Dr. Klein with his practice team. Dr. Klein says he has taken many helpful staff management strategies from business books.
Staff management strategies in optometry from three business books
By Jeff Klein, OD
April 9, 2025
As I reflect on the growth of our optometry practice, I can’t help but think about the valuable lessons I learned from three business books.
Here are the most important takeaways from these books, and how we applied those insights to our practice.
Hire with Care as You Grow
In “Simple Numbers, Straight Talk, Big Profits!”, Greg Crabtree emphasizes the critical revenue range of $1 to $5 million, where investing in staff and reinvesting in the business becomes essential for sustained growth. This insight was pivotal for us.
One of the most important lessons I learned is to hire slowly and fire quickly. It’s tempting to fill positions quickly, but this trial-and-error approach can lead to costly mistakes.
I found that the best candidates aren’t always those with experience in optometry. Instead, I ask myself why a candidate is available. In our experience, hiring someone with a background in another optometric office rarely works out.
To improve our hiring process, we utilize personality assessments similar to the DiSC model. This quick and easy tool helps us determine where an individual might fit within our office culture. For instance, someone with a yellow personality tends to be outgoing and personable, making them a great fit for an optician role. Click HERE to view the personality assessment form used in Dr. Klein’s office.
Conversely, a blue-green personality is detail-oriented and rule-following, which suits a tech or scribe position well.
Employee Evaluations: Measuring Success
To ensure our team is aligned with our goals, we conduct employee evaluations based on five key skill sets:
- Teamwork: Every employee, including myself, must be a good teammate to fit into our culture.
- Customer Connection: How well does the employee connect with our external customers? Are they pleasant and friendly? Are they able to communicate effectively?
- Productivity: We monitor staff productivity closely. This helps us determine if we are understaffed and if it is time to hire.
- Profitability Contribution: We assess whether employees contribute to our targeted profitability levels. It’s crucial to avoid salary creep; raises should be tied to performance, not just tenure.
- Core Competencies: We evaluate whether an employee’s responsibilities and skills have increased, adjusting pay accordingly rather than waiting for a review cycle.
Implementing the Entrepreneurial Operating System
Another transformative resource has been Gino Wickman’s “Traction,” which outlines the Entrepreneurial Operating System (EOS). This system helps us set up our business to work for us rather than the other way around. By ensuring we have the right people in the right seats, we can evaluate each employee’s role and make necessary adjustments.
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Recently, we held a strategic planning meeting based on the principles from “Traction.” We had already established our leadership team and evaluated our staff to ensure everyone was in the right position.
For the first time, we set our goals collaboratively, involving our associate doctor and leadership team in the process.
This has allowed us to paddle in the same direction, setting one-year, three-year and 10-year goals, conducting a SWOT analysis and prioritizing our next 90 days with clear objectives.
Understanding Working Genius
Patrick Lencioni’s “The 6 Types of Working Genius” has also been instrumental in our growth. This book helps us understand the strengths and weaknesses of our team members, allowing us to tap into their unique talents.
The six types—Wonder, Invention, Discernment, Galvanizing, Enablement and Tenacity—help us identify where each person thrives.
For example, I classify myself as a Wonder and Invention type, constantly asking how we can improve efficiency.
My wife, who is also an owner and optometrist, excels in Discernment, ensuring we ask the right questions before implementing new ideas.
Our practice manager embodies the Galvanizing type, rallying the staff around our initiatives and ensuring projects are completed.
Conclusion: The Path to Profitability
By implementing these strategies, we have seen significant improvements in our practice’s profitability and overall efficiency. The combination of careful hiring, effective employee evaluations, the EOS framework and understanding our team’s strengths has allowed us to sustain our growth over the past five years.
As we continue to refine our approach, I’m excited about the future and the potential for even greater success.
Remember, investing in your team and creating a culture of collaboration and accountability is key to unlocking your practice’s full potential.
Read more about how Dr. Klein manages his team.
Jeff Klein, OD, is a partner with Feidler Eye Clinic in Norfolk, Neb. To contact him: jklein@feidlereyeclinic.com
