Connect with us

Ask INVISION

Making Meetings More Engaging and More of Your Questions for April

mm

Published

on

End boring meetings

We need to change the way we do staff meetings. People don’t show up, they complain, and once they’re in there, they aren’t very engaged. 

There’s a reason people don’t want to attend, like maybe a severe lack of fun. Business studies have repeatedly shown laughter relieves stress and boredom, boosts engagement and risk-taking, and spurs not only creativity and collaboration but also analytic precision and productivity. But how to make your meetings more fun? Start with good food and drink. Dr. Brian Burke of Dawson Vision Center in Dawsonville, GA, springs for Chick-fil-A biscuits and sweet tea for all. Then set the tone from the beginning. Jokes about your struggles with the latest IT upgrade, a gentle ribbing over a missed deadline or a trying salefloor encounter can all help set the mood. Encourage staff to recount things that went wrong and organize role play for salesfloor situations (yes, people will groan but they’ll actually enjoy it). Rewards work too. Mary Hollis Stuck, a manager and optician at Eye Associates of Cayce in Cayce, SC, recalled a former boss who identified workers who had earned customer praise during the week and rewarded them with gift cards. Now that sounds like a meeting we’d want to attend.

Should I explicitly state that tattoos must be covered up in our dress code? 

ODs on Facebook ran a poll a while back that found about one in four of its members had tattoos. It didn’t ask how many covered them in a clinical or professional setting, but we’re guessing it’s the majority. Society’s attitudes are changing but it’s a demographic-driven shift, which means older patients — the majority of ODs’ core customers — are likely to view tattoos as a sign of poor judgment. Our advice would be to take your lead from your clientele. If they are likely to have certain ideas about how a medical professional should look, then it’s best to devise a dress code that reflects those sensitivities.

Do I have to pay overtime whenever an employee works more than 40 hours, or can we just give him or her the hours off later? 

You are nearly always required to pay an overtime premium, usually 50 percent, be it in dollars or minutes. For example, if the staff member works 42 hours in a week, you owe three, not two, hours of time in compensation. You can, however, offer them four 10-our shifts in a week and not break the 40-hour threshold. Check  www.dol.gov and with your state labor office. 

Please tell us how to absorb the lab increases and not raise our prices more. 

No, we won’t tell you that. An ECP should never be a “price taker.” Sure, keep looking for ways to cut costs, be it through new technologies, business practices or better vendor partnerships, but low prices should be way down on your list of patient selling points. When it comes to eyecare, trust is the most important consideration for a patient or prospective customer. Also, keep in mind, that while customers hate price increases, they hate big price increases even more. If you make a habit of absorbing supplier/subcontractor price hikes, eventually you reach the point where you have no choice but to raise your rates by a huge amount. We recommend you make a habit of increasing your prices every year (at least on those services most important to your profitability). Pick a time and just do it. The annual increases at a specific time will condition patients to expect regular rate adjustments. One way to soften the impact is to announce adjustments a month or so in advance or set a period for clients to lock in existing rates by pre-purchasing a package. If you have certain months when cash flow is low, it can be the perfect time to announce future rate adjustments and boost package sales. 

How do I calculate my ad budget? 

Advertising guru Roy Williams suggests it’s better to think in terms of “total cost of exposure,” which is your “cost of occupancy” (usually rent) plus your advertising budget. This means a business owner who saves money by investing in a weak location will have to spend much more on advertising, he says, adding that a high cost of occupancy, such as a landmark location, is often the least expensive advertising you can buy. How then to work out the numbers? Williams recommends this formula: Budget 10-12 percent of projected sales for “total cost of exposure” and then adjust the figure by the store’s average markup (not profit margin). Say, for example, you are projecting sales of $1 million (10 percent = $100,000) and your average markup is 91 percent, you’d thus have a figure of $91,000. Finally, deduct your cost of occupancy (let’s say $60,000) and voila! you have it — a $31,000 ad budget.

Advertisement

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

Advertisement

SPONSORED VIDEO

SPONSORED BY KENMARK

Jump In — the Water’s Fine!

With a salute to summer’s shimmery, mermaid colors and warm weather-loving shades, Kenmark Eyewear celebrates this summer’s Aloha spirit with eyewear from Vera Wang, Kensie, Zac Posen and the Original Penguin Collection!

Promoted Headlines

Ask INVISION

Stop Setting SMART Goals, Set Vague Ones and More Questions for February

Plus how to handle suspected shoplifters and under-performing salespeople.

mm

Published

on

After reviewing my sales team’s performance for the holiday season, I found I have one who underperformed hugely. She’s a lovely person but her numbers just don’t improve. Do we just persist with training?

It sounds like she has the right attitude and work ethic to succeed, just not in sales. Almost anyone can learn how to describe a product’s features (the knowledge), they can even learn how to ask the right open-ended questions to elicit a customer’s exact needs (a skill), but they’ll never learn how to push that prospect to get excited about a particular pair of glasses or a new vision technology and to commit at exactly the right moment. That is a talent some people just seem to be born with, says Marcus Buckingham, a leader of the play-to-people’s strengths school of business management. And besides, if she’s the worst performer in your store, she can’t be enjoying the work. It’s time to go your separate ways.

How do you suggest handling someone who is shoplifting in my store?

It’s good you’re asking; this is definitely an area where you do not want to be winging it, says Elie Ribacoff, president of New York-based Worldwide Security. Your policy on handling a suspected shoplifter should be part of your store or practice’s manual and developed in consultation with a qualified attorney, or local police to ensure laws are followed and that prosecution is effective. State laws vary but as a general rule suspicion is never enough — you need to observe the crime take place. As for confronting the person, there are obvious risks in confronting shoplifters. They may be violent, armed or working as part of a gang. And then there are the legal risks of trying to detain someone. As a general rule, it is nearly always better to be a good witness than to botch an arrest, says Ribacoff. Usually, the best approach is to have someone with a cellphone discreetly follow the shoplifter after he or she exits the store, and lead police to them.

Year after year, I set carefully plotted SMART goals for my staff, but we never attain them. Any idea what we’re doing wrong?

To the rational mind, it’s hard to argue with the S.M.A.R.T. mnemonic — Specific, Measurable, Achievable, Relevant, and Timely — when it comes to goals. Except, of course, when it comes to managing humans, it’s best to be wary of anything that gives off the clinical odor of rationality. In the place of SMART goals, we thus propose an experiment for you: This year, try some Vague and Seemingly Irrelevant goals (yep, the sort of targets that can’t even be counted on to form a clever acronym). Clear goals such as “increase sales by 20 percent” can be motivating, but also set extra hurdles to fail at, which can throw the human mind into a tizzy. Vague goals, on the other hand, can be liberating.

As for “seemingly irrelevant,” the key word is the first: “seemingly.” This is management at a higher level. Identify the secret drivers to business success, be it the cheery baristas at Starbucks or the actions in your store that result in a positive review on social media, and you may actually get the specific financial results you desire. In his book The Antidote: Happiness For People Who Can’t Stand Positive Thinking, Oliver Burkeman tells the story of a Formula One pit crew whose members were told that they would no longer be assessed on the basis of speed targets; they would be rated on style instead. Instructed to focus on acting “smoothly,” rather than on beating their current record time, they wound up performing faster.

Continue Reading

Ask INVISION

Lifting Your Business Out of Mediocrity and More Questions for January

And how to share chores among staff to make sure they get done.

mm

Published

on

I have two good candidates for the position of office manager, but I can’t decide between them. Can you suggest a tie-breaker?

Toss a coin and let fate be your arbiter. If they’re both equally appealing candidates and you can’t reduce the uncertainty by doing further research or interviews or trial runs, then your decision doesn’t much matter. That likely sounds like rash advice, but this paralysis you’re experiencing has a name: Fredkin’s Paradox. The computer scientist Edward Fredkin summed it up as, “The more equally attractive two alternatives seem, the harder it can be to choose between them — no matter that, to the same degree, the choice can only matter less.” To be sure, it will probably turn out to have mattered in hindsight, but by then it’ll be too late. Given that you’re unable to know how things will turn out, overthinking this one — or any similar tough choice — is futile.

How do you share the chores among staff fairly and in a way that is easy to enforce?

Store consultant David Geller feels he knows well the issues you’re facing. “Typically, we as store owners, when something isn’t done, pick our favorite person who is always willing to help to do what others should have done,” he says. “It’s not fair.” To create a system that IS fair, he suggests breaking your staff into groups and rotating the responsibilities. “Put some easy chores with some bad ones like vacuuming and cleaning the bathroom,” he says. The people whose names are under the different groups of chores (see table) do them for only one week, and then they move onto the next group of tasks. This shares around the bad and light chores and also makes it easy for the store owner to raise the issue when a job needs doing. “After doing this, I no longer need to complain to a person, I complain to a group,” Geller says.

Tell me, how do I lift my store out of the rut of mediocrity?

It’s said the toughest test of a manager is how they address lackluster performance. The reason is because it’s not so much about issuing dictates and drawing up policy as it is about fostering a culture that accepts nothing but excellence. Indeed, according to work by Brigham Young business school on high-performing teams, peers manage the bulk of the heavy lifting when it comes to maintaining standards. Counterintuitively, it is in mediocre teams that bosses must enforce standards and are the source of accountability. But how to get to that almost mythical land of self-enforced high standards? Joseph Grenny, a social scientist and author of Crucial Accountability, gives four leadership practices that can help: Start by showing the consequences of mediocrity, to connect people with the experiences, feelings, and impact of bad performance. Set clear goals and explain why they are important. “Use concrete measures to make poor performance painfully apparent,” says Grenny. Establish peer accountability so that people feel comfortable challenging one another when they see mediocrity. And be quick to defend the high standards. A chronic poor performer is an impediment to your goals. How you handle this situation will let your team know whether your highest value is keeping the peace or pursuing performance. “When you ask a group to step up to high performance, you are inviting them to a place of stress — one where they must stretch…where interpersonal conflicts must be addressed,” says Grenny. “If you shrink from or delay in addressing this issue … you send a message to everyone else about your values.”

Continue Reading

Ask INVISION

Promoting Healthy Competition and More Questions for Year’s End

Also, proper staff gift-giving etiquette and getting the most out of staff trainers.

mm

Published

on

How do I tease out a prospective hire’s innate strengths and weaknesses during an interview?

Marcus Buckingham, a leader of the strengths-based school of business management, suggests asking this question (and revisiting it periodically if you do hire the person): What was the best day at work you’ve had in the past three months? “Find out what the person was doing and why he or she enjoyed it so much,” he says, adding it’s key to keep in mind that a strength is not merely something someone is good at. “It might be something they aren’t good at yet. It might be just a predilection, something they find so intrinsically satisfying that they look forward to doing it again and again and getting better at it over time.” The theory is that the best businesses are those that fully leverage the strengths (unbridled upside) of their employees as opposed to trying to fix up their weaknesses (never more than incremental gains).

Podcast: Is Eyecare in Canada Really More Like the US Than We Think?
INVISION Podcast

Podcast: Is Eyecare in Canada Really More Like the US Than We Think?

Podcast: What Exactly Does it Take to Become America’s Finest Optical Retailer?
INVISION Podcast

Podcast: What Exactly Does it Take to Become America’s Finest Optical Retailer?

Podcast: Why Optical (and Especially Optical Retail) Is Lagging Behind Other Industries
INVISION Podcast

Podcast: Why Optical (and Especially Optical Retail) Is Lagging Behind Other Industries

How can I promote competition among staff without it turning my store into the setting of Lord Of The Flies?

The key to fostering healthy competition, according to new research done by a team at Harvard Business School, lies in how you communicate the competition. When employees feel excited, they’re more likely to come up with creative solutions and new ways to better serve customers. When they feel anxious or worried they might lose their job or be publicly humiliated, they’re more likely to cut corners or sabotage one another. Leaders can generate excitement by highlighting the potential positive outcomes of competition (such as the recognition and rewards that await outstanding performers) rather than creating anxiety by singling out low performers (think of the steak knives scene in Glengarry Glen Ross).

What is proper etiquette for gift-giving in the workplace?

Your watchwords should be considerate, fair, and inclusive. Aim for gifts that can be shared and enjoyed by everyone such as food. (If people have diet restrictions, they can simply pass on the offering without making a big fuss.) If you do decide to give gifts to every staff member, steer clear of knick-knacks. Most people can barely see their desks as it is. The last thing they need is another coffee mug or pen-and-pencil set. Keep it clean. Do not consider gag gifts that rely on sexual innuendo or ethnic stereotypes to be funny. Do not give anything that could remotely be considered intimate. And be generous down the chain. Give your assistant or intern at least as nice a gift as the one you give your manager.

I’d like to hire a trainer for my staff, but I’m worried about the return on investment?

Our reason for existing at INVISION is to make ECPs better ECPs, and we believe professional trainers can help you enormously. To get your money’s worth, focus on two things: 1.) Hard skills. Overinvest in training that helps to increase ability versus motivation. Yes, it’s nice to have your staff leave a training session all fired up, but for lasting results that will give you that return on your investment, focus on small but vital aspects of your staff’s sales skills. It could be when to pause in a presentation or how many features to stress. Break tasks into discrete actions, practice within a low-risk environment and build in recovery strategies. 2.) This is just as important. Follow up. Bring in a trainer, but only if you yourself are willing to buy into their lessons and do ongoing training and reviews.

Continue Reading

Advertisement

Advertisement

Subscribe


BULLETINS

Get the most important news and business ideas for eyecare professionals every weekday from INVISION.

Advertisement

Most Popular