Is staffing drama leaving you frustrated? Try taking on this new mindset in 2026. Photos courtesy of Dr. Sorrenson.
Change your mindset: reframe your approach to staff challenges
Jan. 8, 2026
By Laurie Sorrenson, OD, FAAO, ABO
Almost every optometrist I know says some version of the same thing:
“I hate handling staff issues.”
Or, “I hate:
- conflict.”
- when people are mad at each other.”
- having to talk to someone who isn’t doing their job well.”
- the drama.”
For years, I said those same things. And to be clear—I still don’t enjoy conflict. Very few people truly do. And those people? We know at least one, right?
But somewhere along the way, I realized something important: the story I was telling myself about staff issues was making them harder than they needed to be.
The Hidden Power of Self-Talk
Years ago, I recognized that dealing with staff conflict, performance issues and interpersonal tension was one of the most draining parts of my job. It took energy, was stressful and just not fun! So naturally, my internal narrative became:
“This is the worst part of owning a practice.”
But here’s what I eventually noticed:
That self-talk was not helping!
If I walked into a difficult conversation already telling myself I hate this, I wasn’t showing up as my best self, even though I cared deeply about my team and the outcome.
So I experimented with a different approach. And it is one I tell other doctors, especially the younger doctor owners, who are learning to lead their team.
Reframe Your Approach to Staff Challenges
Instead of telling myself that I hate handling staff issues, I reframed it:
“This is a challenge—I like challenges.”
I cold started a practice! That is a challenge and takes boldness and bravery, right? Not fearless, but bold and brave.
As optometrists, most of us like solving problems and figuring things out. And when I looked honestly at my track record, I realized that while staff issues were uncomfortable, I often handled them well. I listened, was fair and followed through. I didn’t avoid hard conversations forever—and I wasn’t terrible at it.
That realization changed everything. When I reframed staff issues as a challenge I was capable of handling—maybe even better than most—I approached them differently. Calmer. More curious. More confident.
And interestingly, I became even better at handling them.
You’ve Already Proven You’re Tough
Here’s something we don’t remind ourselves of often enough as practice owners:
Starting a practice is hard.
Running a practice is hard.
Growing a practice is hard.
We didn’t learn much about payroll, leadership, culture or conflict resolution in school. And even if the school did teach it (I taught Practice Management for 23 years at UHCO and definitely taught those concepts), a student’s mindset is not focused on business or leadership. We were more worried about passing boards!
Yet here you are—owning a business, employing people, making payroll, taking care of patients and carrying the responsibility that comes with all of it. You ARE bold and brave!
You’ve already proven that you are bold and brave simply by becoming a practice owner. Which means this idea that staff issues are too hard or not your strength is usually not true.
Conflict Isn’t Failure—It’s Feedback
Another shift that helped me was changing how I interpreted conflict itself.
I used to think conflict meant something was “wrong”—with me, with the staff member, or with the culture. Now I see it as information. (Well, most of the time anyway!)
When someone isn’t doing their job well, when there’s tension between team members, or when emotions run high, it’s usually pointing to a systems issue, a clarity issue, or a leadership opportunity. Avoiding it doesn’t make it go away—it just makes it louder, more expensive and harder later.
Handling staff issues well isn’t about being confrontational. It’s about being clear, kind, direct, and consistent. And clarity and directness, I’ve learned, is actually one of the most compassionate things you can offer your team.
The Mindset Shift That Changed My Leadership
Here’s the self-talk I use now when a difficult staff issue comes up:
This is uncomfortable, but I can handle uncomfortable things. This might be hard but I can do hard. I’ve done harder things than this.
I care enough about this person and this practice to have the conversation. This is the right thing to do.
That internal script doesn’t eliminate nerves—but it keeps them from running the show. Also, remember to ask your mentor, colleagues, spouse and/or friends for advice on how to handle an issue before the conversation. I do this almost every time!
Becoming the Leader Your Practice Needs
If you’re reading this and thinking, “I still hate staff issues,” that’s okay. You don’t have to love them.
But I would challenge you to examine the story you’re telling yourself about them.
What if…
- instead of seeing staff conflict as your weakness, you saw it as a skill you’re developing?
- you reminded yourself that you’ve already done hard things—and succeeded?
- your self-talk shifted from I hate this to I can do this?
Because in my experience, the difference between leaders who are overwhelmed by staff issues and those who handle them well often isn’t training or personality—it’s mindset.
And mindset is something we can choose.
Read more insights from Dr. Sorrenson here.
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Laurie Sorrenson, OD, FAAO, ABO, is president of Lakeline Vision Source in Cedar Park, Texas, CEO of ODs Care working with Half Helen, Director of Practice Management and Austin Administrator of Vision Source and the Professional Editor of Review of Optometric Business (ROB). To contact her: lsorrenson@gmail.com |
