Back to the Basics of Eyecare Practice Management

As a young manager fresh out of college, I was thrown into a struggling practice with staff members who had been doing their jobs for as long as I had been alive. To say I was intimidated was an understatement. I retreated to leadership books looking for guidance in how to navigate a role I had earned by my performance as a worker—not necessarily as a leader.

As I matured in this leadership position, I began to realize that the one thing all of those books and articles had in common was that they discussed ad nauseam exactly what a leader should do; however, my experience dictated that often it was going back to the basics that made the biggest impact.

My early missteps and miscommunications were often the result of forgetting the fundamentals. In this article, I will share some core management concepts that never lose significance.

1. Acknowledge even small accomplishments.

Booker T. Washington once said that “Excellence is doing a common thing in an uncommon way.” As leaders, we often get so focused on the daunting work in front of us that we lose track of commonplace accomplishments and everyday tasks that elevate efficiency.

Never forget to appreciate the daily practice wins:

Did your front office person do an amazing job greeting every patient with a warm welcome and a bright smile today?
Did your doctor show up a little early to prep their charts?
Did your optician leave the lab spotless last night?

All these small common occurrences can set the tone for the entire day—and not just for the staff but the patients as well. Recognize these everyday moments of excellence, which can also be referred to as short-term wins.

The value of short-term wins

Short-term wins are intentional, planned achievements that demonstrate visible progress during large or complex change efforts. As described by John P. Kotter in Leading Change, they serve as crucial milestones that validate the effectiveness of ongoing efforts, proving that sacrifices and changes are worthwhile.

These wins boost morale, motivation, and confidence among team members, reinforcing belief in the vision and direction of the change initiative.¹ They also have strategic value: short-term wins provide real-world feedback that helps refine strategies, reduce resistance, and convert skeptics into supporters.

By showing tangible evidence of success, they make it harder for detractors to block progress and easier to maintain momentum over time. In essence, short-term wins act as catalysts—building credibility, ensuring continued buy-in, and sustaining energy for long-term transformation.¹

Pro tip: Be as specific in your recognition as you are with your criticism.

2. Trust in your team…and let them know it.

Research shows that while many employees still trust their individual employers, overall trust in business and leadership continues to decline. According to the Edelman Trust Barometer, there has been a drop in trust in employers worldwide, with 68% of individuals reporting they believe business leaders would deliberately mislead them.²

Yet trust is not optional—it’s the foundation for engagement, innovation, and resilience. Leaders who demonstrate consistency, transparency, empathy, and accountability create environments where employees feel secure, valued, and inspired to contribute.

In short, trust is the bridge between change and commitment, and building it is the most strategic investment a leader can make—and ultimately the process starts at the top.

Studies show that the trust between the manager and their team is stronger when the manager’s trust in the team is higher.³ Leaders and subordinates are partners in a social exchange. It is difficult to maximize the benefits of this ever-changing relationship if neither party trusts the other.

5 strategies for building trust in your practice

Lead with radical transparency

Trust collapses where visibility disappears. Be open about decisions, challenges, and the reasons behind them—even when it’s uncomfortable. Employees don’t fear change; they fear being excluded from its meaning.

Communicate regularly and honestly about organizational shifts, such as artificial intelligence (AI) adoption or return-to-office policies, to foster inclusion and understanding.^4,5

Align words, actions, and systems

Consistency builds credibility. Trust falters when leaders make promises unsupported by systems or follow-through. Back up commitments with tangible processes such as mentorship programs, structured feedback loops, or professional development pathways. Systems make integrity visible.^4,5

Prioritize overall well-being

Caring about employees’ mental and emotional health is not a perk—it’s a strategic imperative. Normalize conversations about stress and burnout, model healthy boundaries, and offer real resources like flexibility, mental health support, and wellness tools.^4,5

Embrace inclusion and champion equity

Trust thrives in fairness and representation. Recommit to Diversity, Equity, and Inclusion (DEI) as a moral and cultural foundation, not a trend. Address bias, create mentorship opportunities for underrepresented groups, and encourage open dialogue.^4,5

Communicate with consistency and humanity

Frequent, two-way communication builds confidence. Listen as much as you speak, follow through on feedback, and recognize employees’ contributions openly and specifically.^4,5

Remember, employees are more productive, extend help beyond the requirements of their jobs, and remain longer when they feel trusted by their managers. Ultimately, it is in your best interest as a leader to trust your team.³

3. Remember the principle of Hanlon's Razor

Robert J. Hanlon once said, “Never attribute to malice that which is adequately explained by stupidity.”⁶ This musing became the basis for a heuristic reasoning tool known as Hanlon’s Razor. This statement is a reminder to give others the benefit of the doubt by considering alternative explanations for their actions rather than assuming that they intend harm.

Leaders tend to be far too prone to jump to conclusions as to why a team member was unable to meet our expectations without ever taking the time to talk to them to fully understand what went wrong. We can’t be quick to judge and create narratives in our heads.

When we address performance issues with team members, we must be careful to go into those conversations with an open mind. People can sense whether the conversation is legitimately a listening session or is a thinly-veiled interrogation.

As stated before, trust is a two-way street, and a quick way to cause a two-car pileup in any relationship is to accuse someone of something without giving them a fair opportunity to explain their side.

4. Commit to continued learning…and teaching.

Modern workplaces are buffeted by continual change. Every day there is new technology, governmental legislation, regulatory requirements, and changes to organizational practices.

Eyecare practices are continually introduced to new medical devices, advanced procedures, updated research, and practice management software. This dynamic requires leaders to be continually upskilled in order to remain competent and well prepared for future change.^7,8

Finding the time and space to continue education can be a challenge; therefore, it requires leaders to be intentional and persistent in their pursuit of new skills and knowledge acquisition. Set aside time daily or weekly to focus on your own growth.

To increase:

Knowledge: Read articles to keep up with the latest clinical research and practice management techniques, listen to podcasts, watch videos, and attend lectures.
Skills: Review case studies, participate in demonstrations given by company reps, and roleplay clinical scenarios with clinicians/staff.^9,10

The best way to continue learning is to continue teaching

The Roman philosopher Seneca once said, “While we teach, we learn.” This principle is now known as the protégé effect. Studies show that academic performance and retention of learned concepts are assisted by teaching others because it consolidates and integrates learned concepts.^9,11

Feedback from the person you are teaching forces you to answer questions that compel you to think and explain the material in different ways. Watching them solve problems allows you to see the application of knowledge, further ingraining the concepts in you.¹¹

Additionally, setting aside opportunities to teach your team builds the formerly discussed mutual trust by making them realize you are personally invested in their growth and advancement.

4. Prioritize your own mental health

The World Health Organization defines mental health as a “basic human right.” Rather than an absence of disorders, mental health is defined on a complex continuum, shaping one’s ability to process and cope with distress, make decisions, and contribute to community.¹²

There is a long and robust history of academic research focusing specifically on employees’ mental health and well-being; however, the mental health of managers has long been ignored.¹³

In addition, studies show that when employees disclose their mental health struggles it may influence those involved in leadership selection, biasing them against applicants disclosing mental illness.¹⁴

This leads to aspiring managers hiding their struggles, which can have a trickle-down effect on their team. Therefore, it is imperative that as a manager you “place your own oxygen mask on before attempting to assist others.”¹⁵

Here are some actionable steps for maintaining your mental well-being as a manager:^15,16

Lead with personal self-care and stress literacy: Proactively monitor your own stress, watch for early signs, and use coping skills like mindfulness, relaxation, and brief breathing exercises.
- Treat self-care as essential to safe, effective leadership, take a brief reset to journal or breathe—especially after emotionally charged conversations with staff or patients
Build restorative structure into the workday: Set realistic goals, break big tasks into manageable steps, and take short, intentional breaks (sunshine, a quick walk, music, etc.) to reduce overwhelm and improve problem-solving.
- Use your calendar to time-block focused work, micro-breaks, and protected personal time so work doesn’t sprawl into evenings and weekends.
Set and model healthy boundaries: Define when you’re online/offline and what topics or requests are appropriate for real-time messages versus email.
- Communicate these expectations clearly and then live them—this protects your mental health, prevents burnout, and signals to your team that boundaries are respected.
Create an open, supportive culture: Be approachable, offer helpful feedback, and talk openly (and appropriately) about mental health. Regular check-ins and psychologically safe one-to-ones help surface workload concerns earlier, lower anxiety, and prevent small issues from escalating.
Use deliberate routines to bookend the day: Adopt a morning routine (brief movement, mindfulness, healthy breakfast, outside air) to set tone and focus; pair it with an evening routine that helps you disconnect, decompress, and sleep (limit after-hours tech, reserve relaxing activities for later in the evening).
Leverage peer support and training: Connect with other managers for perspective, accountability, and shared problem-solving; seek bespoke training, tools, and ongoing support to strengthen skills for recognizing distress, having supportive conversations, and managing yourself in challenging moments.
Align policies and workflow with well-being: Where you have influence, champion practical changes that support mental health, such as flexible scheduling, protected breaks, regular well-being “supervision” or check-ins, and signposting to assistance resources. Small organizational shifts reduce chronic stressors and sustain resilience over time.

Conclusion

In the end, effective practice management doesn’t hinge on the latest buzzwords or complex leadership theories—it comes down to consistently doing the basics well.

Acknowledge the everyday wins that build momentum, trust your team and show it, give others the benefit of the doubt, stay curious, and care for your own well-being as deliberately as you care for your patients.

Eyecare may continue to evolve with new technologies, regulations, and demands, but the principles that sustain great leadership remain timeless. When we return to these fundamentals, we not only strengthen our practices—we strengthen the people who make them thrive.