What’s your style of management, based on one of these pop culture icons?
How much time do you give the following to start showing it/they can perform?
If you had the opportunity to start over with your business, knowing everything you know now, what one thing would you do differently?
| Change the name |
|
3%
|
| Change the location |
|
8%
|
| Change the target demographic |
|
4%
|
| Not work with family |
|
2%
|
| Change your partner |
|
2%
|
| Not take managed vision care plans |
|
23%
|
| Not take on debt |
|
5%
|
| I wouldn’t have started it in the first place |
|
3%
|
| I would change nothing |
|
38%
|
| Other |
|
12%
|
They say hindsight is 20/20 and for our “Other” respondents, that hindsight looks like changing things like their accounting processes, participating in health fairs earlier, better training for staff (or getting rid of entrenched staff entirely), carrying fewer vendors, and putting in a lab sooner.
What one decision, change or idea did you implement in the last 12 months that benefited your business the most?
The general sentiment across these responses is one of proactive transformation, optimism, and strategic refinement. Most contributors are embracing modernization, improving patient experience, and fostering healthier workplace cultures. The tone was overwhelmingly constructive, with a strong emphasis on operational upgrades, staff empowerment, and community engagement. There’s a clear drive to streamline operations, boost profitability, and create a more welcoming and efficient environment for both patients and staff.
- I did a full facelift. The frame boards were from the original owner (I am the third) from about 30 years ago. Paint and new decor also. Made my little shop look like the place to be!
Implementing a scaling discount for multiple pairs: 20% off second pair, 30% off third, 40% off additional pairs.
- As soon as we heard ‘tariffs’ from the fellow that started this fiasco, we bought a larger quantity of products to stave off the impact.
- Let go of an employee who on the surface appeared to be okay. Once they were gone, everything in the office changed… We have now implemented monthly surveys to ensure everyone’s voice is heard.
- Honestly, less worrying about things. I am starting to just not care or worry so much anymore… I just have to let things go that are out of my control.
- Introducing the idea of dry eye care kits… We made simple kits from the products already in store and they are flying off the shelves.
- I transitioned from selling frames directly off the boards to a drop shipping method… This adjustment both saved money and boosted profitability for our optical business.
- Permanent front desk greeter in our busy optical department to help with patient flow, organization, patient service and contact lens ordering.
- Reduced back stock, hands-on ordering, and reducing vendor-led board management. I want to decide what I carry 100%. Each line is curated with a specific patient type in mind.
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Which frustration makes you want to get off the wild ride of owning a small business the most?
Kudos to the 11% of you that are just unbothered! But for those who said “Other,” responses included things like: “State and city regulations on my business, my building, and adding more square feet” and “Honestly, I’m getting bored.”
Tell us whether you think the following things have changed for the better or worse since you began your eyecare career.
What’s something you’ve done as a manager/business owner that’s had a much bigger impact than you expected?
Responses indicated that eyecare business management is investing in staff development, open communication, and personalized service. There was a strong emphasis on treating both patients and employees like family, with gestures of appreciation and shared experiences. Some responses reflected a shift toward protecting staff well-being and enforcing respect, such as refusing service to rude patients. While operational changes — from scheduling to product mix — have been designed to reduce stress, boost morale, and improve service quality.
- We closed on Saturdays and went to a half day on Fridays to help with retention and it has!
Encouraged staff to read from a library I keep at the office. It is all books that can be applied to how we serve the people that keep us in business.
- I created a system of quarterly check-ins with my staff to build stronger relationships and a healthier work environment.
- Understanding crossover claims between medical and vision insurances and fully utilizing them.
- Given my receptionist the ability to either not book an appointment for or schedule a month out those patients who are rude or demanding. Respect us or she will fire you!
- Doing anything you can to be able to greet people by name, recognize them, remember something about them as they walk in the door. Those small things multiply exponentially.
- Paid off my building which removed that monthly ‘nut’ to worry about. Less stress and makes it easier to keep working into my 70s.
- Adapt job descriptions to the strengths of the staff to benefit the patient.
- Staying open later during different holidays.
- Focusing on growing my team (through personal growth) and really understanding what they value and caring about what their personal, professional, and financial goals are.
- Attending trade shows to learn and get re-energized.
- Buying lunch for the team – not enough that it’s expected every week but enough to make it special.
- Collaborating on posts of clients in their eyewear. It has led to a strong word-of-mouth referral system.
- Biweekly staff meetings to share ideas, wins, and go over the next weeks’ challenges.
Who would you fire first? Rank them in the order you’d get rid of these workers:
- Someone who is just a dark cloud in the store 8.42
- Underperformer 6.79
- Successful but disruptive 6.52
- Disorganized 5.71
- Slow learner 5.48
- Nice but mediocre 4.98
- Someone whose job could be outsourced/replaced by technology 4.17
*Weighted average
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