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Rebecca Johnson

Rebecca Johnson: Spring Forward

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Management advice from Rebecca Johnson

It’s daylight saving time again.
Or: Who moved my cheese clock?

This article originally appeared in the March 2016 edition of INVISION.


It happens every year, just like clockwork (pun intended). One Sunday in mid-March, time “springs forward.” According to Wikipedia, “Daylight saving time in the United States is the practice of setting the clock forward by one hour during the warmer part of the year, so that evenings have more daylight and mornings have less.”

Daylight saving time is rather confusing. To start with, pretty much everyone in the United States takes part in this annual ritual, except Arizona. No, wait: The Navajo Nation lies mostly within Arizona, but it does observe daylight saving time. Alaskans spring forward, but Hawaiians do not.

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And that doesn’t even start to address daylight saving time’s impact on individuals and businesses. For instance, is the clock in my car wrong now, or did I ever change it last November, which would make it right? Am I losing an hour of sleep, or gaining an hour of awake?

That phone conference that I scheduled with an Arizona client last month … what time do I call now? Is it daylight saving time or daylight savings time? (It’s the former, even though most people say “savings,” right?) And why can’t I get the song by Chicago out of my head? (“Does anybody really know what time it is? Does anybody really care?”)

While I enjoy having an extra hour of daylight, what I really need is an extra hour of time in the day. It seems that my to-do list is always longer than my hours to get it done, no matter what time of year. In 2013, a Huffington Post poll asked a thousand adults how they would use an extra hour a day. The top four answers were relax, sleep, spend time with family or friends, or enjoy athletic activity/exercise.
I found it interesting that office work came in last, with only 5 percent of people mentioning it. Personally, when I think of needing more time, my mind goes to getting more office work done, but this poll made me stop and think about how I really need to be spending my time. The top picks on this list — see it at invmag.us/time — are more about the quality of life instead of the quantity.

Let’s face it. There are 24 hours in the day, no matter whether you tack the daylight to the beginning or the end. So let’s make the most of each minute, whatever way you choose to spend your time.


REBECCA JOHNSON is an enthusiastic and motivational ophthalmic staff trainer, a nationally recognized speaker and author, and executive director of GPN. Her honors include the AOA Paraoptometric Special Service Award and VisionMonday’s “Most Influential Women in Optical.” Contact her at rebecca@gatewaypn.com.

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Rebecca Johnson

Here’s Proof That Knowledge Does Not Equal Understanding

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There is a Youtube video called “The Backwards Brain Bicycle” (invmag.us/01173) that demonstrates what happens when you mechanically change one thing on a bicycle — on this bike when you turn the handlebars left, the wheel turns right and vice versa. It sounds like a simple change. Knowing that the wheel turns the opposite way means all you need to do is turn the wheel the opposite direction from the way that you want to go, right? Wrong! As you will see, once your brain is wired one way, it is very hard to change it. Knowledge does not equal understanding.

What can a business owner or manager learn from this? Just because you tell your staff to do something differently (knowledge) does not mean that they will easily make the change (understanding). For example, you decide to go “all in” with sunwear sales. You order product and create a Sun Center. You hold a staff meeting to discuss the role of each person in supporting sunwear sales. The receptionist will ask every patient to bring in all of their eyewear, including sunglasses. The technician will discuss the importance of protecting against UV rays during pretesting. The contact lens tech will put sunglasses on every patient and walk them to a window to demonstrate the need for them with contact lenses. The optician will show the patient a polarized lenses demo and pick at least two sunglass options for them to try. At the end of this meeting, you assume, after sharing this knowledge with your team, they’ll immediately adapt and you’ll see a great return on your investment. The next month, you see a slight increase in sales, only to return  to square one in month two. Does this sound familiar?

Think about the bicycle experiment. It took eight months of daily practice to rewire an engineer’s brain. Even once he’d adapted to it, any disturbance, like a cell phone ringing, threw his brain off track again. Knowing this phenomenon, a smart business owner would create a complete, long-term strategy around the change that includes multiple sessions of role-playing, discussion and rewards. He’d bring in outside training, like frame reps, on a regular basis as a confidence builder for staff. He’d also be sure to place total focus on the change before moving onto something else. For instance, implementing new software at the same time he’s trying to build sunwear sales would be counterproductive.

I also found it interesting how quickly his son learned to ride the backward bicycle. I believe this shows that the longer someone has been doing something one way, the more difficult it is for the brain to rewire to an alternative method. This is particularly important for ECPs to remember when presenting change to a long-term employee.


Rebecca Johnson is a motivational ophthalmic staff trainer, a nationally recognized speaker and author, and director of training for Eyefinity. Her honors include the AOA Paraoptometric Special Service Award and VisionMonday’s “Most Influential Women.” Contact her at rebecca.johnson@eyefinity.com

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Nip Staff Negativity in the Bud With These Positive Solutions

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Nothing kills staff morale more quickly than unaddressed problems. Interpersonal quarrels, performance issues and hostilities between departments will have a negative impact on employee motivation and enthusiasm. Thinking that the problem will go away on its own is as counterproductive as putting spoiled milk back into the refrigerator. Negativity is contagious, and the only way to keep it from spreading is to deal with it immediately. Additionally, ignoring a problem quickly leads to lost respect for the leader, resulting in ineffective leadership.

The best way to control negativity is to keep it from rearing its ugly head in the first place. Below are a few tips that will preserve positivity in the workplace.

  • Be fair.
  • Be consistent.
  • Meet with each staff member on a regular basis.
  • Act quickly to nip negativity at the bud.
  • Recognize accomplishments.
  • Provide strategic framework, i.e. team vision and mission.

Let’s take a look at a three examples of situations that can quickly become toxic to staff morale:

  • The biller told the optician that she is tired of fixing his mistakes and that he needs to do a better job getting the right information in the computer. The optician is very offended as he believes that he rarely makes a mistake and the biller is making too much of an issue of it when he does. 
  • One technician is convinced that she does the majority of pretesting because the other technician spends too much time chatting with the patient.
  • The front desk staff feels that the technicians should help more with answering the phone. The technicians complain that the front desk staff takes too long to get the chart ready, which creates bottlenecks in the back office patient flow.

Now, let’s discuss solutions:

  • Schedule a sit-down meeting with the optician, biller and yourself, stating the purpose of the meeting is to determine what each person can do to assist the other in making their job easier. During the meeting, allow the two individuals to come to an agreement with as little involvement from you as possible. 
  • Get the facts first. If the chatty technician is creating extra workload, have a discussion with her. Compliment her on wanting to be friendly with the patients, but explain that lengthy conversations keep patients waiting longer than they should. Show her that you value her ability to be friendly and sociable by asking her greet patients at the door during the next trunk show or other event.
  • Give each group a chance to view the other job from a different perspective. Make time for each front desk member to spend the day following a technician and let each technician spend a day at the front desk.

REBECCA JOHNSON is a motivational ophthalmic staff trainer, a nationally recognized speaker and author, and director of training for Eyefinity. Her honors include the AOA Paraoptometric Special Service Award and VisionMonday’s “Most Influential Women.” Contact her at rebecca.johnson@eyefinity.com

This article originally appeared in the November 2016 edition of INVISION.

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Rebecca Johnson

Is Your Practice Moving Forward … Or Stuck in the Status Quo?

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I love the story about the little boy who fell out of bed in the the night. Hearing his screams, the mother ran in and asked, “What happened?” Through tears the little guy replied, “I guess I stayed too close to where I got in.”

I liken the little’s boy’s answer to something that many optometrists tend to do: stay too close to where they got in. In other words, status quo and business as usual becomes a safe spot to hang out in. Yes, change is difficult; however, change must happen for a practice to keep from becoming irrelevant.

Let’s try a quiz to determine if you are staying too close to where you got in.

1. When was the last time you remodeled all or a part of your practice?
  • a. Within the last year (3 points)
  • b. Between two and four years (2 points)
  • c. Over four years (1 point)
  • d. I love my mauve and blue décor and silk flowers from the ’90s! (0 points)
2. How often do you move your frame collections?
  • a. Monthly (3 points)
  • b. Quarterly (2 points)
  • c. Yearly (1 point)
  • d. How would I find anything if I moved my frame collections? (0 points)
3. How often do you post on social media?
  • a. Regularly on Facebook and Instagram (3 points)
  • b. Regularly on Facebook (2 points)
  • c. Monthly on Facebook (1 point)
  • d. My patients don’t use social media. (0 points)
4. What’s up with your dispensary technology?
  • a. We use digital measuring technology with every patient and promote it as a wow factor. (3 points)
  • b. We use digital measuring technology with every patient, but do not discuss it as a wow factor. (2 points)
  • c. We have access to digital measuring technology, but the opticians complain that it takes too long to use, so it is not used much. (1 point)
  • d. We take measurements by hand and a Sharpie. (0 points)
5. How often do you hold staff meetings?
  • a. Weekly, plus stand up meetings every morning (3 points)
  • b. Weekly (2 points)
  • c. Monthly (1 point)
  • d. We don’t have time for staff meetings. (0 points)
How’d you do?

15 points: You have got it going on and your bank account shows it!

10-14 points: You are average, and who wants to be average?

5-9 points: You are opening a wide door for your competition.

0-4 points: You might as well get back into bed.

So how’d you do? If you scored less than 14 points, then review the quiz. It is full of simple ideas to refresh your practice. Here’s a hint: If it has a value of three points, you should probably be doing it. Staying in the status quo may feel safe and easy, but you are at risk of your competition pulling the sheets out from under you.


REBECCA JOHNSON is a motivational ophthalmic staff trainer, a nationally recognized speaker and author, and Director of Training for Eyefinity. Her honors include the AOA Paraoptometric Special Service Award and VisionMonday’s “Most Influential Women.” Contact her at rebecca.johnson@eyefinity.com.

This article originally appeared in the October 2016 edition of INVISION.

 

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