.
You also have to be willing to actually communicate. This goes back to the temperament question raised earlier—are you willing and able to speak up in a productive way when things bother you, and can you openly hear your partner do the same? As part of your communication plan, make space for these kinds of conversations.
Finally, be social. We hope it goes without saying that you wouldn’t choose a partner you didn’t actively like. It’s important to continue to enjoy each other’s company. You’ll find the challenging conversation easier if you take the time to have a beer or cup of coffee together on a regular basis.
Create a pre-nup
Despite best intentions, things don’t always work out as planned. And life has a way of inserting surprises, too. So your partnership agreement should include provisions for what happens when one partner wants out of the company. Are they to be bought out by the other and, if so, how will the buy-out price be determined? Does each partner have to stay for a pre-determined amount of time to get a buyout? Can a partner sell their “shares” to someone else? What about decision-making power? And what happens should a partner become incapacitated or die?
Don’t go it alone
It is wise to consult with both a lawyer and an accountant when considering these pre-nup questions and also issues around profit sharing. It’s also important to note that the business entity structure you choose (i.e., LLC vs. S Corp vs. straight partnership) may dictate answers to some of the questions we’ve raised here. A business coach can also serve as a supportive mediator in helping to make these decisions, and in setting up structures for decision making, division of labor and accountability, and communication.
Honor red flags
If you take just one piece of advice from this article, let it be this: If you feel any hesitation, if worries are percolating in your mind or heart, if your stomach feels uncomfortable, if there are red flags presenting themselves to you in any way, pull back or at least slow down until they’re fully resolved. Partnership is work to enter into, and quite a bit of work to get back out of. It’s not something to “try out” or experiment with. Don’t move forward without taking the steps in this article and feeling sure it’s the right move for you.
Partnership light
If you’d really love the advantages of a partnership but aren’t ready for the risks or aren’t sure you’ve found your ideal counterpart, put your toe in the water instead of diving in. Read here about marketing partnerships and other ways to add more collegial support to your dog pro work life.
