Optometry: The Ultimate O.D.

What If Your Greatest Impact Isn’t in the Exam Room? | E322Highlights from this episode: What If Your Greatest Impact Isn’t in the Exam Room? (00:39)Closing Thought: 100 Rejections Away (23:43)I’ve talked a lot about what it means to take your practice to the next level, and I’m realizing that the bigger vision isn’t actually about me being the best doctor anymore. In this episode, we're talking about the shift from trying to become great individually to helping the people around me become great, and how that completely changes the way you think about leadership, associates, and the impact I can have on patients. The more I step into the CEO role, the more I realize my reach can extend far beyond the patients I personally see—and honestly, watching my team climb that ladder gives me more joy than doing it myself.

The 90-Day Plan That Changed How I Run My Optometry Practice | E321Highlights from this episode: The 90-Day Plan That Changed How I Run My Optometry Practice (00:54)Closing Thought: Lazy People vs. Winners (25:37)I’ve always struggled with the temptation to change things too quickly—come up with a new idea, get some resistance, and then move on to the next thing because I feel like I need to be doing something. In this episode, I’m sharing why I’ve started using 90-day plans to force myself and my team to stay focused, execute, measure what’s actually happening, and give our decisions enough time to produce evidence before we pivot. We’re talking about accountability, improving every role in the practice—including doctors—and why consistency doesn’t mean refusing to change; it means giving your decisions enough time to see whether they’re working. If you’re constantly changing direction in your practice, this is a reminder that sometimes the best thing a CEO can do is stop messing with things and let the plan play out.

What If Keeping Your Options Open Is Actually Hurting You? | E320Highlights from this episode: What If Keeping Your Options Open Is Actually Hurting You? (00:52)Closing Thought: One Decision (21:08)It can be very easy to keep every door open as a practice owner—but sometimes having too many options actually keeps you from moving forward. In this episode, we're talking about the danger of using possibilities as a form of procrastination, why making a decision creates compounding value, and the uncomfortable reality that you have to commit to a path before you know exactly how it’s going to turn out. I also reflect on the decision to keep pushing forward with another associate even when it would have been easier to stay comfortable with what was already working. Your homework is to think about where you were at 3 years ago and compare it to now. What is better now? Is there anything that was better 3 years ago? This will help you dial in what you actually enjoy and make sure the progress you are making is moving you toward the life you ultimately want to live.

The CEO Mindset Isn't What You Think It Is | E319Highlights from this episode: The CEO Mindset Isn't What You Think It Is (00:51)Closing Thought: Making Intentional Decisions for the Future You Want (25:42)In this episode, I’m talking about the difference between ambition and leadership, why being busy or growth-focused doesn’t automatically make you a better CEO, and how your personality should influence the kind of practice you choose to build. We’ll also talk about why some owners love the business side while others would rather stay clinical—and why neither approach is wrong as long as you’re intentional about what success looks like for you.

The Secret to Getting Your Optometry Team Excited About Growth | E318Highlights from this episode: The Secret to Getting Your Optometry Team Excited About Growth (00:52)Closing Thought: The real prize of achieving a goal (22:05)I’ve been thinking a lot about what it really means to have a vision for your practice—and I’ve realized that keeping that vision in my head isn’t enough. In this episode, I’m sharing what happened when I started putting my vision out there with my associates and staff, how it created more energy and buy-in across the team, and why sharing where we’re going also forces me to become the leader that vision requires. We’ll talk about creating a three-year vision, developing your team around that future, staying committed when things get difficult, and redefining success from being the top-producing doctor to building something bigger than yourself.