The competition for an associate OD position in the field of optometry continues to grow. When interviewing potential associate ODs you will find a number of them have such strong interviews. The field of optometry is not lacking in clinical expertise, the field of optometry needs improvement in business acumen. If you are expected to graduate optometry school and not only practice clinical optometry but also run a successful business, then there must be more to being a successful optometrist. As an owner of an optometry practice you need to know when to stick with your associate and when to let them go and move on to a better fit. Here are three key areas to evaluate your associate outside of their clinical performance.
- Initiative – This is a key component of an associate OD succeeding over time. The
interview and honeymoon stage is typically characteristic of irrational exuberance. This is the time that you, the owner, are excited to have someone who can lighten your clinical care load. Someone that can take on-call and can handle the acute care that previously disrupted your schedule. For the new associate, there is an exuberance that comes with a new job. It is exciting and easy to make many promises. The litmus test for an associate that you should keep begins outside the clinic. Is your associate active in the community? Are they taking the initiative to build a following on social media? Are they working on growing the practice or, as the owner, do they think it is your responsibility? Do they take the initiative to train staff? A good associate will come to you as the owner asking for leadership. Look for your associate to find ways to grow. The associate agreement should be the baseline for where to begin. Just like a staff member that needs to be let go, an associate OD that does not take initiative needs to update their curriculum vitae. - Chemistry – Chemistry belongs with character and competency when looking to hire a new staff member. This is extremely important when assessing a long-term fit for an associate OD. If you, as an owner, are spending time managing your associate then it maybe time to find a better fit. An associate should require minimal management, not minimal leadership. You should be investing time and mentoring into your associate, there is a difference. Many times the increased time of management is due to relational conflict within the office. The associate OD must get along with the staff and reduce the chaos, not increase the chaos. A lack of chemistry within the practice results in more time managing and less time growing the practice.
- Integrity – Just as your staff members can steal from you in various ways, so can an associate at an even higher level. Do you know how your associate interacts with patients? Are you aware of how they speak about staff or other doctors within the practice. The reputation of your practice is highly reflective of the associate OD that you hire. If your current associate is prescribing unnecessarily or your associate does not have your back, you must part ways now or your practice is headed to chaos. Integrity is a key component of having a great team. Integrity is a component of character and character cannot be trained.
I have found that one of the most difficult aspects of running an optometry practice is the confrontation that must occur to be successful and continue to give great patient care. Too many small business eye doctors avoid confrontation and in doing this create a culture that cannot be reversed without significant collateral damage. Your associate ODcan be the best asset to your practice or can be the biggest drain on your practice. Successful, growing optometry practices know when to let go.
