Although there are many facets of running a successful optometry practice, patient care is always the first priority. As eye care providers, optometrists should focus on this aspect of the practice, delegating other tasks to various staff members. However, this type of delegation could leave gaps in leadership, leading to another set of issues. Steve Vargo, OD, MBA, is familiar with this type of “leadership lapse,” and he shared a few of his tips for successful delegation.

The Importance of Delegation

First step in avoiding what Dr. Vargo refers to as the “leadership void” is recognizing the signs that there is one. Some common signs include:

• Repetitive mistakes
• Staff uncertainty concerning roles and expectations
• Visible frustration
• Lapse in strategic plans
• Decline/loss of office culture

Making roles and expectations as clear as possible helps reduce some of these potential issues within the practice. Additionally, it helps increase practice efficiency and, in turn, increase the practice’s ability to focus on patient experience rather than day-to-day tasks.

How to Successfully Delegate Without Overwhelming

While it seems as simple as “this is your job now,” delegating is easier said than done. It takes the right person to absorb some of the leadership responsibilities effectively without causing issues with the rest of the staff members. Dr. Vargo recommends looking within the team first, then consider hiring outside help. When it comes to hiring within, Vargo said,

“Look for a healthy balance of assertiveness and humility. Anyone you delegate a leadership role to must be comfortable giving candid feedback but also possess a willingness to listen to others and care about the people on your team. Also, make sure this person wants this role. Not everyone wants to be in charge.”

As the doctor and authority in the office, it’s up to you to communicate the chosen staff member’s new role. Their authority must be clearly handed down by you, or you run the risk of other staff members’ disregarding their newfound leadership. It’s recommended to do the same if you hire an outside party. As with an internal hire, you must be clear with the expectations around this role and ready to give constructive feedback.

If you choose to hire externally, Dr. Vargo recommends waiting at least 2 months before letting them make any major decisions. They should be instructed to observe and learn, giving them time to acclimate to and understand the practice flow. This will also help ease the transition and, hopefully, avoid pushback.

Things to Look Out for

We’ve talked about things to look for in who you choose to delegate leadership tasks to, but there are also a few things to look out for. Communication and people skills are important to this role, so stray away from overly commanding personalities. Those who have big egos or who might be overly controlling should also be avoided. The last thing you need is for your leadership delegate to chase away your other employees or further degrade your office culture.

Once You’ve Chosen Who You’ll Delegate to

The work isn’t over once you’ve decided on who will be your delegate. Dr. Vargo recommends meeting with your manager/team frequently and continuously. These regular meetings are a chance for you to reiterate their focuses and responsibilities while offering a time for them to ask questions and/or share feedback. It’s critical that you listen to them. Dr. Vargo explains,

“If you can’t trust their ideas and suggestions, you either haven’t hired the right person, or you haven’t fully delegated leadership.”

EyePromise® Leadership Delegation

As an integrated practice partner, EyePromise knows the importance of delegation. With our programs, we’ve seen it best utilized when doctors identify a key staff member to spearhead the efforts within the practice. You may have heard us refer to this person as the Program Champion.

We agree with Dr. Vargo’s assessment! We recommend looking for someone who’s passionate about eye health and nutrition, friendly and communicative, and willing to take on the responsibility of owning the program and its results. By instating a Program Champion, it helps drive the program throughout the daily routine of the practice while alleviating the doctor’s need to stay on top of it so they can focus on patient care.

Learn more about the EyePromise Program Champion.

There are so many factors that play into running a successful eye care practice, but doctors don’t need to be the “lead” on every initiative. By sharing responsibility, the management of the practice becomes a little easier and the practice can run more efficiently.