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Design roles around team strengths to improve culture, patient experience and your bottom line
By Jeff Klein, OD
April 16, 2026
Over the past year, I’ve had the chance to see optometry from two perspectives. During the day, I practice optometry and help manage a multi-doctor practice and a second practice. In the evenings, I work on an MBA program at the University of Nebraska–Lincoln. What has surprised me most is how often ideas from the classroom appear in the exam lane or at staff meetings.
Many of the leadership concepts we study in business school—such as organizational behavior, resource allocation and strategic advantage—seem abstract when presented in textbooks. But when you run an optometry practice, those concepts quickly become practical.
One idea that has particularly resonated with me is strengths-based leadership, the concept that organizations perform best when leaders focus on developing what people naturally excel at rather than constantly trying to fix their weaknesses.
In health care, where teamwork directly impacts the patient experience, this approach can be especially effective. And the more I study management theory, the more I see that strengths-based leadership isn’t just a motivational philosophy but a strategic way to build a better organization.
OPTOMETRY IS A TEAM SPORT
Optometry is often considered a doctor-led profession, but anyone who has managed a practice knows that success relies greatly on the entire team.
A typical patient encounter involves several team members:
- The front desk manages scheduling and check-in
- Technicians perform pretesting and diagnostic workups
- The doctor conducts the exam and develops the treatment plan
- Opticians help patients select eyewear
- Administrative staff coordinates billing and insurance
Each interaction influences the patient experience.
In MBA coursework, this type of environment is called a service delivery system, which is a series of coordinated activities that must work together smoothly to deliver value to the customer. When one part of that system struggles, the entire process slows down. When the team works well together, the experience feels seamless.
Leadership, therefore, is as much about organizational design as it is about clinical direction.
THE STRATEGIC VALUE OF PEOPLE
Strategy courses often lead with the Resource-Based View, the idea that lasting competitive advantage comes from resources that are difficult for competitors to copy. In optometry, equipment, frame lines and software are easily replicated. A high-performing team culture is not.
When technicians are engaged, opticians are confident in their recommendations and staff members genuinely enjoy helping patients, patients feel the difference immediately. And over time, these experiences lead to stronger retention, referrals and growth. From a strategic standpoint, team capability becomes a competitive advantage.
STRENGTHS AND ENGAGEMENT
One of the most interesting topics we cover in organizational behavior classes is employee engagement. Research consistently shows that employees who feel their work matches their strengths are more engaged and productive.
When employees spend most of their day engaging in tasks they enjoy and feel capable of doing, several things happen.
- They learn faster
- They work more confidently
- They interact positively with others
- They are more likely to stay with the organization
You can see this play out clearly in an optometry practice.
Some technicians thrive on technology and enjoy operating diagnostic equipment. Others love patient interaction and excel at education and reassurance. Some opticians naturally connect with patients during frame selection, while others are detail-oriented and excel in measurement accuracy and lens design.
Working outside of one’s strengths quickly breeds frustration. On the other hand, leveraging innate strengths accelerates performance without the friction of extra training.
DESIGNING ROLES AROUND STRENGTHS
Business school has taught me that organizations should be intentionally designed, not shaped out of habit. While many optometry practices rely on rigid, standardized roles, this approach overlooks the distinct strengths each team member brings to the table.
For example, a technician who enjoys talking with patients may become the ideal person for contact lens training or patient education. Another technician who loves technology may naturally be drawn to advanced tests like OCT imaging or visual field analysis. In the optical, one optician might be especially good at helping patients choose frames that suit their style and personality, while another may excel at explaining lens technology.
Rather than forcing every team member into identical roles, strengths-based leadership encourages embracing these differences. Making small changes in role design can significantly boost efficiency, morale and patient satisfaction.
Beyond clinical care, a thriving practice relies on strategic alignment. Strengths-based leadership provides a practical approach to unite these elements. By focusing on what each team member naturally excels at and assigning responsibilities accordingly, leaders can create practices that are more efficient, more enjoyable to work in and ultimately more successful.
Read more on professional development here.
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Jeff Klein, OD, is a partner with Feidler Eye Clinic in Norfolk, Neb. To contact him: jklein@feidlereyeclinic.com |
