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Charming-in-Chief

16 ways to win your employees' love without losing their respect.

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IT’S FUNNY HOW, when you ask people what makes a good boss, they’ll probably tell you about their worst one. It’s human nature to remember every insult and injury from  the insufferable jerk who made going to work a miserable experience and forget the kind, mentoring soul who quietly boosted your confidence.

Another way to look at it: Enduring a horrible boss is the workplace equivalent of having to kiss a lot of frogs before finding your prince or princess. When we asked the INVISION Brain Squad to tell us about your best bosses, some of you shared tales of your worst. One person wrote:

“My current boss is the best boss I’ve worked for. I think the difference between him and some others is that he is down to earth and does not have that ‘God’ complex that he is better than others. I have worked for a couple of doctors who walk around with their nose in the air and an air of superiority and treat you like trash. Being treated not only as a human but as an equal goes a long way.”

It’s true that toxic bosses from the past can offer useful lessons to small-business owners. As Robert Sutton, author of Good Boss, Bad Boss, says, “It is a lot easier to learn from that guy than to be that guy.” (He also quotes Eleanor Roosevelt, who said, “Learn from the mistakes of others. You can’t live long enough to make them all yourself.”) But many ineffective bosses are good people who haven’t had positive examples of how to lead and manage people. This is especially true in small retail businesses, where the owner becomes a boss by default.

The first step to being a great boss is realizing there’s always room to improve. One great way to do it? Learn from other retailers’ experiences — check out our accompanying profiles of some especially memorable bosses — and learn from writers and thinkers who’ve studied how smart bosses inspire their teams to produce great results. Here are some of their top tips.

 

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1. MAKE TIME FOR EVERY EMPLOYEE

As the boss, you’re kind of a big deal, even if you only have a few employees. “That’s why an employee who wants to talk about something inconsequential may just want to spend a few moments with you,” says author Jeff Haden. “You have a choice. Blow them off, or see the moment for its true importance: A chance to inspire, reassure, and give someone hope for greater things in life.”

2. Let people be themselves

Bosses often get their rudest awakening when they realize employees have their own ways of doing things, says Marcus Buckingham, author of First, Break All the Rules: What the World’s Greatest Managers Do Differently. If you force people to follow your playbook, then two things happen: “They become resentful — they don’t want to do it. And they become dependent — they can’t do it. Neither of these is terribly productive for the long haul.”

3. Rescue mission

Your greatest success may come from mentoring your least promising employee, Haden adds. “Your remarkable employees don’t need a lot of your time; they’re remarkable because they already have these  qualities,” he notes. “If you’re lucky, you can get a few percentage points of extra performance from them. But a struggling employee has tons of upside; rescue him and you make a tremendous difference.”

4. Steady on

Google studied more than 10,000 observations employees made in quarterly reviews, and found that human interaction, not tech skills, was the best indicator of success. As Adam Bryant wrote in The New York Times, the highest-rated managers “were even-keeled bosses who made time for one-on-one meetings, who helped people puzzle through problems by asking questions, not dictating answers, and who took an interest in employees’ lives and careers.”

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5. BUILD TRUST

Counterintelligence expert Robin Dreeke has co-written a book called The Code Of Trust with five rules for leadership: suspend your ego, be nonjudgmental, honor reason, validate others and be generous. Dreeke adds that it’s important for bosses to identify goals and priorities, but then let go of them and work to understand what other people value, because doing so builds trust. As Dreeke says on a Knowledge@Wharton podcast, “This is my manual on how not to be the person I was born to be. This is my manual on how to overcome that Type-A hard charger that just barrels forward and ruins relationships because they think it’s all about them.”

6. Be memorable

In her book Work Happy: What Great Bosses Know, Jill Geisler shares three things employees never forget: a boss who apologizes when he or she is wrong (preferably in public, if that’s where the earlier criticism took place); a boss who reacts to a worker’s boneheaded errors with wisdom, knowing just how long to let people stew over their own mistakes; and bosses who respond to personal achievements and losses (big and small) with encouragement or empathy. On the flip side, she lists three things employees never forgive: a lying boss, a boss who takes credit for the staff’s work or ideas, or a boss who behaves differently around superiors than around the troops.

7. See yourself through their eyes

Stanford University professor Robert Sutton has made a career out of writing about how to survive difficult people in the workplace and in life. After he published his book The No Asshole Rule: Building A Civilized Workplace And Surviving One That Isn’t, he received all kinds of stories about difficult bosses, enough to fill a sequel (which eventually came out last year in The Asshole Survival Guide: How To Deal With People Who Treat You Like Dirt). But he heard about effective bosses, too, people who took “diverse and intertwined steps to create effective and humane workplaces.” He suggests that the best bosses pay close attention to how their employees see and hear them, from facial expressions to tone of voice.

8. Encourage feedback

You need to know what your employees are thinking, but they may not be willing to tell you in their employee review or even in the more casual one-to-one meetings that you’re hopefully having with them at regular intervals. Whether it’s a suggestion box in the break room or a confidential survey or focus group facilitated by a third party, give your people opportunities to suggest ways you can improve as their boss. Then let down your defenses, and take their feedback seriously.

9. Chill out

It’s true that passion can inspire performance, but if you’re always yelling at your employees, it’s worth asking whether your emotions are helping or hurting business. “Personally, I’m going to assume that successful screamers make it in spite of the screaming, not because of it,” writes Jay Goltz on The New York Times’ “You’re the Boss” blog.

10. Put people before goals

It’s good to have sales targets, but that shouldn’t be your primary focus. Without great employees, no amount of focus on goals and targets will ever pay off, says Jeff Haden, who writes frequently on how great bosses got that way. “It’s your job to provide the training, mentoring and opportunities your employees need and deserve,” he adds. “When you do, you transform the relatively boring process of reviewing results and tracking performance into something a lot more meaningful for your employees: progress, improvement and personal achievement.”

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11. Demythologize crisis

We’re living at a time when “our institutions seem to be in serial meltdown,” says Elizabeth Samet, a professor of English at the United States Military Academy, in her introduction to Leadership: Essential Writings By Our Greatest Thinkers. “If we live in a world of crisis, we also live in a world that romanticizes crisis—that finds in it fodder for addiction to the 24-hour news cycle, multiple information streams and constant stimulation.” Sound familiar?

But humans cannot thrive in a state of constant turmoil, so do what you can to cultivate a low-drama life and workplace. Listen to music instead of the news or talk radio on your way to work. Eat well, get adequate sleep and exercise, and take time to play—and help your employees do the same things. Researchers at the Wellness Institute at Cleveland Clinic found that a workplace-based stress management program boosted employee morale and vitality, with positive changes still evident a year later.

12. Unpack your power trip

12 In a conversation with psychologist Ron Friedman at the Peak Work Performance Summit, author Dan Pink cited research showing that when we feel powerful, we’re less likely to see other people’s perspectives. That’s why it’s helpful to “dial down your feelings of power just a little bit” to see the world the way your employees do.

13. Admit you don’t know it all

You had the vision and talent to launch your small business, but that doesn’t mean you naturally have the skills to be a great boss. It’s smart to look for mentors and seek opportunities for leadership growth. Writing on Bloomberg.com, Rebecca Greenfield profiles executive coach Ben Olds, who helps bosses learn to have difficult conversations, harness their emotions and just plain listen. Few people are beyond help. For Travis Kalanick, founder of Uber, “Olds would want to understand what provokes him. To find that out, he would talk through some regrettable incidents, in the hope of improving his emotional intelligence and avoiding bad behavior.”

14. Deal with the small stuff

“Nothing kills team morale more quickly than problems that don’t get addressed,” says Jeff Haden. Even petty issues — squabbling employees, tardiness and negativity — are distractions that merit your action. “Small problems always fester and grow into bigger problems. Plus, when you ignore a problem, your employees immediately lose respect for you, and without respect, you can’t lead,” he says. “Never hope a problem will magically go away, or that someone else will deal with it. Deal with every issue head-on, no matter how small.”

15. No harassment. Period.

The #MeToo movement of the past year has made it clear there are no longer any gray areas when it comes to recognizing and dealing with workplace sexual harassment. The U.S. Equal Employment Opportunity Commission website has information on how to deal with this new reality. Go to eeoc.gov and look for “Promising Practices for Preventing Harassment.” Hire and promote all kinds of people who can give your company a wider lens on the world (and attract a broader range of customers, too).

16. INSPIRE THEIR BRILLIANCE

Buckingham suggests that managers identify and encourage their employees’ best traits and talents. In fact, he says that’s the one defining characteristic of the best managers. “Great managers know they don’t have 10 salespeople working for them,” he says. “They know they have 10 individuals working for them.” Rather than be obsessed with your employees’ weaknesses, encourage them to do things they love to do, whether that’s window displays, social media or greeting customers.

 


 

BEST BOSS I EVER HAD

Few people are as influential in our lives as our bosses. We asked the INVISION Brain Squad to tell us about their most memorable and effective mentors at work. Here are a few of your stories.

 

Angie Patteson, OD
Sunset Eye Care, Johnson City, TN

BEST BOSS: Torrey Carlson, OD
LESSON: Be a leader

A few years before purchasing my practice, I had an excellent boss at LensCrafters. He gave all of his doctors total autonomy to manage patients as we deemed appropriate. There was no push to fit certain brands of contacts or cut corners on our exams. I respect him greatly for that.

Dr. Torrey Carlson owns five LensCrafters leases, and I worked most often with him in his Kingsport, TN, location for five years. Even though he has several leases, employees, and associate doctors, when he is seeing patients his focus remains solely on them. I can’t imagine how many thoughts run through his head on a daily basis, but he is able to put patient care at the top of his priority list.

At this point in his career, he could probably delegate all patient care and just have an administrative role, but instead he works on the weekends and travels to all five locations to see patients during the week. This is a valuable lesson for any doctor. I hope that my employees also note that I work diligently. A boss will tell their employees: “Go to work.” But a true leader says, “Let’s go to work.”

 

Jessika E. Arena
The Eye Center, Asheville, NC

BEST BOSS: P.J. Endry, OD
LESSON: Mistakes are ok

Dr. P.J. Endry, my current boss, is the best I’ve ever had. He’s in practice for all the right reasons, to take care of his patients, and that trickles down to staff and creates a very positive environment to work in. He also understands we all work to live, not live to work, and family always comes first.

I’ve been working with him for nearly 11 years and believe he creates a positive work environment by caring about his employees. He’s interested in our lives outside of work in a genuine way, our families, hobbies, interests, and even our struggles. His approach to employee relationships is similar to his holistic patient care.

The greatest lesson I have learned from Dr. Endry is that it is OK to make mistakes, that just because you don’t know or understand something, that doesn’t mean it can’t be learned, and that sometimes when we are in the process of learning we are going to make mistakes, and that is OK. You are not your failures.

 

Danielle Jackson, OD
Jackson Eye, Fairburn, GA

BEST BOSS: Evan Barnett
LESSON: To lead is to serve

My first job as a teenager was working at a small water park in Garland, TX. I returned every summer for seven years because of my amazing boss, Evan Barnett, the general manager.

I learned so much from Evan by observing his interactions with people. He was always level-headed and upbeat, always smiling and genuine. He never assigned a task that he wasn’t willing to do himself and effortlessly made every employee feel special by treating us all as equals. Our respect for Evan was rooted in our admiration for him.

He told me something once that has always stuck with me. I asked him why nothing ever seemed to bother him. He said, “Why would I complain about anything to you? I’m your boss. I work for you. My job is to solve your problems, not add to them.” That idea of servant leadership and working for your employees in the same way you want them to work for you has molded how I interact with my staff and is the core of our upbeat and positive office culture.

 

Julie Uram
Optical Oasis, Jupiter, FL

BEST BOSS: Wally Willrick
LESSON: Confidence

My first boss was my best boss. My first job was at The Donut Shop. I was 14 years old and opening up alone at 5:30 in the morning. My boss, Wally, was wonderful; he gave me structure and made me the employee I am now.

Wally taught me how to count change, wait on customers, answer the phone, clean; he taught me to treat people like you want to be treated and laugh a lot, but most important he taught me responsibility and confidence. I was very shy when I started working for Wally. It got me out of my shell and made me more outgoing and pretty much who I am today. He is still a great friend and mentor.

 

Shimul Y. Shah, OD
Marysville Family Vision, Marysville, OH

BEST BOSS: Danny Gottlieb, OD
LESSON: Attention to detail

I worked for Dr. Danny Gottlieb for three months during my fourth year of optometry school. It wasn’t that long but he made quite an impact in a very short period of time. His wife (at the time) Rhonda also worked at the office and it felt like such a family owned company where each person who worked there was independently invested in the company.  

Dr. Gottlieb was attentive to his patients and to my learning process. He taught me how to listen, how to document and how to have the most efficient communication process between patient, doctor and staff.

His protocol was to write a report at the end of each appointment for the patients and their family to summarize the concerns, what testing was done, the conclusion and the recommended treatment. The attention to detail was incredible. Sometimes he even allotted two hours to do a comprehensive assessment and document the results so they would make sense to the patient.

He shaped the way I speak to patients and make sure to address their concerns, even if I don’t have an answer.

 

Travis LeFevre
Krystal Vision & Sunwear, Logan, UT

BEST BOSS: Michele Johnson
LESSON: Learning is a gift

5 Some people say working with family is a nightmare, but speaking from experience, that’s not always the case. At Krystal Vision we have five employees, four of whom are family, spanning three generations (grandmother Michele, mother/daughter Ami, and myself, son/grandson Travis). Michele has been an optician for almost 45 years and started Krystal Vision nearly 20 years ago. Since I began as an optician six years ago, she’s been my boss and mentor and has slowly let Ami and I take on parts of Krystal Vision and work alongside her.

She’s been my favorite boss, not only because she’s my grandmother, but because she pushes me to learn and grow. She’s an expert at adjustments, troubleshooting, and finding the perfect frame for the pickiest customers. She’s my go-to person to bounce new ideas off, and has taught me how to buy smart and look for frames that give us an option for anybody in our community.

It takes a lot to be a good boss and mentor, but Michele has surpassed that and become a better boss than I could have ever wished for.

 

Nytarsha Thomas, OD
Visionelle Eyecare, Zionsville, IN

BEST BOSS: Penelope Suter, OD
LESSON: Success is never an accident

I met Dr. Penelope Suter as one of my five required clinical rotations at PCO. I had a strong interest in peds/VT and (bonus!) my fiancé lived in Bakersfield, CA, near Dr. Suter’s practice. She ran a busy peds practice while writing a traumatic brain injury textbook for one of the California schools under a stressful deadline. She didn’t want to take on students until her book was complete, but after we spoke (read: “after I begged”) she agreed to take me on as an intern.

In the short time I spent at her office, I learned many valuable lessons about working with tiny humans. However, my main takeaway was more valuable. Since I started practicing, other women ODs have told me women can’t open a business on their own (Who will cook for your husband? What about maternity leave? Who will raise your children? For god’s sake, what about the laundry?!?) She showed me that, although it is difficult, if you work hard enough, nothing can stop you from having it all.

She is the reason I opened my practice and is still my mentor today.

 

Heather Nagucki
Brodie Optometry, Perrysburg, OH

BEST BOSS: Robin Bennett
LESSON: Work should be fun!

I was lucky enough to work for Robin Bennett at The Sunglass Shoppe in Petoskey, MI, when my husband’s radio job moved us to Northern Michigan. She took me on in the middle of winter when she probably didn’t need another employee and fully immersed me into a small community. She showed me the ins and outs of owning a small business. I learned a lot of creative ideas from her. We also had a ton of fun!

We went to chamber/Women in Business meetings, community fundraisers and trunk shows. She even took me to my very first VEE and taught me how to buy for multiple locations. I learned more about marketing a business, being part of a community and dealing with special product than I ever had before at any other job.
She also made sure I found friends and fun when I moved there. I never sat at home—for that I will always be thankful. I still call her whenever I need advice. She is an amazing person!

 

Julie Fanselow was the original editor-in-chief of INVISION magazine and now contributes to the publication.

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America's Finest

This Ontario OD Is Off to a Flying Start

When her hometown’s original fire hall went on the market, she knew it was time to open a business.

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EYES – Dr. Abby Jakob, Kingsville, ON, Canada

OWNER: Abby Jakob, OD; URL:abbyjakobeyes.com ; FOUNDED: 2017; ARCHITECT AND DESIGN FIRMS: Helena Ventrella Design Limited, LaSalle Millwork Patrick Michaud, Maurice Michaud; EMPLOYEES: 1 full-time, 1 part-time ; AREA: 2,100 sq. ft.; TOP BRANDS: Oliver Peoples, Kate Spade, Tiffany, Tom Ford, Swarovski; FACEBOOK: facebook.com/abbyjakobeyes; INSTAGRAM: instagram.com/abbyjakobeyes; BUILDOUT COST: $300,000


After working as an associate at a private practice and several commercial offices, Dr. Abby Jakob took the leap and opened her own practice in her hometown of Kingsville, Ontario in 2017. She hadn’t expected to make such a major move so early in her career — it had only been three years since her graduation from the Illinois College of Optometry — but when the town’s original fire hall went on the market, the choice was all but made for her. “My experience was serendipitous, as I wasn’t even searching for a location — I didn’t think I’d be starting my own practice yet — and this historic building went up for sale. It’s right on Main Street, where traffic is the busiest. I called my dad right away to come see it with me, and as soon as we both saw the potential, I put in an offer the next day,” she says. Jakob had saved a lot in her first two years of practicing, and was able to come up with a 20-percent down payment, so financing wasn’t an issue. Also, the building has one other commercial unit, and two residential units upstairs, which already had paying tenants, so that covers her mortgage each month. “I’d definitely recommend owning your building if you have the opportunity,” she says.

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After being away at school for eight years, Jakob was ready to come home to Kingsville, Canada’s southernmost town. She describes it as “small, ‘boutiquey’ … with lots of cute shops and restaurants, and I wanted my office to have that same character and charm.”

Jakob renovated the site to look bright and airy with lots of natural light, but with warming touches such as three sparkling crystal chandeliers above the optical and a barnwood wall in the front desk area. “I love the shabby chic look, so I added a touch of rustic charm” with the wall, she says.

When Kingsville, Ontario’s original fire hall went on the market, Jakob knew it was time to open her own practice.

Her main challenge was making design decisions. “I am not a natural at picturing the ‘after’ while looking at the ‘before,’” she admits. For this reason, she’s a strong advocate of getting outside help. Jakob says the first person she called after buying the building was Ohio-based optometric practice consultant Dr. Richard S. Kattouf. He helped with the design and layout of the office, and offered advice on hiring and running the business. “For anyone overwhelmed at the thought of opening a practice cold, but who knows that it’s their dream, I’d highly recommend hiring a consultant … A quote that has stuck with me is ‘You don’t know what you don’t know.’”

Jakob doesn’t target a specific clientele, but says she sees a lot of women between the ages of 20 and 40, and believes this has to do with the big role that social media plays in her advertising. “My optical caters to much more than this specific demographic, but I would say these patients are the ones that spread the word on my pretty boutique optical, and offer a lot of support on my social media platforms.”

Jakob does all her own social media. She devotes a considerable amount of time to it, posting something “cute, clever or informative” on Instagram and FB daily, something she’s quite sure has attracted many new patients. She had Cowlick Studios design her website and logo, but since then has done all of her own branding and advertising, including POP, gift certificates, thank you cards and social media posts.

Frames are merchandised as male, female or unisex, as well as by brand. Her favorites are Oliver Peoples, Maui Jim, Tom Ford, Swarovski and Kate Spade, but Jakob is interested in private label and hopes someday to design a house brand.
EYES has its own edger, and “amazing staff member Pauline makes all of our glasses in house.” The practice does not currently have an inventory of lenses, but the labs Jakob uses are quick and most jobs are done in a week or sooner.

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Jakob prides herself on keeping up with the latest technology. However, she keeps the patient’s perspective in mind when it comes to tech. “One thing I’m proud of is that patients always tell me how much they appreciate how thorough I am and that I explain everything I am doing and why.” She believes this has helped grow her practice quickly. “Patients don’t care how much you know,” Jakob says, “until they know how much you care.”

PHOTO GALLERY (19 IMAGES)

Five Cool Things About EYES – Dr. Abby Jakob

1. AWARD WINNER. Dr. Jakob received the Young Professional of the Year Award from the Windsor-Essex Regional Chamber of Commerce at the 28th Annual Business Excellence Awards in April last year.

2. BLOOMING FRIENDSHIP. Every woman who has an exam at EYES is given a flower afterward.

3. FAMILY TIES. The optical at EYES is adorned by an eyeglasses-themed table made by Jakob’s “amazing” father-in-law, with help from her “awesome” husband.

4. A GOOD SIGN. EYES’ distinctive exterior sign was made by local metal company, Bailey Inc. “Since opening, I’ve actually had several friends ask for his information and he even made a logo for another OD in Connecticut.”

5. FULL SERVICE. Jakob performs a screening OCT on all adults, and retinal photos “on any patient old enough to sit still long enough for it.”

WHAT THE JUDGES SAID

  • “Patients don’t care how much you know until they know how much you care!” Hello all ECPs? Read it. Learn it. Be it!!! Congrats, Dr. Jakob, That’s the ballgame. You move to the front of the class with that one! To be just starting out, like this, tells me we have an optometric superstar retailer on our hands. Robert Bell, The Eye Coach, San Francisco, CA
  • The logo and awning have a lot of impact. Natalie Taylor, Artisan Eyewear, Meredith, NH
  • What a great little boutique practice! It has a nice, modern, fresh look to it that is very inviting. I like the energy of the owner and her eye for details in design. Jennifer Coppel, TURA, Inc., New York, NY

 

Fine Story

Jakob has some interesting ideas on the best way to use social media. “Don’t just post the usual ‘eye’ and ‘glasses’ stuff you can search for on Pinterest, that you didn’t make. Think about what’s on your mind that day and then search for clever quotes about it … Then if you want to make it your own, create it in an app like WordSwag. It doesn’t always have to be about the eyes!” Jakob says she always gets more likes when she posts a picture of herself, her staff, her pets or her patients (with their permission), “because everyone loves to get to know people, and people love supporting people. I recently got married, and so many of my patients are so supportive and interested, so for those of you that have big events going on in your life, patients love getting a glimpse into that, and I believe it makes their connection to you stronger.”

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Best of the Best

An Iowa OD Who Developed an Industry-Leading Neuro Rehab Specialty

Offering glasses just wasn’t enough.

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DR. DEANN FITZGERALD STARTED practicing optometry in Cedar Rapids, IA, in 1984. In 2006, she founded the non-profit Spanda, Inc., which combines optometry with other healthcare specialties and took her as far afield as Kenya. Soon, she decided to expand Spanda’s activities to her own community. Spanda opened Cedar Rapids Vision In Motion (CRVIM), a vision wellness and rehab clinic, in 2007. What started as a 1,600-sq. ft location with an occupational therapist and a single employee now occupies 6,000 sq. ft and employs two athletic trainers, seven therapists and two ancillary staff.

THE IDEA

A Door Opens

Vision therapy was on Fitzgerald’s radar screen from her earliest days in optometry, but it took some time for her to embrace it. “I originally went to school with the thought of providing therapy but Cedar Rapids was very medically oriented, with the University of Iowa just 20 minutes away. Which made it very difficult at first to want to do therapy.” But by the 1990s — the “decade of the brain” — she sensed a door opening.

THE EXECUTION

Bridging the Gap

Dr. DeAnn Fitzgerald

CRVIM deals with a larger variety of diagnoses and issues than we can list. The services Fitzgerald’s team have developed bridge “the gap between assessment and treatment” for patients of all ages who experience visual processing dysfunction. In other words, “It’s a brain thing,” as the practice’s mantra states. Since 2010, CRVIM has also been teaching, offering instruction to OTs, PTs, ATs and others, passing on Fitzgerald’s “Train your brain to see again” gospel.

Patients find CRVIM in a variety of ways. “We have the general practice so sometimes people come in for routine care and find out that we do other services to help with various problems.” Of course, there’s word of mouth, as well as the training conferences to which the CRVIM team are now often invited as experts. “I have patients come from a nine-state area for our services. With the training conferences, we try to collaborate with other OTs and PTs.” Among the many hats Fitzgerald wears, she is vice president of the Neuro-Optometric Rehabilitation Association (NORA), an inter-disciplinary industry group whose mission is to see that patients with physical or cognitive disabilities as a result of an acquired brain injury get full ocular health evaluation and optimum visual rehab services.
Fitzgerald doesn’t have the luxury of patterning CRVIM after anything in the industry, “because it doesn’t exist. But I look at what’s possibly working and couple it with things that work — multi layered therapy or integrated therapy for quicker recovery — so we combine vision vestibular and auditory and proprioception all together for a more intense and passive therapy that works well.”

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THE REWARDS

‘The Last Resort’

Fitzgerald finds working with neurologically challenged patients — “giving them back their life,” as she puts it — hugely rewarding, but along with the highs there are tough moments. “These patients have a lot of depression and emotional issues that you have to cut through to get them better.”
Fitzgerald established baseline testing for 1,400 metro youth football players over a period of three years. At first many parents didn’t see the need, but by year three every one of the players came in to get tested. She eventually donated seven laptops so these schools could do their own testing. The Pop Warner youth football league last year rated these schools’ testing system as the best it had seen.
It’s an anecdote that illustrates the complexity, and the importance, of CRVIM’s activities. “We do get very complex patients,” says Fitzgerald, “because sometimes we are the last resort.”

Do It Yourself: Develop a Niche Rehab Practice

  • BONE UP. Be prepared to learn on the fly. Says Fitzgerald: “Optometric education provides the avenues to do rehab, but I have logged countless hours in classes and reading … on … concussion and brain injury.”
  • LOOK AROUND. Fitzgerald advises finding someone who is doing what you want to do­—and learning. “It’s the quickest way to get where you want to go…We have a lot of doctors visit our clinic.”
  • BE USEFUL. Get into the community, says Fitzgerald, and “instead of telling people what you do — ask them what they need. Then help make it happen — often that is the ‘in’ to getting partnered with them.”
  • HIRE CAREFULLY. Fitzgerald says one of her biggest challenges has been finding staff that are competent but also compassionate.
  • PREPARE YOURSELF. Rehab can be taxing for both patient and therapist. Fitzgerald says of her patients: “They have a brain injury. We have to gently get them out of their own way so they can recover.”

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Benchmarks

When Their Tech Lets them Down, These ECPs Have Things Covered

And their patients appreciate the human touch.

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TECHNOLOGY: IN OPTOMETRIC terms it means unparalleled accuracy, speed and convenience. But real life has a way of throwing up cases that just won’t cooperate with the latest equipment. And blackouts can strike anywhere. This is an industry whose gear continually evolves, but it’s also one of accumulated knowledge and, occasionally, improvised solutions. We asked around to see what kinds of tricks opticians and ODs have up their sleeves. If the lights go out while you’re in the chair or at the dispensing table of any of these eight ECPs, you’ll be in good hands.

Carissa Dunphy, Lake Stevens Vision Clinic Lake Stevens, WA

Optician Carissa Dunphy believes it’s important to take both digital and manual measurements from every free-form progressive wearer because she sees differences in patients’ body language towards a camera/iPad versus a person doing a manual measurement. Tech doesn’t always accommodate for specifics noted by the optician, such as someone who is really tall or short, she says. “A fitter of free-form progressives should know how to measure for each position of wear (POW) value manually and should measure both ways, comparing the values and critically thinking about the right solution for that particular patient.”

Bridgett Fredrickson, Whelan Eye Care
Bemidji, MN

Low-tech solutions have a special place in the heart of a veteran administrator like Bridgett Fredrickson at Whelan Eye Care. She and her doc are probably the only ones in her office who know how to handle an exam on paper. “About once a year we have to pull out a form … while our computer software is down.” She knows of older ODs who never came to grips with electronic records, and younger docs who would stare blankly at a paper form. “Those of us [from] that bridge era have a unique perspective and appreciate the old way and the new.”

Adam Ramsey, OD,Iconic Eye Care
Palm Beach Gardens, FL

An old-fashioned technique Dr. Adam Ramsey uses regularly is trial frame refraction, which he finds spares him headaches with patients that are particular. Ramsey says it’s a “great way to move the phoropter out of the way and deal directly with the patient.” If he finds prism in the patient’s previous glasses, he will “usually skip the fancy toys and go straight to the trial frame to refract that patient. Using fixed PD trial frames gives … the best comfort.” Most patients appreciate the extra care, he says, especially when they can visualize the improvement right away.

Mike Davis, OD, Opti-Care
Eldersburg, MD

Dr. Mike Davis is nothing if not prepared. We’re confident his patients could enter his practice in a blizzard-induced blackout and come out seeing perfectly. He keeps a paper acuity chart around, along with a hand-held retinoscope and ophthalmoscope, and trial frame and lens sets. His iCare tonometer is battery powered, and with a PD stick at hand he’s “ready to roll.” The hand-held equipment Davis uses was primarily brought in to save space, but “by happy coincidence” it’s mostly battery-driven, so he’s confident he could get by for a day or so without power. “The art of hand neutralization, figuring out the prescription … with a lensometer, is helpful on house calls and nursing home visits, but mostly a good party trick.”

Marc Ullman, OD, Academy Vision
Pine Beach, NJ

“I … have inserted punctal plugs outside in the sunlight with a jeweler’s headset when the power is out,” proclaims Dr. Marc Ullman with justifiable pride. Magnification is weaker with the headset than behind the slit lamp, Ullman says, but he feels most doctors should be able to insert punctal plugs with a headset if necessary. He has most brands and sizes of collagen and silicon plugs on hand and has lately been using the six-month extended plugs more often. “Punctal occlusion generates a lot of referrals and happy patients at my office,” he says.

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Jen Heller, Pend Oreille Vision Care
Sandpoint, ID

“It may be silly,” says Jen Heller — a champion of the humble PD stick — “but I can prep a pair of glasses anywhere, anytime, with all the lights out and just a dinky little flashlight, and so can all our staff.” Some facilities might sniff at the idea as “backwards,” but Pend Oreille Vision Care still does hand-measured PDs on all orders, because they found that it was easy for rookie staff to lose track of where they’re placing a traditional pupilometer on squirmy kids, or adults with broken noses. “With a hand ruler, everyone can see exactly where that crook in the nose is — or, better yet, take a relaxed PD over the top of a patient’s previous prescription to rule out that plunging eye turn in high hyperopes.” Rulers are cheap and plentiful, and all staff are trained to take manual PDs. This way, Heller says, “patients never have to wait around because someone else is using a piece of equipment or because all dispensing tables are full. Get the needed measurement, and go!”

Pablo E. Mercado, LensCrafters
Alpharetta, GA

Alpharetta, GA-based optician Pablo Mercado told us that outside of screwdrivers and pliers, the PD stick is the one tool he cannot work without. “With it, I can forgo most of the technology at the office and still feel confident I can deliver quality eyewear.” While his workplace has a sophisticated digital system, “for some cases it is a complete dud” and Mercado reaches for the stick. It comes in especially handy when taking measurements from children. But he also uses it to measure the thickness of a frame when edging — and he’s just getting started: “I use my PD stick to show patients how a couple of millimeters can make the difference between being able to wear a particular frame or not,” and to train coworkers. He also finds it indispensable when inspecting eyewear for quality control.

Sarah Bureau, sbspecs
St. Catharines, ON, Canada

Now here’s a really old-fashioned idea: Repair, don’t replace. According to sbspecs owner Sarah Bureau, a modern mobile business based in St. Catharines, ON, Canada. “The general consensus when we, as an industry, are presented with a broken or wear-worn frame is to recommend it be replaced.” But Bureau insists that an acetate frame that has been well loved and has now turned white can be brought back to its original lustre by sanding and polishing the acetate by hand. Using a clavulus or hot fingers to replace a hinge, whether riveted or hidden, can save your client from having to replace a temple or frame front, she says, while cracked acetate rims or broken bridges can be repaired by fusing the material back together and filing and polishing by hand. These are especially valuable options for frames that are no longer in production. The approach does more than just demonstrate Bureau’s concern for the environment; giving your client the option of a repair, she says, is a great way to build a strong and long-lasting relationship with them. “Offering these services results in their confidence in you as a professional and the retention of them as a loyal client.”

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