Delegating, Managing & Letting People Go

Introduction to Execution Cadence

In an optometry practice, a strong execution cadence keeps the front desk, technicians, opticians, doctors, and billing team moving in the same direction. When the schedule is full, the phones are ringing, contact lens orders are delayed, and prior authorizations are piling up, the practice cannot run on memory alone. The cadence is the rhythm that keeps patient flow, retail sales, clinical quality, and collections under control. It usually includes a short daily huddle, a weekly scorecard review, and a monthly planning meeting.

Delegating Effectively

Delegation in an optometry office means giving the right task to the right role and then holding the line. The doctor should not be checking in every contact lens order, calling every recall patient, or chasing every unpaid claim. That work belongs with trained staff who own the process. Good delegation frees the owner-doctor to focus on exams, medical cases, growth, and key decisions while building confidence in the team.

** Example: A practice owner keeps handling frame returns, insurance verifications, and same-day add-on scheduling because "it is faster to do it myself." The result is a distracted doctor and a team that never learns to own the work. Once the owner assigns these tasks to the front desk lead and optical manager, patient flow improves and the doctor gets time back for clinical care.

Managing with Metrics

Managing well in optometry means using numbers that show how the practice is really performing. You need clear metrics for show rate, recall capture, optical conversion, revenue per exam, collection rate, and frame inventory turns. These numbers should be visible to the team so everyone knows what matters and where the leaks are.

** Example: A practice tracks how many comprehensive exams are booked, how many patients arrive, how many leave with glasses orders, and how many open balances remain after insurance pays. If no one reviews the data, the office may feel busy while money quietly slips away through broken recall, low capture rate, and uncollected co-pays.

The Importance of Firing

Sometimes a practice must let go of an employee who is hurting the patient experience or dragging down the team. In a small optometry office, one bad attitude at the front desk or in the optical dispensary can affect reviews, repeat visits, and staff morale. If coaching, retraining, and clear expectations do not change the behavior, the practice has to protect the culture.

** Example: An optician repeatedly gives poor frame recommendations, argues with co-workers, and mishandles remake jobs. Even though the person sells a lot of premium eyewear, the number of remakes and complaints keeps rising. The owner delays action because the person "brings in revenue," but the hidden cost is lost trust, rework, and staff turnover.

Real-World Application

Consider an optometry practice where the owner-doctor is involved in everything, from exam room scheduling to invoice cleanup. By building a simple execution cadence, the owner can step out of day-to-day chaos. A morning huddle sets priorities for the day, weekly meetings review recall numbers and optical close rates, and monthly planning keeps staffing and inventory aligned with demand. Clear delegation lets staff own their lanes, and visible metrics show where the practice is leaking time or money.

Conclusion

Execution cadence in optometry is about creating a steady operating rhythm. Delegate the right tasks, manage with the right numbers, and make hard personnel decisions when needed. When the team knows the plan, owns its work, and is measured the right way, the practice becomes smoother, more profitable, and much less stressful.