Facing the Mirror: self-reflection in optometric practice
Photo courtesy of Dr. Laurie Sorrenson. Bruce, Dr. Sorrenson’s neurovisual technician and practice philosopher. Dr. Sorrenson says that she and her team have found self-reflection an invaluable tool for personal and practice improvement.
By Laurie Sorrenson, OD, FAAO
May 7, 2025
In the day-to-day challenges of running an optometric practice, it’s easy to fall into the trap of blaming others when things go wrong.
Patients don’t pay their balances. Staff members don’t meet expectations. Systems don’t work as intended.
Frustrations can pile up quickly, and we’re often tempted to point fingers outward. But I’ve learned that when problems arise, the most productive first step is to stop, take a deep breath and look in the mirror.
Ask the Mirror: Are We Doing the Best We Can Here?
I was reminded of this recently during a discussion with my team about a post we saw in a Facebook group for neurovisual specialists.
Another doctor’s office was venting about patients who didn’t understand their insurance, patients complaining about out-of-pocket costs and patients refusing to pay their balances.
I was curious: Do we have that problem? So, I brought the post to our neurovisual team and asked if we had encountered similar issues.
Kendall, our neurovisual coordinator, immediately chimed in. She and the rest of our team explained how much effort they put into making sure patients understand what their insurance covers—and what it doesn’t—before they make any financial commitments.
Thanks to this clarity, she said that we rarely have complaints or confusion about payments. It was a proud moment for me, but it also reinforced something I deeply believe: the most successful practices take ownership of their processes. If patients are confused or upset, the first place to look for improvement is within.
Facing the Mirror
In that same conversation with the neurovisual team, I said, “I don’t think people look in the mirror first when they’re having issues.”
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Bruce, our neurovisual technician, responded with, “Mirrors are scary, to be fair.” His comment was both hilarious and profound and was the inspiration for this column!
Looking in the mirror requires a little time and more than a little courage. It’s not easy to face our own flaws or shortcomings, but it’s often the key to resolving the very problems we’re grappling with.
A Case Study in Self-Reflection: What the Mirror Teaches
There have been many times in our practice when this mindset has paid off.
One example that stands out involved a new hire. A couple of months into her role, the team was frustrated, claiming she wasn’t learning or trying.
Some were ready to give up on her altogether. Instead of immediately jumping to conclusions, we decided to look in the mirror and ask ourselves: Had we done everything we could to set her up for success? Did we onboard her well? Was her training accurate? Have we told her that we see she isn’t catching on as well as expected?
The first step was to talk to her directly and understand her perspective. What we discovered was eye-opening. She was going through significant family challenges that were affecting her ability to focus. That conversation changed everything.
We offered her support, gave her the tools she needed and kept the lines of communication open. Over time, she turned things around and became one of our most productive opticians. Today, she’s a cornerstone of our optical team.
The Impact of Accountability: Responding to the Mirror’s Lessons
I talk to a lot of doctors and practices, and the ones who have a hard time taking an honest look in the mirror usually have the same struggles—problems with their office culture, staff retention, efficiency and growth. I also see that these owners and managers seem to be the most unhappy!
These experiences have taught me that accountability starts with self-reflection. Whether the issue lies with patients, employees, or systems, the question we should always ask first is: what could WE have done differently?
This approach doesn’t just lead to better outcomes; it builds trust and strengthens relationships across the board with staff and our patients.
Embracing Growth and Adaptation from Mirror Time
Running an optometric practice is no small feat, and there will always be struggles. But if we’re willing to look in the mirror—even when it’s scary—we give ourselves the chance to grow, adapt and succeed.
Read another recent column by Dr Sorrenson
Laurie Sorrenson, OD, FAAO, is president of Lakeline Vision Source in Cedar Park, Texas, and the Professional Editor of Review of Optometric Business (ROB). To contact her: lsorrenson@gmail.com.
