It was evident that the leaders at the eye-care center, Total Vision, had become inconsistent with their patient care and business priorities. Concise daily priorities — and how to achieve desired outcomes — were not clear to the practice nor the district managers. Although managers were achieving some success, they were falling short of their full potential.
“I established and communicated three main priorities to the teams – employee engagement and retention, patient care, and financial growth. I then worked on and gained alignment with the leadership team, doctors, and practice managers. I then created the daily ‘scorecard’ which was distributed each morning to all doctors and practice leadership,” Stein said.
Michael Stein, Senior Operations Executive
Furthermore, Michael improved the daily business rhythm to include recognition of top performers and provision of learning examples for those who did not achieve their desired outcomes. Finally, Michael set up a monthly process with district and practice managers to review strengths, opportunities, values, financial outcomes, and partnerships.
Under Michael’s direction, Total Vision’s revenue increased from $58 million to $100 million per year. Furthermore, margin rates increased from 14% to 23%, Net Promoter Score (NPS) improved from 41% to 63%, and capture rates grew by 15%.
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