You’ve likely noticed that your most challenging practice issues keep coming back. The same staff members struggle with similar patient interactions, turnover remains frustratingly high, and despite your efforts, team performance seems stuck in neutral. This cycle happens because traditional management focuses on fixing immediate problems rather than developing the people who create lasting solutions.
Leading through coaching transforms your practice by developing your team’s ability to think critically, solve problems independently, and grow into the professionals your patients deserve. When you shift from managing problems to developing people, you create a foundation for sustained success that compounds over time. Cleinman has seen how this approach transforms independent optometry practices by focusing on strategic HR services and team development.
Why Your Practice Needs Leaders Who Coach
The Shift From Problem-Focused to People-Focused Leadership
Traditional management in eye care practices often looks like this: an optician makes an error with frame measurements, you correct the mistake, and move on. Problem solved — until the same issue happens again next week. This reactive approach keeps you constantly putting out fires while your team remains dependent on your intervention.
Coaching leadership flips this dynamic. Instead of fixing the measurement error yourself, you guide the optician through what went wrong and how to prevent it. This investment of time upfront pays dividends when that team member becomes capable of handling complex situations independently and even mentoring newer staff. Effective leadership strategies show how developing people creates lasting practice improvements.
Signs Your Practice Could Benefit From Coaching Leadership
- Team members repeatedly make the same mistakes
- Staff turnover rates remain high despite competitive compensation
- Patient satisfaction scores plateau or decline
- Team members seem disengaged during meetings
- Practice growth stagnates despite market opportunities
- Core Principles of Coaching Leadership in Eye Care
- Ask Questions Instead of Giving Answers
When your front desk team struggles with appointment scheduling conflicts, your first instinct might be to provide the solution. Coaching leadership means asking, “What options do you see for resolving this?” or “How do you think we could prevent this situation in the future?” These questions engage their problem-solving abilities and build confidence.
For patient care scenarios, try questions like “What do you notice about this patient’s concerns?” or “How might we adjust our approach for good results?” Your team develops critical thinking skills that improve every future interaction. Team development programs help opticians and managers develop these core skills through structured development.
Focus on Growth Over Perfection
Your practice becomes a place where mistakes become learning opportunities rather than failures. When an optician miscommunicates lens options to a patient, you can explore what happened without blame and discuss alternative approaches for similar situations.
Frame feedback conversations around development: “I noticed you seemed uncertain during that frame selection. What information would help you feel more confident next time?” This approach builds competence while maintaining trust.
Develop Individual Strengths
Each team member brings unique talents to your practice. Your detail-oriented technician might excel at pre-testing accuracy, while your naturally empathetic front desk coordinator connects easily with anxious patients. Coaching leadership identifies and amplifies these strengths.
Tailor your coaching approach to personality types. Some team members respond well to direct feedback, while others need more encouragement and support. Your investment in individual needs creates stronger, more effective team members.
Active Listening Skills That Transform Conversations
Pay attention to what your team members aren’t saying. When someone says “The patient was difficult,” they might really mean “I didn’t know how to handle their concerns.” Your follow-up questions can uncover the real issue and address it effectively.
Watch for body language that reveals concerns. Crossed arms might indicate defensiveness, while avoiding eye contact could signal uncertainty or embarrassment about a mistake.
Effective Feedback Delivery
Consider using the COIN Feedback Model. This model allows the person receiving feedback to gain context around specific examples of possible errors or missteps as something that isn’t a reflection on themselves but instead an issue that has a solution. When team members make mistakes, particularly repeated ones, they often don’t understand the full impact of their actions on the larger team, this model allows you to show the path their actions take and end with Next Steps, or solutions to correcting unwanted behaviour in the future.
Transform Common Practice Challenges Through Coaching
When Patient Complaints Become Learning Opportunities
Instead of viewing patient complaints as failures, use them as coaching moments. When a patient expresses dissatisfaction with their experience, work with your team to explore what happened from multiple perspectives and develop strategies for similar future situations.
Debrief challenging interactions by asking your team what they learned and what they might do differently. This process builds resilience and problem-solving skills that serve your practice long-term. Practice management resources help you learn from other successful practices facing similar challenges.
Address Performance Issues With Development Focus
Traditional disciplinary action often creates fear and resentment. Coaching leadership addresses performance gaps through skill development and support. Create improvement plans that focus on specific competencies and provide the resources team members need to succeed.
Regular check-ins during improvement periods show your commitment to their success rather than simply documenting problems for potential termination.
Build Confidence in New Team Members
Structure your onboarding process around growth and development rather than just task completion. New hires learn faster and stay longer when they feel supported in their learning journey. Pair new team members with experienced mentors who can provide ongoing coaching and support. This approach develops both the new hire and the mentor while strengthening your practice culture.
Create a Coaching Culture in Your Practice
Train Your Managers to Become Coaches
Your optical leads and practice managers need coaching skills to extend this leadership approach throughout your practice. Provide training on active listening, effective questioning techniques, and feedback delivery methods.
Practice coaching scenarios through role-playing exercises. Common situations like handling difficult patients, managing scheduling conflicts, or addressing team conflicts become opportunities for skill development. Effective team building strategies provide structured approaches for developing these critical skills.
Establish Regular Development Conversations
Monthly one-on-one meetings focused on growth and development strengthen relationships with team members while identifying opportunities for improvement. These conversations differ from performance reviews by emphasizing future potential rather than past problems.
Discuss career aspirations and create pathways for advancement within your practice. Team members who see growth opportunities stay longer and contribute more to your success.
Recognize & Celebrate Progress
Acknowledge incremental improvements rather than waiting for major breakthroughs. When your technician shows improvement in patient communication or your front desk coordinator handles a difficult situation more effectively, recognize their progress publicly.
Create recognition systems that reinforce the behaviors and attitudes you want to see more of throughout your practice.
Measure the Impact of Your Coaching Leadership
Key Performance Indicators for Team Development
Track employee engagement through regular surveys and informal feedback. Team members in coaching environments typically report higher job satisfaction and stronger connections to practice goals.
Monitor patient satisfaction improvements that result from trained, more confident staff. Internal promotion rates also indicate the success of your development efforts.
Long-Term Practice Benefits
Effective coaching leadership reduces your need for reactive HR interventions by preventing many common workplace issues. When team members feel valued and supported, conflicts decrease and productivity increases.
The connection between team development and practice profitability becomes clear over time. Well-developed teams provide good patient care, generate more referrals, and require less management oversight. You’re building a legacy through people development that extends far beyond immediate business results.
Cleinman knows that your practice’s success depends on developing exceptional people, not just managing daily operations. If you’re ready to transform your leadership approach and unlock your team’s full potential, consider how professional development support can accelerate your coaching leadership journey.
