So many independent optometrists do everything right up to this point, such as collecting all of the KPIs, identifying dramatic savings with new suppliers, setting performance goals, and more. But then they handover control to an office manager, optician, or other staff member who has little-to-no vested interest in how the business actually performs.
This is like charting your path into a GPS then falling asleep in the passenger seat, simply hoping that the driver takes you where you wanted to go.
This is the most important step in this entire guide. Everything you’ve done up to this point is compromised if you don’t stay in the driver’s seat and see it all of the way through.
We speak to doctors all day, every day, so we understand that most doctors prefer to do what they’re best at and enjoy the most — seeing patients — while letting someone else take command of the optical and/ or overall business performance.
We’re not saying this approach to independent optometry is invalid. If letting go of the wheel provides you with the quality of life you seek and you’re okay with your business making 50% – 70% less than it could with a completely present and informed owner, there’s nothing wrong with that. It WILL result in never being among the highest-performing businesses in your region, though.
If you want to maximize your business’s performance, you don’t have to do everything yourself, but you DO need to keep yourself at the helm.
Step 9 Table of Contents
- 9.1 Evaluate the Quality of All Prospective New Suppliers Yourself
- 9.2 Commit to Constantly Track and Optimize Your KPIs As the New Changes Kick In
- 9.3 Set Your Staff (and Yourself) Up for Success
- 9.4 Evaluate Whether Individual’s Positions Are What’s Best Within Your Business
- 9.5 Be Willing to “Clean House” If It’s What’s Best for Your Practice
- Wrapping Up: Taking Control of Your Business