Podcast Summary: Power Hour Optometry – Episode: From High Turnover to High Retention: The Staffing Strategy Your Practice Needs with Lynn Lawrence

Release Date: February 12, 2025

Introduction

In this insightful episode of Power Hour Optometry, host Eugene Shotsman engages in a comprehensive discussion with staffing expert Lynn Lawrence. Filmed at the Heart of America conference in Kansas City, Missouri, the episode delves deep into the prevalent issue of high staff turnover in optometric practices and offers actionable strategies to enhance staff retention.

1. The Challenge of High Turnover

Lynn Lawrence opens the conversation by highlighting the core issue many optometric practices face: high staff turnover. He attributes this to the lack of structured staff development programs, which often result in treating employees merely as temporary workers rather than long-term team members.

"Staff development is truly difficult because turnover is really high and there aren't, there's no real structure in programs in a lot of the offices." ([02:45])

Key Points:

• High turnover rates are detrimental to practice stability and growth.
• Many practices lack structured programs that foster long-term employee commitment.
• Employees often leave because they don't see a clear career progression.

2. Implementing Structured Staff Development Plans

Lawrence emphasizes the importance of long-term staff development plans, typically spanning 18 months to two years. These plans provide employees with a clear career path, setting expectations and milestones that encourage them to stay and grow within the practice.

"Developing a staff development plan for your office is a long term matter of fact, my staff development plans on the short term are 18 months and then on the long side is two years. And that way it'll definitely reduce staff turnover." ([03:16])

Key Strategies:

• Clear Career Pathways: Define what "what's next" looks like for each role.
• Certification Opportunities: Incorporate certifications to add value to employee growth.
• Expectation Setting: Communicate the commitment expected from employees upfront.

3. The Crucial 90-Day Trial Period

A pivotal part of Lawrence's strategy is the 90-day trial period. This period serves as a mutual evaluation phase where both the practice and the employee assess fit and performance.

"90 days is your non attributional point. It gives you a chance to figure out if you're a good fit for us." ([07:02])

Implementation Tips:

• Performance Metrics: Establish clear benchmarks to evaluate employee performance.
• Accountability: Teach employees to self-audit and take responsibility for their tasks.
• Extended Evaluation: Flexibility to extend the trial period if necessary, based on performance.

4. Leadership Development Using John Maxwell’s Framework

Leadership within a practice is paramount for maintaining a healthy work environment and ensuring smooth operations. Lawrence introduces John Maxwell's Five Levels of Leadership as a foundational framework for developing leaders in the practice.

"Every office needs to start training leaders. The worst thing that we do is wait for somebody to retire or get sick or check out, and now all of a sudden, we have to throw someone else in the fire." ([22:54])

Five Levels of Leadership:

1. Position: Leaders have a title and authority but lack influence.
2. Permission: Leaders build relationships and trust with their team.
3. Production: Leaders focus on achieving goals and results.
4. People Development: Leaders mentor and develop other leaders.
5. Pinnacle: Leaders influence at the highest level, fostering a sustainable leadership culture.

5. Effective Hiring Practices

Lawrence underscores the importance of hiring individuals with strong customer service skills and attention to detail. He suggests that roles such as front desk positions require emotionally resilient individuals who can handle high-pressure situations.

"They have to have Kevlar skin up at the front desk. And they can't be people that are so fragile emotionally because they'll go home and they're not going to last six months at the front desk." ([42:48])

Hiring Tips:

• Target Specific Industries: Look for candidates from customer service-oriented backgrounds, such as hospitality or retail.
• Task-Based Assessments: Incorporate practical tasks in the interview process to evaluate attention to detail and problem-solving skills.
• Assess Emotional Resilience: Ensure candidates can handle the emotional demands of the role.

6. Conducting Effective Staff Meetings

Regular and structured staff meetings are essential for fostering communication and accountability. Lawrence provides a blueprint for conducting meetings that are both productive and engaging.

"I like to start a meeting off with something positive. I like to go through our patient comments and pick out one." ([53:38])

Meeting Best Practices:

• Positive Start: Begin with success stories or positive patient feedback to set an encouraging tone.
• Structured Reporting: Each department or area presents key performance indicators and discusses current performance.
• Time Management: Allocate specific time slots for each section to keep the meeting focused and efficient.
• Problem-Solving: Address immediate issues but avoid using meetings to solve long-standing problems without prior discussion.

7. Metrics and Accountability

Implementing key performance indicators (KPIs) helps in tracking progress and identifying areas that need improvement. Lawrence advocates for transparency in sharing these metrics with the entire team.

"Metrics actually help us to see where we're performing well and where we need improvement." ([34:47])

Effective Use of Metrics:

• Area-Specific KPIs: Define metrics for each department to ensure clear accountability.
• Regular Review: Continuously monitor and discuss metrics during staff meetings.
• Performance Improvement: Use metrics to identify training needs and support employee development.

8. Cultivating a Leadership Culture

A sustainable leadership culture is achieved by training every employee in some level of leadership. Lawrence believes that empowering employees with leadership skills fosters ownership and reduces turnover.

"Every person in the organization should be exposed to some level of leadership training." ([30:05])

Steps to Cultivate Leadership:

• Gradual Responsibility: Assign leadership roles based on performance and readiness, starting with small programs or projects.
• Mentorship: Provide ongoing support and mentorship to emerging leaders.
• Recognition and Rewards: Acknowledge and reward leadership efforts to motivate employees.

Conclusion

Eugene Shotsman and Lynn Lawrence provide a comprehensive roadmap for optometric practices grappling with high turnover. By implementing structured staff development plans, fostering leadership at all levels, refining hiring practices, and maintaining effective communication through structured meetings and metrics, practices can significantly enhance staff retention and build a cohesive, motivated team.

Notable Quotes

• "If you refuse leadership training, that is your exit key. You don't get to stay in." – Lynn Lawrence ([12:32])
• "Accuracy is critical in every area of the office." – Lynn Lawrence ([48:54])
• "Metrics actually help us to see where we're performing well and where we need improvement." – Lynn Lawrence ([34:47])

Resources Mentioned

• John Maxwell’s Five Levels of Leadership: A foundational framework for developing leadership skills within the practice.

For more insights and strategies, tune into Power Hour Optometry and explore resources at www.PowerPractice.com.