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5 Mistakes You’re Probably Making On Social Media

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Between lecturing, our own clients, and the great emails we get from INVISION readers, we’ve fielded a lot of questions about social media. It can be frustrating for you as an ECP if you don’t feel your social media activity is creating measurable returns. But the energy you put into social media can have a huge impact on filling your appointment books and growing your patient base. By avoiding these five common mistakes, you can maximize the time and energy you put into social media and reap the rewards.

1. Spamming Your Feed

Your followers on social media are already swamped. When you scroll through your own Facebook feed, you decide whether to stop and read or scroll past in milliseconds. Don’t give them a reason to misjudge your post as an ad! Avoid stock images, and don’t repost the same thing over and over. If you have fewer than 1,000 followers, limit posting to 2-3 times a week to prevent “spamming” the feed of your followers.

2. Disturbing Eye Pictures

As eye doctors, we never want to pass up on an opportunity to educate. But red eyes don’t attract a lot of followers past other eye doctors. If you want to attract patients, think like one. The average person is interested in people and places they know and can connect to. So instead of a picture of red eye, film a video of you talking about contact lens overwear. You can use your platform to educate, but you want people to click on your post, not gag.

3. Ignoring Content Analytics

Facebook’s tools for monitoring and managing social media services are unparalleled. Utilize this data! Track the number of engagement posts you receive. Monitor your followers’ ages, locations, language preferences, and hobbies to better target their interests. You can even track how many appointments get scheduled for each of your posts by using a unique URL back to your site. Track which posts get you the most appointments, and tailor your post creation in that vein.

4. Isolating Social Media From Other Marketing

 

This happens time and time again when we look at ECPs’ marketing strategies. Social media can’t exist independently. If you’re running a social media contest, to maximize engagement you need to promote it in-office, on your site, and in publications or mailings. The strategy is to convert social media followers into patients, and your patients into social media followers, so they are constantly engaged with your brand. Take a unified approach; link your social media accounts to your website; put them on your business cards, and make them a part of your brochures and signage.

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5. Being Everything to Everyone

We all want to be the eyecare provider for our entire community, but a message that is too broad won’t connect with anyone. Don’t strive to be the most generic eyecare provider in town! Think about your passions, the special services you provide, the demographic you really love working with, and focus your marketing on them. If you can create a clear brand identity and become the expert in that niche, it will drive general eyecare consumers to your office by default. If you are perceived as an expert in infant eye exams, by default you’re a great all around eye doctor too. It’s a play on the perception ophthalmology has benefited from for years. Find a niche and be that specialist in your community, and watch your appointment books fill with patients of all needs!

Founded by two millennial ODs and social media entrepreneurs, Defocus Media (defocusmedia.com) manages social media networks for independent optical practices. Dr. Darryl Glover is founder of Eye See Euphoria (eyeseeeuphoria.com) and Dr. Jennifer Lyerly is founder of Eyedolatry (eyedolatryblog.com). For more information contact defocusmedia@gmail.com.


This article originally appeared in the October 2017 edition of INVISION.

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The 4 Key Elements to Building a High Performance Team

It isn’t experience, skills or talent… it’s all in the mindset.

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MANY PEOPLE BELIEVE that the New Zealand All Blacks Rugby team is the greatest team in the history of sports. This means all sports, any team all over the world. They are three time world champions and have a winning percentage of 77 percent over the past 100 years. They have not lost at home in the past 10 years.

What is it that creates a high performance team? It is not merely talent. There are many professional sports teams with a roster full of superstars, but which do not live up to their potential. It is not the money invested in payroll; the New York Yankees have famously spent far more money than other teams but often fall short of even making the playoffs. The 2008 World Series Tampa Bay Rays had the 29th payroll ranking out of 32 teams.

When you break it down, all high-performing teams have certain traits in common:

Shared Leadership

A team that reaches toward its full potential does not rely on one person for leadership. Each member of the team steps up when required to provide leadership. Each member respects the talents and abilities of other team members and follows another when the job requires.

Leadership in difficult situations requires different skills, and a high-performing team recognizes that each member brings their own talents and skills.

An Achievement Mindset

High-performing teams are focused on accomplishment. They are unified toward reaching their goal, be it winning a championship or hitting a sales target. They understand that accomplishment is not a once in a while endeavor, but the result of habits executed consistently each hour of each day. They don’t understand or accept the concept of close enough. Successful teams take the view that either they got the job done or they didn’t. Failure to them is not an option; they figure out a way to make success happen.

Integrity and Respect

High-performing teams believe in the dignity of each team member. They perform their responsibilities with honesty and integrity. They know that cutting corners when offering a service is not good for the customer or the practice. If a mistake has been made, they own it. They don’t make excuses or blame the customer. They truly believe that while the customer isn’t always right, they are always the customer. They do not encourage or tolerate team members who do not live up to the same standards of integrity.

High-performing teams respect each other by listening and considering the views of others. When faced with a challenge, they work together instead of believing that they alone have all the answers. They understand that collaboration among many can produce a better result than the opinion of one individual.

Look for Opportunities

High-performing teams are continually working to improve their skills, their services, their products and their processes for delivery. They foster an environment of continual training, understanding that it is the excellence of consistent execution that delivers to the customer.

They encourage learning of new technology, new products and an ongoing review of how the work flow process can be improved. They don’t believe in “if it ain’t broke, don’t fix it.” To the contrary, they believe that they must break it to see how they can make it better.

Developing a high-performance team requires selecting team members with the right mindset. This mindset is more important than years of optical experience or years in a particular position. The owner or hiring manager’s job, in many ways, is to select the right people, give them direction and then get out of their way.

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Editor's Note

The Year’s Not Over Yet. There is Still Time to Fix It

And you won’t need a magic spell to do it.

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IN FULL DISCLOSURE, I am not a Potterhead. I don’t know an apparate from a veritaserum. But I do love a personality assessment. (I’m a Cancer, INFJ, and Idealist, in case you wondered.) So when we asked, “What Hogwarts House would you belong to and why?” in Buzz Session (page 60), I thought I had a pretty solid idea what my Pottermore results would be… definitely Ravenclaw, maybe Gryffindor.

To my shock, I was sorted into Slytherin. The snakes! The house all the villains come from! But I’m a good guy! So, of course, I retook the test but the results didn’t change … even when I fudged a few of the answers (so Slytherin of me!)

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To be fair, I am a good guy but I can also be cunning, aristocratic and power hungry… though I prefer the synonyms clever, refined and ambitious.

Sometimes we don’t like to acknowledge our less desirable traits. Like that we can be lazy, unmotivated, or procrastinate until the stress of getting things done becomes overwhelming.

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Maybe that’s where you find yourself now. The last quarter of the year snuck right up on you and you’re nowhere near meeting the goals you set out for yourself at the beginning of it. Don’t worry, you don’t need a magic spell to fix it. We asked a few industry experts and our own Brain Squad what to focus on for end-of-year peak performance and came up with a 90-day plan you can start executing now in our Big Story on page 34.

If you’re just feeling a little burned out and apathetic, visit our Special Feature (page 44) to help remember why you do this. It’s all about ECPs’ MVPs, those most valuable patrons that have become so special the relationship has transcended the office environment. Eyecare is an intimate business and sometimes “How can I help you?” can be the start of a beautiful relationship.

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Most of us feel we’re working harder just to stay on top of things (One Quick Question, page 47). That can be frustrating. But as we head into fall and holiday planning, I hope these stories leave you feeling a little more prepared, and grateful for the privilege of working in such a crucial and dynamic industry.

Best wishes for your business,

Dee Carroll

EDITOR-IN-CHIEF

dee@invisionmag.com

Five Smart Tips From This Issue

1. Party time! As we head into the holidays and the invitations start streaming in… say yes! (Manager’s To Do, page 20)
2. Do you provide vision therapy? Try practicing it at its highest level. (Best of the Best, page 48)
3. Forget Christmas cards. Birthday cards are where it’s at. (Tip Sheet, page 50)
4. Sometimes a new employee is just not gonna hack it. We tell you when it’s time to let them go. (Ask INVISION, page 52)
5. Trouble finding good help? Have you tried a working interview? (Do You or Don’t You, page 61)

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Columns

Develop a Custom Visual Standards Manual to Look Better and Sell More

Such a manual details and explains how a store should look and how to keep it looking that way.

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ONE OF THE BEST ways to guarantee your employees maintain the look and feel of your store is a Custom Visual Standards Manual, or CVSM. Such a manual details and explains how a store should look and how to keep it looking that way. A good manual allows room for change and it teaches store employees how to access their creativity while staying within the boundaries of the store’s image and brand.

Visual standards include everything that can be seen as you drive or walk up to, into and through the store to the back door. It includes: lighting, signage, flooring, surface materials, fixtures, merchandising, displays, focal areas, aisles, desks, daily maintenance, safety standards, back room standards, washroom standards and back office standards. Standards must be maintained in order to maintain your image and support your brand.

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Each person has his or her own style. Some of those creative endeavors may not exactly be in keeping with your image. A standards manual clarifies your image and gives clear direction and boundaries to individual creativity and expression.

If you are looking to establish, or recreate, your image and want to re-train your employees, a manual is one of the first steps in making this transition happen consistently and successfully.

How to develop a CVSM:

  • Assign this job to one or two people with a clear understanding of your merchandising, fixtures, signage, store design and overall brand and image. If you choose two, consider one in marketing and one in operations. Or, hire someone from the outside with CVSM experience.
  • Develop an outline for the manual with a chapter for each area of your business. Describe the fixtures in each area and how to merchandise each one. Add chapters on non-selling spaces, lighting, signage, safety and holiday decorations.
  • Take a ton of photos. Before and after shots of merchandise presentation and displays make great teaching tools.
  • Determine what final format works best for your employees: binder, bound printed manual, webinar in several parts, or training movie. Consider a quiz after each section to make sure employees looked at it. Flexibility for changes is important so plan that into your format.
  • Have comprehensive staff meetings to introduce the manual and hand it out to each person. If it’s in digital format, give everyone the link and let them know when they will be quizzed on it.
  • Rather than just stating rules, explain why the rule exists and why it’s necessary. It will be remembered much longer. Pare down the information and present it as a mix of photos and copy. People today are used to reading bullet points and listening to sound bites. Less is most definitely more, and a picture is worth 1,000 words.
  • The purpose of a CVSM is to have a standard that all employees are required to live up to. If sales lag, an easily observable issue may be visual presentation. Getting everyone “on the same page” will keep the store looking great.
  • Consider a CVSM if you have more than two stores. It will keep your business attractive and welcoming. All of which will be reflected in your sales and service.

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