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166: It's Not Burnout. It's Fear. Dr Sarah Golding on vet burnout, imposter syndrome and getting your confidence back
Dr Sarah Golding is a mixed-practice veterinarian in rural New South Wales, principal practitioner and co-manager at Gowrie Vet Clinic, and the founder of The Vet Mind Mentor and its Resilient Vet Mastermind program. In her mentoring work, Sarah often finds something specific underneath what veterinarians describe as burnout, overwhelm or imposter syndrome: fear. Fear of failing, looking stupid, facing an angry client, making a costly mistake or receiving a complaint to the veterinary surgeons board. In this episode, we explore where those fears come from, how they influence clinical decisions and client communication, and what mentors and practice owners can do to create a workplace where mistakes can be discussed honestly. Sarah also shares her structured "debrief and dump" process, designed to help veterinary teams take responsibility, extract the lesson from a difficult outcome and then stop carrying it around for the rest of their careers.
In this episode
- Why fear can be mistaken for burnout or imposter syndrome
- Where veterinary fear comes from
- How fear changes clinical behaviour and decision-making
- How mentors can create a safer culture around mistakes
- The "debrief and dump" process for difficult outcomes
- Why dismissing a mistake can be almost as unhelpful as assigning blame
- How fear affects client communication and money conversations
- What a good veterinarian looks like when they do not have all the answers
When burnout, overwhelm and imposter syndrome may have fear underneath them
Veterinarians rarely come to Sarah and say, "I'm scared." They are more likely to say they feel burnt out, overwhelmed or like an imposter. When Sarah explores those feelings with them, she often finds more specific fears underneath: getting something wrong, being criticised by a colleague, disappointing a client, charging for an imperfect outcome or failing to recognise a diagnosis soon enough. This distinction matters because reducing someone's workload will not necessarily solve a fear that follows them into every consultation. That does not mean veterinary burnout is simply fear, nor that excessive workloads, poor staffing and difficult working conditions are unimportant. It means that two veterinarians experiencing similar exhaustion may need very different forms of support.
The gap between training and clinical reality
Veterinary students spend years being examined, graded and corrected. Sarah believes this can reinforce a fear of failure, particularly among the high-achieving people who tend to enter the profession. Clinical practice then introduces them to problems with uncertain answers, imperfect information and patients who have not read the textbook. A new veterinarian may interpret this normal uncertainty as evidence that they are not capable enough to do the job. The problem is not always a lack of knowledge. Sometimes it is an unrealistic expectation that a competent veterinarian should immediately know the answer.
The "itty bitty shitty committee"
Sarah calls the negative internal commentary that develops around these experiences the "itty bitty shitty committee". One difficult catheter, surgical complication or client interaction can become evidence for a much broader belief: "I'm terrible at surgery." "I can't deal with difficult clients." "I always miss the vein." The problem is not that veterinarians should ignore their mistakes. It is that one outcome can become part of their identity rather than one event from which they can learn. Clinical maturity takes years. A veterinarian can acknowledge that something went wrong, take responsibility for their part in it and still reject the conclusion that the mistake defines their ability.
How fear changes veterinary behaviour
Fear is protective. It encourages caution around decisions that may affect an animal, client or professional reputation. But when it becomes the main driver of behaviour, appropriate caution can become avoidance. A veterinarian may:
- Avoid a procedure after one difficult experience
- Hand cases to senior colleagues before attempting the next step
- Over-prepare for routine consultations
- Explain every possible complication until the client becomes overwhelmed
- Practise defensively, focusing primarily on avoiding criticism or complaints
- Delay recommendations because discussing their cost feels uncomfortable
- Treat normal clinical uncertainty as personal failure
The goal is not to remove appropriate clinical caution. It is to recognise when fear has shifted the veterinarian's focus from "How can I help?" to "How do I make sure I don't get into trouble?" That shift can make consultations more stressful for both the veterinarian and the client.
How veterinary mentors can create a safer culture around mistakes
Psychological safety in a veterinary clinic is demonstrated most clearly in the period immediately after something goes wrong. Practice owners, senior clinicians and mentors can shape that response in several ways.
Look at the person and the system
Rather than beginning with "Who made the mistake?", consider what happened around the person involved. Was the appointment long enough? Was appropriate nursing support available? Was the equipment working? Was the case triaged correctly? Did the veterinarian know when and how to ask for help? Examining the system does not remove individual responsibility. It helps the team identify all the factors that contributed to the outcome and decide what can be changed.
Do not yell, but do not dismiss it either
Blame and humiliation teach people to hide mistakes. The opposite response can also be unhelpful. Saying "Don't worry about it" or "These things happen" may be intended as reassurance, but it can leave the veterinarian alone with unresolved guilt and unanswered questions. A better response combines support with honest accountability:
- What happened?
- What part did each person play?
- What went well?
- What needs to change?
- How will we approach a similar case next time?
Once those questions have been answered, the team can give the event a defined ending.
Tell new veterinarians what you actually expect
New graduates may assume they are expected to know everything when they enter a consultation. Sarah encourages mentors to say explicitly that this is not the standard. A good veterinarian is not someone who has every answer immediately. A good veterinarian listens, reasons through the problem, communicates clearly, knows where to find reliable information and asks for help when it is needed. The expectation is not perfect recall. It is responsible problem-solving.
Be careful how you share horror stories
Experienced clinicians often share stories about catastrophic outcomes because they want younger colleagues to avoid the same mistakes. The intention is good, but repeatedly describing everything that could go wrong can make someone too frightened to attempt a procedure or recommend an appropriate course of action. Share the lesson, not just the fear. Explain what happened, what you learnt and what you now do differently. Small wins should also be named. Confidence grows from noticing what went well, not simply surviving a catalogue of warnings.
The "debrief and dump" process
Sarah uses a structured exercise to help veterinarians and teams process a difficult clinical experience without turning it into permanent evidence that they are not good enough. Work through these five questions in order:
- What was the goal? What were you trying to achieve for the patient and client? Starting with the intended outcome places the event back into its proper clinical context.
- How did the outcome make you feel, and why? Naming the emotion is only the beginning. Was the veterinarian upset because an animal suffered, because the client was angry, because they felt embarrassed, or because the event seemed to confirm an existing fear about their ability? The "why" helps identify what is actually being carried forward.
- What did you do well? A bad outcome can eclipse every appropriate decision that preceded it. Identify the clinical reasoning, communication, teamwork or practical steps that were handled well. This is not an attempt to minimise the mistake. It is a more accurate account of the complete event.
- What did the experience teach you? Separate the transferable lesson from the emotional weight of the case. The lesson might involve clinical technique, communication, asking for assistance earlier, improving a process or recognising that the outcome may not have been preventable. Sometimes the lesson is also that the veterinarian needs to be kinder to themselves.
- What would you do differently next time? Make this specific and actionable. "Be better" is not a plan. "Ask a colleague to check the ultrasound before discussing the prognosis" is.
Give the experience an ending
Sarah then asks the veterinarian to write a positive statement about how they want to approach a similar situation in future. In her program, this begins: "I am so happy and grateful that…" The veterinarian keeps that statement as a reminder of the new approach. The written debrief is then placed in a decorated clinic bucket. Sarah's team disposes of the contents at the end of the year, sometimes by burning them.
The ritual marks an important distinction: letting something go is not the same as pretending it never happened. The team has examined it, taken responsibility and extracted the lesson. It no longer needs to remain a weight around someone's neck.
How fear affects veterinary client communication
Fear can cause veterinarians to overwhelm clients with information. Trying to protect the client, patient and clinician from every possible risk can lead to a long list of options, complications and costs without a clear recommendation. The client may leave the conversation confused or choose to do nothing because the decision feels too difficult. Sarah encourages veterinarians to lead the consultation. That means listening carefully, explaining the clinical reasoning and making a clear recommendation based on what the veterinarian believes is appropriate for the patient. It does not mean hiding uncertainty or removing client choice. It means helping the client make an informed decision instead of asking them to interpret an unfiltered list of clinical possibilities.
Talking about money
Money conversations can amplify fear and guilt, particularly for newer veterinarians. Where the clinic structure allows it, Sarah separates the clinical recommendation from preparation of the financial estimate. The veterinarian explains what they believe the patient needs, then works with a receptionist or another team member to prepare and discuss the estimate. This can reinforce the value of each part of the plan while reducing the feeling that the veterinarian is personally selling a service. Not every clinic can use that system. The broader principle is still useful: give the clinical recommendation first, explain why it matters, then discuss what it will cost.
Be open about uncertainty
Clients do not necessarily expect certainty. They do need to understand the plan. A veterinarian can say: "This is what I think is most likely, based on the information we have. This is our next step. If the results do not support that explanation, here is what we will investigate next." That frames veterinary medicine as a thoughtful process rather than a single attempt to produce a perfect answer.
Frequently asked questions
Is veterinary burnout always caused by workload?
No. Workload, staffing, workplace culture and working conditions can all contribute to burnout. In her mentoring work, Sarah also encounters veterinarians whose exhaustion appears to be driven partly by accumulated fear, anxiety, dread and guilt. Identifying the specific source of someone's distress is important because reducing their hours may not address fear associated with clinical decisions, client conflict or perceived failure.
Why do new graduate veterinarians experience imposter syndrome?
New veterinarians move from a highly assessed university environment into clinical practice, where decisions must often be made with incomplete information. Sarah believes the gap between expecting to know the answer and encountering normal clinical uncertainty can feel like personal inadequacy. Supportive mentoring can help graduates recognise that responsible problem-solving is more important than knowing everything immediately.
What is the "itty bitty shitty committee"?
It is Sarah's name for the negative internal commentary that uses difficult experiences as evidence that a veterinarian is incapable. Recognising that commentary makes it easier to examine whether the conclusion is accurate, rather than automatically accepting it.
What should a practice owner do when a veterinarian makes a mistake?
Avoid blame and humiliation, but do not dismiss the event. Examine the individual and system factors involved, identify what went well, agree on what needs to change and establish a specific plan for a similar case. The aim is honest accountability within an environment where people feel safe enough to report and discuss mistakes.
How can veterinarians stop replaying a difficult case?
Sarah recommends giving the case a structured debrief and a defined ending. Review the goal, the emotional response, what went well, what the experience taught you and what you would change. Once the learning has been identified and acted upon, deliberately mark the event as something that no longer needs to be carried.
Who is Dr Sarah Golding?
Dr Sarah Golding is a mixed-practice veterinarian in rural New South Wales and principal practitioner and co-manager at Gowrie Vet Clinic. She is also the founder of The Vet Mind Mentor and its Resilient Vet Mastermind program, where she helps veterinarians build confidence, resilience and more sustainable careers in practice. In 2026, she was a finalist in the NSW/ACT AgriFutures Rural Women's Award for her work mentoring rural veterinarians.
Resources and links
- Sarah's work: The Vet Mind Mentor - the Resilient Vet Mastermind and mindset course, plus a free strategy call. Instagram: @thevet_mindmentor
- Close to 700 clinical episodes with full show notes: thevetvault.com (click "clinical content")
- Connect26, Greencross's conference, Brisbane, 7-8 November. Open to everyone in the profession. 20% off with code VETVAULT20: book here
- Vets on Tour - Italy 2027 and the Serengeti with Prof Jill Maddison and Prof Dave Church: vetsontour.com
Topics and time stamps
03:01 - Fear in veterinary practice
06:23 - What feeling are we chasing?
09:28 - Guilt, disconnect and early burnout
11:58 - The six categories of fear
13:33 - Where our fears come from
14:30 - Mid-roll: Vet Vault updates
16:05 - How we gift our fears to colleagues
20:02 - System failure vs personal failure
21:55 - The itty bitty shitty committee
23:16 - Healthy caution vs paralysing fear
26:22 - The debrief and dump it process
28:24 - Accountability without shame
34:56 - Imposter syndrome as hidden fear
36:11 - Are vets more scared today?
38:22 - You don't need all the answers
40:02 - Defensive medicine vs helping
46:03 - Consult room formula and money conversations
54:45 - The changing fear behaviour activity
1:01:57 - Schedule anxiety and work-life balance
1:03:20 - Wrap-up: podcast picks and final thoughts
1:08:22 - Advice for the new grads of 2026