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Transforming optometry practices: The power of saying yes to bold ideas
By Bethany Fishbein, OD
Dec. 11, 2024
Imagine if every time someone in your practice—whether it’s a staff member, an associate, or even you—pitched a big, bold idea, your first response had to be “Yes.” Not “Yes, but…” or “Let me think about it,” but a full-hearted, no-strings-attached “Yes.”
It sounds risky, right? But what if saying yes became your default response every time a big bold idea was pitched? Saying yes forces us to shift from a mindset of limitations to one of possibilities. It challenges us to consider what would need to happen to make a big idea a reality instead of cataloging the reasons it won’t work.
This subtle shift can be transformative. Rather than dismissing an idea because it seems too ambitious, expensive, or complicated, saying yes allows us to ask: “What would this look like if it worked?” And more importantly, “What steps could we take to get there?”
The “No” Habit
In a busy practice, it’s easy to fall into the habit of saying no. No to an overdue office face lift, because it feels like a luxury. No to creating a clear career path for an employee because it would involve rethinking roles and compensation. No to anything that seems like extra effort when you’re already stretched thin.
These decisions may seem practical at the moment, but over time can create a culture of stagnation. Team members might hesitate to share ideas, patients may seek a more updated or innovative environment and opportunities for growth could slip away unnoticed.
Breaking the “no” habit starts with a simple shift: asking what might be possible if you said yes instead.
Saying yes doesn’t mean throwing caution to the wind. It means committing to curiosity and innovation. Let’s explore what saying yes could look like with a few examples.
Introducing Advanced Treatments
One of your associates expresses interest in dry eye, and asks if the practice can get intense pulsed light (IPL) technology. You’ve heard about its benefits, but your initial reaction is hesitation—this isn’t a service your practice has offered before, and it’s a big financial investment. Saying no (and rattling off all the reasons why not) might certainly feel easier.
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But – what if you had to say yes? Suddenly the conversation shifts.
What would it take to offer this service? Start brainstorming. Maybe you’d need a list of dry eye patients, some designated space in the office, one of those sleek white spa chairs, and perhaps an existing equipment loan paid off and some additional clinical training to feel ready to take the leap.
OK! Where do we start? Get specific. How many dry eye patients? How much space? How much money? Then you start to consider the “how” – how will you build that list of patients or generate that extra cash?
You could take initial steps to identify potential dry eye patients and flag them in your EHR. Maybe you could start small, by offering dry eye products and introducing less complex treatments like specialized lid hygiene procedures that require minimal equipment and training.
These “baby steps” let you gauge patient interest in a dry eye program and build additional revenue to be earmarked for a larger equipment purchase. Maybe thinking about adding this service can even provide the motivation to clean out that extra exam room that became overflow storage over the years– hey, we can even start that now!
And just like that, the conversation shifts, leading to a discussion about things the practice can do, rather than all the things it can’t.
Rethinking Staffing and Compensation
I’ve talked to two clients lately who said they’d love to rethink how staff are paid in their offices. One would like to be able to give every employee in the office a $2/hour raise. Another dreams of offering the “minimum living wage” for their area, aiming to pay their lowest-paid staff $24/hour, up from the current $18.
At first glance, both ideas seem like a stretch – additional pay increases could have a significant impact on the budget, and both businesses are already managing tight margins. Saying no might seem like the obvious and practical choice: “There’s no way we can afford that!”
But it’s worth a few minutes to consider – what if you had to say yes? What would it take to make it happen?
The first step would be evaluation of the current financials – where does the practice stand now with staff costs, and how much would the desired changes increase practice expenses? Armed with that knowledge, you can calculate how much revenue would need to increase to allow for this increased staff expense, while still maintaining or even increasing profitability for the practice owner.
How could you generate that much additional revenue? It feels impossible – but you and your team are smart and creative – so let the brainstorm begin! Involving staff in this process lets them play an integral role in making things happen and gives purpose to their work. They are much more likely to accept changes to process, fees or schedule when they’ve been part of the discussion and know that these changes will benefit them as well.
Why Saying Yes Matters
Ultimately, saying yes isn’t just about the ideas—it’s about the mindset it creates. By saying yes, you’re not just opening doors to new ideas – you’re cultivating a growth-focused mindset that will drive your practice forward.
Every major breakthrough in your practice likely started with a single idea. Saying yes creates the momentum needed to make them a reality.
So, the next time someone suggests something ambitious, try saying yes—or at the very least, ask, “What would it take to make this work?” The answers might surprise you, and will likely change your practice in ways you never thought possible.
Bethany Fishbein, OD, is a practice owner, practice management consultant and certified executive coach. She can be reached at bethany@leadersofvision.com
