3 Essential Benefits to Creating a Process Manual

Human Resources, Managing Others, Practice, Resources, Training & Onboarding

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Our consulting partnership, SIMI, recently went through a significant change. One of the founding members left to pursue a new opportunity.  Working as partners for five years, we had naturally fallen into a pattern of knowing who covered what and had complete faith that the other would fulfill their tasks and obligations.

Now venturing alone, I had to quickly figure out how to close any knowledge gaps.  And suddenly I was following the advice I give my clients; creating a “Processes and Procedures” manual to document each step of every process critical to the business.

Three Key Benefits

Going through this exercise has multiple benefits.  The first and most obvious benefit  is that the exercise reduces the likelihood of missing a step.  Certainly, until tasks become  habits, following written instructions might take more time but require less effort in memory recall.

The second benefit comes from the deliberate review of a process.  When we break down a task into steps, there is an opportunity to re-evaluate the effectiveness of the current process.

Recently, I saw a great example of this in an office.  The doctor wanted to know the reason for any cancellations on any given day.  However, to get to this information displayed in the EMR, the office created a process that required many unnecessary steps.  The benefits of knowing the reason for the cancellation did not outweigh the steps it took to create this transparency!  And by adding so many additional steps, there was a lot more room for error.   Moving forward, it was decided that staff would rebook or create an appropriate recall in the EMR for any cancellations or rebooks.  As well, a daysheet would be printed at the beginning of the day – and a quick note would be added beside a patient who cancelled so the doctor could refer to it later.

A third benefit to creating this manual is for onboarding and training purposes.  As I went through the exercise of learning new things myself, I understood the value of written documentation first hand!  Having a reference guide provides a reassuring sense of security.  In a small organization it’s easy to fall into the trap of having just one person handle a certain task in the office.

I remember clearly an incident that happened when I was an optometric assistant many, many years ago.  I came down with a stomach flu.  I could barely walk without feeling like I wanted to pass out.   One of the doctor’s I was working with at the time called and begged me to come in.  I was the only one in the office at that time that could do OHIP billing and submission (think paper files and minimal electronic support – gasp!).  In hindsight, creating a step by step instruction sheet for this process would have made it possible for another employee to step in with confidence.

How to Start

While creating a Processes and Procedure manual  is not a small project , it’s  an essential undertaking for the benefit of your practice.  Start my making a list of every single task that is done in the office – from answering the phone and the greeting you expect, to how to how to order products.  Have the team member currently responsible for the task, write out their current step by step process.  Together, review each one for efficiency opportunities.

This will be time well spent and benefit your practice in all the years to come.

KELLY HRYCUSKO

is the co-founder and managing partner of Simple Innovative Management Ideas (SIMI) Inc. and expert Practice Management contributor for Optik magazine. She can be reached at info@simiinc.com.

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Insight with Robert Dalton

Insights

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Robert Dalton is the Executive Director of the Opticians Association of Canada (OAC)

He hails from Newfoundland and splits his time between the Winnipeg HQ of the OAC
and his home in Nova Scotia.

Robert is an optician with 20+ years of experience.

Robert Dalton

Executive Direct of Opticians Association of Canada

 

Why did you choose your field?

In 1988, at the age of 19, I arrived in Halifax fresh from Newfoundland. It was there that I met a gentleman by the name of William Butler. I had been referred to his shop by Employment services. I had physics as a background and the only other requirement was a license. I gladly proclaimed that I had a license. It was not until later in an interview with Bill that he asked to see it. I proudly produced my NL drivers license – he laughed so hard he almost fell out of his chair. The look on his face was priceless. From there we struck up a friendship – well, really a mentorship. He really taught me everything I know about optics. He also set me on my journey to become involved in the Association world.

What changes do you see in eye care coming down the pipe?

I think we are going to see scope of practice changes – Optometry will move into diagnoses and treatment of eye disease and conditions, while opticians will have their skill sets used in a broader fashion. Refraction services will be based in technology. Opticians can very easily harness that technology. That said, remember the patient wants convenience. They don’t want many appointments – they want one. I see opticians refracting in all sorts of clinical settings. Collaborative care is where we will need to focus for the future – if we want to be part of it.

What is your definition of success or what habits make you a successful person?

I have always benchmarked my success by the expectations of those to whom I serve. In this case I serve two different sets of stakeholders. The members of the Opticians Association of Canada are my professional benchmark. It is by the grace of those opticians who choose to join the OAC that I am able to do work towards meeting the mandate of the OAC. All this to say, sometimes I have found myself in a position where I am advocating members concerns, positions and/or thoughts which may be contrary to industry or government regulatory initiatives. In these cases I try to remind myself that I am not in this role to be popular to all. My responsibility resides with the membership of the OAC first.

I do need to address the second benchmark in my life as a measurement of my idea of success and that is of course my family. I have a beautiful and best friend for my wife who is always in my corner and I have no doubt that she will attest that that can be difficult at times. I also have two fantastic kids that are proud of their dad.

Which ECP speakers/leaders do you admire?

I have to mention Bruce Miles – his leadership was strong, when he spoke people listened, his mind was so very creative, his pathway was true north and yet he still maintained a big heart. Lorne Kashin – an amazing Optician – a fantastic leader and a great resource to opticians in terms of advice. He is always available to support others. A very thoughtful man.

Isabelle Trembley – A very powerful woman who supports others in their endeavours. She is a genius in terms of brand awareness. She is so welcoming and friendly to newcomers in our industry. Elain Grisdale, a very strong leader and international speaker working with the Association of British Dispensing Opticians. Her tireless work and speaking engagements mean I have to give her respect for all she does. Lisa Bannerman at the College of Opticians of British Columbia. She is a deep thinker who is progressively leading the regulatory changing landscape in Canada.

What was your latest indulgence?

I bought a 2004 Road King Harley with stage two upgrades on the engine. I bought it with because my old bike broke down and we were all leaving on a 2 week bike trip in two days. I have not ever missed a ride. It is new to me and l really enjoy it.

What is the best possible future discovery in any field?

Easy, hands down: teleportation. I can’t wait to get off planes!

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Professional Composure and Compassion Fatigue

Human Resources

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Some years ago, I first wrote about the newly-named disorder “compassion fatigue”. My good friend, Dr. John Wilson, told me that it happened regularly amongst health care practitioners who developed close relationships with and compassion for their
clients while working to the point of exhaustion. We have all heard about interns and the burn-out that occurs in the emergency wards of hospitals and in many medical services.

Practitioners are often motivated by the urgency involved and the skill required to deal with the severe medical conditions of their patients. The adrenaline-like high that can result is manageable and even welcomed when we are young. Sadly, as the years pass, the compassion required becomes a burden and the stress and angst that results can be debilitating. What was once a “high” is now a “low”. What often is understated in this scenario is that compassion fatigue impacts on the practitioner and staff relationship as well. The process of building a successful practice or business requires hard work and long hours not only for the professional but for his/her staff as well. When a practice or business fails, both practitioner/owner and his/her staff are impacted. Lives are disrupted. The pressure to succeed is intensified and sometimes a high price is paid by all.

In my case, my father warned me to keep a “balance” and not become too involved with clients and their personal situations. He went on to advise me to do likewise with staff and maintain a professional composure and distance that allowed me to stay on task and help clients exit (in the long term) from their chosen profession with dignity and profitably and satisfy my staff needs at the same time.

Recently, I spent an evening with my dad and vented about a serious matter that is tormenting one of my clients—and me by direct association. I became emotional. He listened carefully, as he does at age 89, and then with a soft voice told me, “It’s your
job son, it’s not your problem.” My client needs help and asked for advice. Her career is in jeopardy, her dreams and
goals are being shattered in a failed business/practice partnership that is also ruining her marriage. The story is long and complicated and will not be told here but, once again I find I am not fully qualified to help. This, for me, is both frustrating and
fatiguing.

What became evident by the end of my conversation with my father, is that I had to stay focused, offer the best advice I could to achieve the end goal of a successful exit for my client and maintain a professional composure that made the service we offer as a brokerage viable and worthy of success.

TIMOTHY BROWN

is Chief Executive Office of ROI Corporation Canada’s national professional practice and brokerage firm.

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Are Your Candidates Engaged?

Human Resources, Talent Acquisition

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If the candidate’s not engaged, the employee never will be.

The axiom seems self-evident, doesn’t it?

After all, we don’t value that which comes too easily. It’s a quirk of human nature. If we don’t have to work even a little bit for something, we take it for granted. This applies in all aspects of life, including when we are looking for work.

A certain amount of desire is critical to good matchmaking. It fuels the chase and builds commitment – not just to the consummation of the deal, but to making the relationship work in the long term.

In case you think I’ve forgotten about the looming talent shortage, rest assured I understand market dynamics, the laws of supply and demand. When the economy’s booming, it’s a seller’s market. Employers feel a sense of scarcity and respond by dropping their pants. That’s nothing new. And this is about keeping your clothes on, even in a tight market.

Engagement starts early, even when the practice is the suitor.

The principle of engagement is the same, regardless of the market – you’ll need fewer people if you hire those who’ve taken the time to do a little due diligence of their own, who are willing to invest a little time and effort in declaring their candidacy. If they have joined you for the right reasons, they are going to be less likely to leave for frivolous reasons.

If the axiom is so self-evident, then why have we made such a mess of things?

In the rush to build systems that supposedly make it easier both for employers to search through vast résumé databases, and for candidates to find the next, better opportunity… we have succeeded in commoditising both talent and work.

Recruiters and the systems they use are designed to check each candidate’s pedigree against a set checklist of criteria in the posting specs, each time asking themselves, “based on their education, credentials and experience, can this person likely do the job?” We’ve created enormous databases and elaborate search engines, the logic being ‘the more résumés I see, the more likely I am to find a candidate who can do the job’. Not the right candidate, necessarily, but one who will satisfy the specs on paper. We are admitting people into the talent pipeline and filtering them out on the basis of information that has no bearing whatsoever on retention, performance, or how engaged they are likely to be as an employee.

Candidates, for their part, have their own tactics for ‘marketing’ themselves in order to make it through the usual screens and filters. It’s also a numbers game for them; we have taught our employees through the school of hard knocks that survival requires the adoption of a ‘free agent’ mindset. Most have learned the hard way not to entrust their best interests to anyone else and, as we saw in the last boom, many very average performers had adopted a ‘mercenary mindset’, repeatedly selling and reselling their skills to the next higher bidder.

In both cases, the rules of the ‘game’ , if you will, are clearly established. The candidate’s objective is to always have their résumé ‘out there’ and to ‘win’ by receiving a range of offers from which to cherry pick; the recruiter’s is to screen and disqualify contenders, but ultimately to close the search and get the open requisition off their desk. All too often, neither side gives due reflection to whether or not it’s the right candidate or the right job.

In this transactional approach, much has suffered over time. For too many, work is nothing more than a means to an end, something one puts up with to meet another need. Both sides of the supply/demand equation lament the absence of loyalty. Relationships are shallow. Work is less rewarding. Stress and conflict are at an all-time high. Productivity, morale, esprit de corps, even organizational depth are at an all-time low.

Both sides are feeling ripped off, and as a result we face an epidemic of disengagement whose cost to lives – not to mention the economy – is staggering.

If you want an engaged employee, you need to engage the candidate.

Just stop it. Stop relying on traditional means to find people. Think about it – a job hunter can visit Monster or Workopolis and spam their résumés out to 25 employers over lunch, and still have time for a sandwich. Systems like CareerBuilder and others will actually send their CV to employers they have never even heard of! You’re getting a raft of names of people who may only marginally meet your specs, but who are totally uncommitted to you as a prospective employer.

Stop going out of your way to make it easy for candidates to get into your hopper. One-click resume attachment allows them to play the numbers game and get on with their day. It doesn’t help you.

Stop using education, work history and (God help me) keyword searches as the primary means of filtering people in. That methodology is busted.

Perhaps most important, stop lying to candidates. Stop telling them what a great place this is to work, amplifying the features and benefits without presenting a balanced picture. Candidates are adept at finding out the truth; in fact they probably know more about what your people are saying about you than you do.

What should you start doing? Start filtering candidates in on the basis of the four critical aspects of fit first, then on the basis of skills and experience. That will require you to do away with the résumé, or at least move it to the side and look at other factors first. Factors that are predictors of retention, performance and engagement. A Case for a New Approach: www.hiringsmart.com/articles/479/.

Start asking different questions. Ask candidates questions that will reveal their underlying attitudes and preferences in areas critical to their success, and use those as the admission tickets that determine whether the candidate should advance or not.

Our clients have learned that when they adopt a Fit First Philosophy, everything changes.

Allow the candidate to be the first to opt in. Or out.

We need to trust that, presented with the opportunity, candidates are a pretty good judge of what’s right for them, and what’s not. Very few will consciously invest time in pursuing job or a situation that presents a poor fit.

This is where current thinking around employment branding is so critical. The standard thinking has taken a dramatic turn in the last few years. Gone are the days when polished marketing materials and glowing claims had any appeal; in fact, the opposite is now true: those traditional approaches raise suspicion and doubt, and can actually be talent-repellent.

Truth, transparency, respect, openness and authenticity are the new hallmarks of successful employment branding.

The most successful organizations are those that lead with frank information about what it’s like to work there and to be successful. Many have a series of ‘man in the cubicle’ interviews of real employees, unscripted and unrehearsed, saying in their own words why they joined the company, what works well and not so well from their perspective and, more importantly, why they keep coming back every Monday. Others offer blogs, live chat with existing employees, and other features that allow candidates to obtain meaningful, live information about the employment experience. This approach ultimately conveys respect and gives candidates the opportunity to be the first to opt in or out on the basis of fit.

In this way, candidates become engaged early… setting the stage for a well informed, engaged and productive employee.

TIM BRENNAN

is Chief Visionary Officer with Fit First Technologies Inc, the creators of Eyeployment, TalentSorter and Jobtimize.

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Frame Inventory Requires Intensive Management

Practice, Products | Services | Industry News

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In business, we talk about “revenue” centres in a business. These are distinct areas of the business that generate sales.  In a full scope primary care optometry clinic, we generally recognize eye exam services and eyeglasses sales as the two main revenue centres. From these two centres, we expect 50-60% of the revenue of the business will be generated by eyeglass sales and 30% by eye exam services. The remaining 10-20% of the revenue is generated by a mix of diagnostic testing, contact lens and miscellaneous product sales.

Given that, it follows that 50% of your focus on the business should be on managing the optical. As with any business, the first step in operating a successful optical is determining an intentional strategy. Are you the lowest cost provider? Are you offering unique products that can’t be found everywhere? It is imperative that you answer the question of how are you setting yourself apart from the competition.

Once you have determined what your strategy is, you need to clearly articulate it to your staff and to your patients. Just like consumers understand why they would patronage a second hand store versus a high end boutique, it should be just as clear to your patients what shopping experience they can expect in your optical.

With your strategy clearly defined, the next step is to make sure all of your processes and procedures in the optical support it. If you want to be the “go to” optical for unique product then you are planning to visit the Vision Expos to do the majority of your purchasing. If you want to offer good product at great prices, then you need to carefully evaluate your frame and lens costs to ensure you are getting the best discounts possible. If you want to offer convenience, you should set up direct insurance billing and shipping directly to the patient’s home.

Whatever your strategy, the frame inventory needs to be managed daily. Someone needs to be tracking what lines are doing well, if the optical is staying on budget, entering new product into inventory and paying attention to inventory control to prevent theft. This part of the business is bringing in 50% of the revenue – and to do that well and to stay ahead of the pack, it needs to be micro-managed.

Quarterly and annually, you should be evaluating the frame turn of your inventory as well. In general, each line should be turning 2-3x per year. If you have a high volume practice, you will have lots of data to make purchasing decisions with from your EMR. If you are following a boutique strategy and purchasing in bulk and then selling off, evaluating the turn will be a more manual process.

One last word of advice; be intentional with your frame strategy and resist the temptation to offer what everyone else is. The clearer your strategy, the clearer the value proposition is to the patient, the more successful your business will be.

KELLY HRYCUSKO

is the co-founder and managing partner of Simple Innovative Management Ideas (SIMI) Inc. and expert Practice Management contributor for Optik magazine. She can be reached at info@simiinc.com.

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Protect Yourself from Spam and Scammers

Finance|Wealth, Resources

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Spammers and scammers are attacking everybody. Typically, I receive up to 10 scam/spam emails a day, and fortunately, my office uses a defense system that captures about 99% of them. But recently, one slipped through my inbox.

A spammer had perfectly mimicked my email identity and my email signature. Emails came to my office staff using my exact email address. There were a few clues that made us realize later that it was a scam; however, at the time, I was away and the scammers told my staff that I demanded a payment of tens of thousands of dollars be made to one of our regular suppliers.

The spammer had duplicated an invoice that one of our suppliers had sent to us by email several months earlier. The invoice appeared authentic to my staff members. They proceeded to process the cheque. The next day, I returned from my out-of-town trip and was asked, “Tim, why was it so urgent that we had to pay that supplier bill yesterday?” I responded, “I have no idea what you’re talking about.”

The staff member showed me the emails that had been sent demanding a payment be made the same day. I looked at the emails, which appeared legitimate, but noticed a couple of words that I don’t use. One was “muchly,” as in, “muchly appreciated.” I have never used that word. It is grammatically incorrect. That was one of the indicators that the emails were part of a scam.Fortunately, we were able to stop the cheque from being deposited, and then we made
additional precautions and updated our internal security measures to prevent any such similar scams from happening again.

This was very close to being a major financial setback. Three of my staff members actually approved this cheque being deposited. Shortly after, I received another scammer email from one of my clients that appeared legitimate. His actual signature, his actual cell phone number, his actual website and some of the awards he has won were all contained in the email. The message said that he was away and wanted to get a Google gift card for his nephew and asked if I could help out by buying the gift card and emailing it somewhere for him to access.

Obviously, it was a scam and I laughed and called my client to tell him that he had been scammed. He laughed as well and said “I have to thank the scammers because I’m getting calls from people I haven’t heard from in a long time. I’m reconnecting with old friends and buddies and this is a great thing.”

Ironically, in this case, the scammers and spammers unwittingly generated a little bit of humour. It’s easy to laugh off when people can easily recognize these as scams perpetrated by amateurs and hacks using blind and rotating fraudulent email accounts to extract money illegally. But sadly, some scams are effective and they often prey on senior citizens. I have advised my father and other senior members of our family to be careful about telephone scams by people pretending to be nieces and nephews on holiday pleading for money from an older family member.

Security measures can be implemented by you, the company host of your website domain or your email provider. We can set higher security measures with our email, but of most concern is a junior staff member who might be duped and unable to recognize a sophisticated scam for what it is. This is especially true of a scam directive that has been (supposedly) dictated by the employer (read: boss) or other high ranking senior officials in the company. We need more scam (and spam) education, and we should all practice safe email!

TIMOTHY BROWN

is Chief Executive Office of ROI Corporation Canada’s national professional practice and brokerage firm.

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Habits of an Influential Optometrist

Human Resources

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What influential people say almost always holds weight and all of their opinions are valued by the people around them.

But guess what? You too can expand your circle of influence if you make some important changes in the way you view the world and yourself.

1. Think for Yourself

It’s not a good sign if you’re easily swayed by public opinion or the latest trends. Believing everything you hear and forming opinions based on other people’s judgments will get you nowhere.

You need to start thinking for yourself. Do your research and study facts before coming to a conclusion. Be willing to change your mind if there’s evidence supporting it. Start tuning out what other people think and only gain influence from what you know.

2. Disruptive the Norm

So many problems result from our lack of empathy and unwillingness to change our ways. You need to be curious about the world and long-running traditions. You shouldn’t be afraid to question the status quo and challenge conventional ways of thinking.

Becoming graciously disruptive means you’re doing it for the right reasons.

3. Innovate

Explore new ideas and try to think outside the box whenever you can. Spark conversations about causes that deserve more attention. When you truly care about the world, this should come naturally to you.

Inspire people around you to think differently and be more open-minded.

4. Network

Make connections everywhere you go. Don’t hesitate to learn about other people’s background and culture. Look out for people in your social circle and add value to their lives. Be forthcoming with advice where necessary to make lasting connections.

5. Welcome Disagreement

When people disagree with your ideas, you need to humble yourself and really listen to what they’re saying. You shouldn’t respond defensively because you don’t know everything and you could’ve easily missed something. It should be more important for you to challenge your own ideas than to always be right.

The other person may have a point and if they do, you should be more than willing to change your opinion.

6. Think outside the box

Deliberately seek newer ideas and technologies instead of waiting for them to come to you. Stay updated with the latest innovations and become an early adopter. Spread the word about what’s coming in the future and always stay in the know.

7. Respond

When someone in your team or circle of influence makes a mistake, you need to take a step back and assess the situation instead of reacting immediately. Value your relationships and respond appropriately to any mishap. The last thing you want to do is cause a scene. If you overreact, people will start keeping their distance from you and trusting you less.

Learning how to be a person of influence may take a while, but with small steps every day, you can change the world and earn a place in everyone’s hearts.

MARIA SAMPALIS

is the founder of Corporate Optometry, a peer-to-peer web resource for ODs interested to learn more about opportunities in corporate optometry. Canadian ODs and optometry students can visit www.corporateoptometry.com to learn more.

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Insight with Glen Chiasson

Insights

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Dr. Glen Chiasson is a 1995 graduate of the University of Waterloo School of Optometry. He owns and manages two practices in Toronto.

In 2009, he co-hosted a podcast produced for colleagues in eye care, the “International Optometry Podcast”. He is a moderator of the Canadian Optometry Group, an email forum for Canadian optometrists. He is the host of “Eyes Wide Open”, a new podcast aimed at presenting new technologies and services for optometrists.

Dr. Chiasson enjoys tennis, hockey, and reading. He lives in Toronto with his wife and two sons.

 

Glen Chiasson

 

Why did you choose your field?

I needed glasses when I was in grade school and I thought my optometrist was a pretty cool guy with a pretty fun job. After 20+ years, helping people see and feel better still feels good.

Where do you see your practice / eye care in ten years?

  • More medical optometry with more and more of the ‘routine eye care’ (aka ‘vision tests’ / refractions) being done online, on your smartphone, etc.

What changes to eye care do you see coming down the pipe?

  • I think we will see a lot more artificial intelligence in medicine, with both good and bad outcomes. I think there will also be more personalized medicine (individualized medications based on your genetics, 3D-printed frames customized to your face and head, etc)

What is currently the most exciting thing in your field to help patients?

  • I continue to be fascinated and impressed with all the instruments we can use to see inside a patient’s eye. I imagine they will only continue to get better and better.

What is something you plan on implementing in your practice this year?

  • More aggressive screening for, and managing, dry eye and meibomian gland dysfunction.

What is something you have done in your practice to set you apart?

  • As a practitioner, you need to be yourself. We like to have a fun, relaxed atmosphere in the office and I think patients like this too.

What metrics do you track in order to gauge your success?

  • Monthly gross, monthly net, and production per doctor day at work. Family time and “time to just relax and do nothing” at home.

What business books would you recommend other ECPs read?

  • The E-Myth Optometrist (part of the E-myth series). Anything by Jeffrey Gitomer for sales insight.

What advice would you give a new grad today?

  • If you can, develop a specialty. Especially in a big city, you need to stand out from the crowd.

How do you hire new staff? What is the process and who does the hiring in your office?

  • We post ‘want ads’ in the usual places or we get referrals from current staff. My office manager does most of the screening process. The staff typically have more interaction among themselves than with me so I want the current team to feel comfortable with the new hire.

 

General Interest / Personal Questions

If you could take one album, one book, and one luxury item to a desert island, what would they be?

  • REM, “Life’s Rich Pageant”, “1984” by George Orwell, and a genie to provide unlimited wishes.

What is your favorite TV show / Netflix series?

  • Currently, I am waiting for the next season of “Peaky Blinders” and “Ozark” on Netflix.
  • All time TV Show = the first 10 seasons of “The Simpsons”.

What’s your Favorite food?

  • Hard to beat a steak dinner.

Favorite past-time/hobby?

  • Cooking. I find it very relaxing, and then there’s food at the end!

What’s your favorite 80’s jam? (or decade you graduated high school in)

  • In high school, I was into bands like REM and The Smiths, which aren’t really known for their “jams”. That being said, and assuming “jam” refers to something danceable, I remember “Let Your Backbone Slide” by Maestro Fresh Wes being really popular when I started university. “U Can’t Touch This” by MC Hammer was also a big hit around then too.

What would you do if you won 10 million dollars? What would you do with your practice?

  • I would book a trip around the world. I would likely still practice part-time but I would hire a manager to deal with all the day-to-day management.

Describe your perfect day.

  • Make a coffee and drink it in the backyard. Make a big breakfast for my family. Play some tennis. Come home and jump in the pool to cool off and then chill out poolside. Quick nap in a hammock in the mid-afternoon then some more swimming. BBQ dinner with some wine. Read for a bit or watch a little TV then off to bed.
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Location, Location, Location

Buying-Selling A Practice, Finance|Wealth, Office Design & Renovation, Practice, Real Estate, Resources

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We are often approached by ODs who are looking for help to open a new practice. One of the first questions asked – either by the client or by us! – is where? When you are investing a quarter of a million dollars, and often more in construction, it is crucial to get this right. The right location can be the difference between making a profit in the first year or not until the third year, or even later.

Our first recommendation is to think outside the box. While it may be tempting to gravitate to the larger cities because of the denser population, remember that these areas are also the most competitive. They have lots of choice and can choose an experience or service provider that caters best to their particular needs. Strong differentiation in terms of both product offerings and service becomes key for success. Conversely, a smaller, more remote location will allow a more general practice strategy. However, in today’s digital world, it is still critical to create an experience that patients will want to support whether you are in an urban or rural setting.

After determining what will set your new clinic apart, and whether you are going to set up in a larger or smaller community, the next step is to find the physical location that will support your strategy. Commissioning a Geo-marketing Report is the best way to accomplish this. They are produced by non-stakeholders. This tool will compile and analyse the best available data for a given geographical area of interest. Some data taken into account includes competitor information and population demographics for that area, such as age, income level, ethnicity and education level. This data is then matched with your clinic strategy. Ultimately, this will provide you with a consensus report that can pinpoint the ideal location for your new business.

Lastly, your business strategy will also dictate what part of a building you should set up your business in. If you are setting up a primary care practice that will be dependent on optical sales for 50-60% of your revenue, it is imperative that you have street access, visibility and plenty of parking.

Remember to think like a consumer as you make these decisions. The days are gone where patients want to buy glasses from a small selection from an office buried at the back of a medical building. Consumers are gravitating to a different experience, as evidenced by the wildly popular new optical stores popping up all over Canada. A new business owner must rise to the challenge and spend time finding the ideal location for their new practice.

 

CHRISTINA FERRARI

is the co-founder and managing partner of Simple Innovative Management Ideas (SIMI) Inc. and expert Practice Management contributor for Optik magazine. She can be reached at info@simiinc.com

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Finding the Right Fit in Corporate Optometry

Career Options, NextGenOD

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Loving your job can make your professional life a whole lot easier. As aspiring optometrists, this should be at the top of your list of priorities.

It may be impossible to secure a job with the perfect paycheck, flexible timings and a work/life balance, but with some research and a can-do attitude, you too can find a job you love.

When you decided to look for a corporate optometry job, you must have realized that there were too many options out there and no way to know which suits you better. The internet can make you more confused with the influx of information on job openings and everyone telling you what to do and what not to do.

The answer lies with you. Be honest about what you need and what you can compromise on. Following are some tips and tricks that can help you land your dream job.

Know Yourself

You may think you want to work at some corporation, but your experience as an employee there could be the opposite. The grass is not always greener on the other side. Taking inspiration from other people’s lives and what works for them will only hold you back.

Self-awareness will take you a long way because knowing your strengths and weaknesses will allow you to make the right decision. If your workplace falls in line with your values, then you may end up having a great time there.

If you’re someone who loves going on vacations, then you should keep an eye out for places that offer great vacation plans. Some corporate opticals offer 4 weeks vacation at sign up.

Learn About the Organization

Before deciding on a place, make sure you know a little bit about the work culture and benefits they offer. Get in touch with alumni who are employed there and get a conversation going.

You can always ask to set up informational interviews to gauge more of an idea about what you’re getting yourself into. Ask on the Facebook group Corporate Optometry.

Stay Open-Minded but Don’t Settle

Keeping your options limited will only lead to misery. Finding a job is not easy. You need to set realistic expectations and take every rejection as a way to learn and improve.

Feeling like a failure after doing badly in one interview will not serve you well. Sometimes what you think you want isn’t necessarily what will make you happy.

Saying yes to the first job you’re offered is not going to help you either, unless it is all that you want. You may be settling for a lot less than you deserve. Depending on the province and the need for ODs many corporate opticals will pay above average salary and sign on bonuses.

Now that you know the basics, you can go looking for jobs that are fulfilling for you. Remember that haven’t failed until you stop trying.

Finding your dream job can take months, even years, but you need to realize that sometimes it takes a bad experience to help you find what you are looking for.

MARIA SAMPALIS

is the founder of Corporate Optometry, a peer-to-peer web resource for ODs interested to learn more about opportunities in corporate optometry. Canadian ODs and optometry students can visit www.corporateoptometry.com to learn more.

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