August 2013 Issue of EyeCare Professional Magazine

DESIGNER EYEWEAR / PAGE 6 CREATE YOUR OWN RETAIL WEBSITE / PAGE 16

August 2013 • Volume 7, Issue 68 • www.ECPmag.com

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Courtesy ofLIN

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DESIGNER EYEWEARKeep your patient’s cool this summer with the latest in designereyewear and sunwear.by ECP Staff

OPTICIANRY IN FLORIDAWhat you need to know if you plan on moving and working in the Sunshine State.by Anthony Record, ABO/NCLE, RDO

CREATE YOUR OWN RETAIL WEBSITECompete with the online retailers by offering frames and contactson your practice website.by Corrie Pelc

INTERVIEW: FATHEADZ EYEWEARCompany founder Rico Elmore discusses his frame lines that aremade to fit larger head sizes.by Paul DiGiovanni, LDO

OPTICAL HIRINGSome tips on how to successfully hire, train, and satisfy newrecruits at your practice.by John Seegers, M.Ed., LDO

VARIABLE POLARIZED LENSESTransitions Vantage Technology allows for sharper vision,even in the brightest outdoor glare.by Renee Jacobs, O.D., M.A.

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EEYECAREPROFESSIONALMagazine

Features

Departments

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EDITOR/VIEW ......................................................................................................4

DISPENSING OPTICIAN...................................................................................12

MOBILE OPTICIAN ...........................................................................................24

MOVERS AND SHAKERS ..................................................................................26

SECOND GLANCE..............................................................................................38

INDUSTRY QUICK ACCESS..............................................................................44

ADVERTISER INDEX .........................................................................................45

LAST LOOK .........................................................................................................46

Cont

ents

On The Cover:ic! berlinwww.ic-berlin.de

AUGUST 2013

Vol. 7Issue 68

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4 E Y E C A R E P R O F E S S I O N A L

It can be hard enough to convince a male patient that a different frame style may

best fit his lifestyle and prescription and still be stylish, but what happens when a“style consultant” enters the picture? It generally is his spouse or significant other,

but very often it’s someone older, perhaps his mother or mother-in-law. Eventhough you might have established a good relationship with the patient, it’s time tostart all over.

Being aware of the dynamics of the situation may help you in determining how to proceed. The consultant is given the power of decision, and many times feels she must demonstrate her expertise. That often comes out as a negative, that is,whatever the patient and you might have decided on must be wrong, or why elsewould he have asked for her help? While being careful not to ignore the patient, it is important that you direct your analysis of lifestyle and prescription requirementsto the consultant. Doing so puts her in your confidence and acknowledges her as an expert.

Be sure to greet the consultant as you would the patient, that is, give your name and title. It is important that she recognize you as the authority, particularly if shedoesn’t know you. If you had previously picked out frames with the patient, it ishelpful not to show them to her immediately, but rather go through the same procedure you did with the patient. While you don’t need to go through the entireselection process again, this step is important and will make it easier to settle on the frames that were already selected.

If the consultant is wearing frames, pay close attention to them. If they are an olderstyle, it may be more difficult to get her to agree on a new style for the patient. Becareful not to be overly critical of her glasses; if pressed, you might mention howthe new lens designs allow for smaller frames, or perhaps how the new styles areemphasizing color.

If this is the initial selection, remember to direct your comments to her. Certainlyinclude her in any decision process. You might have the patient try on a frame, thenstand back with the consultant and discuss with her how it looks. Once a few frameshave been selected, your attention should swing back to the patient. But althoughthe consultant has receded more into the background, don’t ignore her all together,she still has to feel a part of the process.

Having a consultant can complicate the sales process and slow things down, but itdoesn’t have to create undue problems if handled correctly. And there are timeswhen a consultant may be very welcomed, such as when a patient just can’t seem tomake up his mind. A consultant may very well just walk up, grab one of the frames,and seal the deal for the patient!

Dealing with Third Party “Style Consultants”

Publisher/Editor . . . . . . . . . . . . . . . . . . . . . . . Jeff SmithProduction/Graphics Manager. . . . . . . . . . . Bruce S. DrobDirector, Advertising Sales . . . . . . . . . . . . Lynnette GrandeContributing Writers . . . . . . . . . . . . . . . . . . . Judy Canty, John Dick, Paul DiGiovanni, Gary Fore, Elmer Friedman, Lindsey Getz, Renee Jacobs, Ginny Johnson, Jim Magay, Warren McDonald, Corrie Pelc, Anthony Record, John Seegers, Jason Smith

Technical Editor . . . . . . . . Brian A. Thomas, P.h.D, ABOMInternet Coordinator . . . . . . . . . . . . . . . . . . . . Terry Adler

Opinions expressed in editorial submissions contributed to EyeCareProfessional Magazine, ECP™ are those of the individual writers exclusively and do not necessarily reflect the opinions of EyeCareProfessional Magazine, ECP™ its staff, its advertisers, or its reader-ship. EyeCare Professional Magazine, ECP™ assume no responsibilitytoward independently contributed editorial submissions or any typographical errors, mistakes, misprints, or missing informationwithin advertising copy.

ADVERTISING & SALES(215) 355-6444 • (800) [email protected]

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EyeCare Professional Magazine, ECP™ is published monthly by OptiCourier, Ltd.Delivered by Third Class Mail Volume 7 Number 68TrademarkSM 1994 by OptiCourier, Ltd.All Rights Reserved.

No part of this magazine may be used or reproduced in anyform or by any means without prior written permission of thepublisher.

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EDITOR VIEWJeff Smith

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DESIGNEREYEWEAR

1. EASTERN STATES EYEWEARDiva Eyewear’s optical collection features a

mix of wild, progressive shapes and baroque

treatments. The creative Diva 5383 is an

acetate design mixing bright Austrian

Swarovski Crystal treatments with a variety

of rich colors such as Green-Coral, Rose-

Burgundy, Brown-Crystal Slate, and Purple-

Cognac. www.eseyewear.com

2. MONDOTTICA USAHackett London Eyewear features a timeless

collection of cutting edge British men’s eye-

wear. Hackett London Bespoke is finished with

an authentic marked sterling silver plaque

along with high precision OBE hinges. The

frames are made using Zylonite, a cotton,

wood flake by-product that can be manufac-

tured in a wide array of colors, textures and

patterns. www.mondotticausa.com

3. A&A OPTICAL Halo for the eyes. Swarovski

crystals gleam like ribbons of

light in Jimmy Crystal

Moonlight’s two tone color

scheme. The brown frame features

copper and satin stones and the gun

frame features garnet and shadow crystals.

The modified oval frame is available in size:

52-17-135. www.aaopticalco.com

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4. LINDBERGLINDBERG 6500 n.o.w. frames blend a remarkably

slender composite front with delicate ultra-light tita-

nium temples. The result is an understated, mini-

malist design that’s distinctive for its unobtrusive-

ness and subtle color shadings. The advanced-

technology composite fronts feature transparent

color gradients, as well as subtle groove colors that

complement or contrast with the titanium temples.

www.lindberg.com

5. GOLD & WOODWith new colors and wood species, Gold & Wood’s

Oculus frame is without a doubt a contemporary

Eyepiece. Delicately hand-crafted with bright and

contrasted colors, Oculus is as stylish as it is

unique. www.gold-and-wood.com

6. MATCH EYEWEARThe new Helium Paris collection represents an

exciting blend of iconic form and progressive

styling. Rich patterns, elegant accents, and a sur-

prising use of color bring a modern sophistication

to the vintage-inspired design of women’s style HE

4218. Carefully crafted from the finest laminated

Italian acetate and available in Green Havanna

(shown), Red Havanna, and Tort.

www.matcheyewear.com

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MARCOLIN

Artisan craftsmanship, timeless style, elegance and attention to

detail characterize the new Montblanc Eyewear collection for

Autumn/Winter 2013 with classic, bold designs in traditional

colors. MB416 presents a new approach to the oversized

round frame and has an elegant, feminine silhouette; it is avail-

able in black, brown and ivory. www.marcolinusa.com

REVOLUTION EYEWEAR

The True Religion brand of couture eyewear portrays the same

Hippie, Bohemian-Chic-Flare with a Vintage-Feel-Vibe that their

jeans emit. The collection has many shapes from modified

ovals to aviator. Rich materials are seen in zyl, leather

wrapped and stitched temples, and an array of colors

such as Cocoa, Golden Bronze, Olive, Brown Horn,

just to name a few. Featured is the Sionan Honey

Tortoise. www.revolutioneyewear.com

BCBGMAXAZRIAThe Librarian Meets the Fashion Editor:

BCBGMAXAZRIA Lenore is a full metal frame featuring

an on trend, uplifting square eye shape and flat metal

top brow. Inspired by color blocking seen in BCBG

apparel, Lenore’s two-tone enamel accents add a

colorfully cheeky twist of intrigue to the “business-like”

design. It is available in Black, Brown, and Eggplant.

www.cvoptical.com

theo

Because of the color combination, “Lena” suits your autumn

wardrobe perfectly. The frame combines metal in gold matte

and acetate which gives the frame a luxurious appearance.

theo by Tim Van Steenbergen sunglasses are always made

with ZEISS sunglass lenses for optimal eye protection.

www.theo.be

OLIVER PEOPLES

The Jacey is an oversized, feminine sunglass handcrafted of

substantial acetate. This glamorous frame is reminiscent of

designer eyewear from the 1960s seen on the most striking

women, such as the iconic Audrey Hepburn. The substantial

acetate makes a bold statement of allure and confidence.

www.oliverpeoples.com

BCBGMAXAZRIA – Lenore


www.jfreyusa.comC

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E Q U I P P E D

P R E M I U M C O L L E C T I O ND E S I G N E D & M A D E I N F R A N C E

The meeting of technological innovation and the know-how of J.F.Rey Eyewear Design in acetate high-end frames conception. Designed and made in France, the optical and solar collection PREMIUM is equipped with the newTitaBOX® titanium hinge system, which firmly connects with the temples to work with the contours of the face, for a perfect comfort.

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J.F. REY

The PREMIUM collection is made in France from design all the

way to production. The elegance of these frames stems from

the acetate work, precision-crafted to the very highest quality.

Each model is fitted with a new TitaBOX® titanium hinge sys-

tem, letting the temples caress the contours of your head for

maximum comfort. These come in both standard and sun-

glasses, and are exclusively for men. www.jfrey.fr

SALT OPTICS

The Hayley is a retro inspired feminine sunglass handcrafted of

acetate with a real rivet hinge. Shown in Violet Red Gradient.

www.saltoptics.com

ZYLOWAREThe MaxStudio LX 115M is a

unique combination frame in a

modified round shape. With the

subtlest detailing on the metal front

and a scalloped design on the metal

endpiece and handcrafted zyl temples,

the LX 115M is an example of what

sophisticated frames should be. Available in

Black, Mocha, and Cherry. www.zyloware.com

ic! berlin

ic! berlin’s fabulously innovative Summer Collection presents

the Ritter Butzkes I and II – like two metal eye protectors

worn by knights in the old days. The Ritter Butzkes’ sleek

sheetmetal design offers a perfect fit for all face shapes with

its simple clean elegant design. www.ic-berlin.de

DOLABANY EYEWEAR

The Dolabany Eyewear collection uses retro-inspired design.

With flashback styling, every frame is a perfect balance of

quality and style. Frame model, Lazar, is no exception. With

the growing appeal of large Rx eyewear, Lazar adds deep,

vibrant colors to the trend. The Dolabany frame is handmade

with Italian zyl, which ensures that comfort and fit are an

integral part of the design. www.bestimageoptical.com


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It doesn’t matter if the practice islarge or small, in an urban or ruralsetting, new building or old. Theanswer is always a caring, well-

trained staff. When most doctors think ofstaff training, they think of the meetingsheld by their frame and lens providers,usually over lunch. When we think of stafftraining it begins much earlier, usually atthe time of hiring.

Each eye care practice has its own per-sonality, one that is readily apparent whena patient or sales rep walks in the frontdoor or calls for an appointment. Often,doctors and staff are so used to theirworking conditions they do not realizehow good or bad the atmosphere in theoffice is to the public. We all have walkedinto offices which make us feel welcomeright from the start, and those where itfeels like the temperature has just dropped20 degrees the minute we walk in.

This personality is shaped from the topdown, and, like it or not, the responsibilityfor maintaining or reshaping it belongs tothe doctor. Unfortunately, the amount oftraining in optometric practices seems tobe going down. A recent survey found thatthe amount of practices which conductabsolutely no training at all rose from 17%in 2009 to 33% in 2011. Yet at the sametime, managed care plans are forcing doctors to spend virtually all their time in the exam rooms. More and more ofa patient’s perception of your practice isformed by your staff.

Have you ever noticed how the doctorswho bring most of their staff to the annual

state optometric conference seem to beamong the most successful practices intheir state? Did you ever consider thatperhaps it’s one of the reasons they are so successful? We believe it goes much further than enhancing the staff skillsfrom the training at these conferences.The doctors who share their goals withtheir staffs and make it a group effort toattain them also have the staffs with theleast amount of turnover. It costs doctorsabsolutely nothing to thank staff membersfor their efforts at the end of each day, andto frequently remind them how importantthey are to your practice. The more invest-ed in your practice employees’ feel, thelonger they will remain your employees.Let’s take a look at some of the importantsteps in forming your practice personality.

• Hiring Employees – there are count-less opinions, books, and consult-ants out there who will tell you whoyou should hire, some of them evenoffering personality tests whichclaim to predict who the best hirewill be for your staff. All of thesehave differing values to the doctorinterviewing prospects, and all ofthem achieve varying amounts ofsuccess. Much depends upon thespecific position you are trying tofill. For example, a people-orientedpersonality would generally be more important for a dispenser thanan insurance clerk. If there is oneoverriding value we advise doctorsto look for, it is to find people whocare about others. You can train aperson who is caring for any skill,

DISPENSING OPTICIAN

Cliff Capriola, Practice Management Consultant


The Personality of Your Practice

Continued on page 28

Occasionally someone will ask me if there is any one constant in the characteristics of successful eye care practices, and the answer is always a resounding “yes.”

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By far, the vast majority of eyecare professionals (ECPs) I meet are dispensing opti-cians. At least a dozen times a

year (especially if I happen to find myselfsomewhere like Syracuse, New York in thedead of winter) I am asked, “What do Ihave to do to be an optician in Florida?”Dreams of retiring or moving to theSunshine State are vividly dancing in theirheads. So, I figured I’d set the recordstraight once and for all.

By the way, in 1970 the FloridaLegislature officially made our nicknamethe Sunshine State. That motto appearedon our license plates as early as 1949.Having been a Florida resident my entirelife, I can assure you it is aptly named.And without bringing up the political hotpotato of global warming, I can alsoassure you that, anecdotally at least, itseems to get hotter for longer each andevery year. While that may seem appealingto you while you’re shoveling snow out of your driveway in Augusta, Maine,remember too, that Florida’s unofficialnickname is the Crazy State.

Think about it. For one thing, it’s theonly state I know of where the farthernorth you travel, the farther south you get.Yes, a state once best known for its

oranges and alliga-tors is now thehome of the weirdand whacky. From the best I canremember, FloridadethronedCalifornia for thattitle somewhere inthe late 1980s orearly 1990s. With our fairly lenient andliberal divorce laws, Panama City is the divorce capital of the country.And with our generous homesteadexemption laws, Florida seems to attractthe almost-bankrupt, and marginally legal(think O.J. Simpson).

I just did a quick Internet search for“weird Florida stories” and in no time I found reports of a woman arrested forshaving her bikini line while driving, andone about an orthodontist who alsorepairs turtle shells. Terri Schaivo, CaseyAnthony, George Zimmerman, JohnnyDepp, Jim Morrison, and Carrot Top -Floridians one and all. Until her release afew years back, Lynnette “Squeaky”Fromme called Florida home, though sheprobably only got an hour a day or so toenjoy the sunshine. But alas, I digress. Ifyou are a dispensing optician and are stillthinking of relocating to the land of Stand

Your Ground, here’s all you need to know:

First and foremost, Florida is a licensedstate. You just can’t come here and startdispensing glasses - that’s just crazy talk!As loony as some of our residents are, thestate legislature decided many years agothat that in order to protect their healthand welfare, and because “it is difficult forthe public to make an informed choiceabout opticians,” (I swear it says that inthe statute) they set up licensure. Nowdon’t get me wrong, you can get a jobworking in a dispensary without a license,but you can only do so under the “directsupervision” of a licensed optician or doctor, and don’t expect to make muchmore than $10 an hour doing so. If you’reinterested, an average licensed optician,employed by a corporation or privatepractice can expect to make somewhere inthe $25 an hour range. But not before weput you through a few hoops – just toprove you’re worthy.

MANAGING OPTICIAN

Anthony Record, ABO/NCLE, RDO


As I travel around the country teaching continuing education classes, I have the pleasure of meeting attendees from all walks of optical life; from ophthalmologists to optometrists, lab workers to ophthalmic techs.

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If you’re coming from another state,where exactly you’re coming from determines the first hoop you have to gothrough. Seriously, the rules are different,for example for someone relocating fromNorth Carolina, than they would be forsomeone coming from North Dakota.Why? Because the former is a licensedstate, and the latter is not. Opticians relocating to Florida and seeking licensurein Florida must prove to the Board thatthey have practiced opticianry for morethan three years if from a licensed state, ormore than five years if from an unlicensedstate. You must provide this proof andseek licensure within two years of moving to Florida.

So once you’ve established your eligibility with regard to your previousoptical experience, what we’d like to saynow is, “Show us the money.” If you countthe application fee ($100), the examina-tion fee ($325), plus actual examinationcosts which vary, figure on the wholething costing you around $800.

Once you have proved your worthinessin terms of experience and money, youthen have the honor of taking the exami-nation for Florida licensure, with is bro-ken into three parts. According to FloridaStatute 484, the three parts are “...anational written opticianry competencyexamination, a national written contactlens examination, and the NationalCommission of State Opticianry andRegulatory Boards (NCSORB) examina-tion, which is composed of two parts.”

Cutting through all of that bureaucraticjargon, you have to be certified by theAmerican Board of Opticianry (ABO-certified) and by the National ContactLens Examiners (NCLE certified), andpass the two-part NCSORB examination.

If you are not familiar with NCSORBand its mission, I would encourage you to check out their website:www.ncsorb.org. According to theirPurpose Statement: “The purpose ofNCSORB is to provide state opticianrylicensing boards a national forum for education, assessment, exchange ofinformation, and research that furtherstrengthens licensing laws to lessen theburden of government and operations,and to better serve public needs and fur-ther the common welfare and well-beingof the community.” Basically NCSORB istrying to establish some uniform criteriafor licensure that eventually all states willembrace. You really should take sometime to check them out.

So you’ve shown you have the experience, you’ve ponied up the dough,you’re ABO certified, you’re NCLE certified, and you passed the two-partNCSORB examination. You can get yourlicense now, right? Not so fast! First you must bring to the governor thebroomstick of the Wicked Witch of the...oh wait...wrong movie. In ourmovie, the governor doesn’t want abroomstick, he just wants you to take afew two-hour classes before you get yourlicense. No, really, no kidding, that’s it.

You will have to successfully complete atwo-hour class that covers the rules andlaws; successfully complete a class on theprevention of medical and ophthalmicerrors; and successfully complete a two-hour live technical program on fitting andadjusting spectacle frames. Okay, I lied.There is one more thing: You have toprove to the Board that you have no “disqualifying factors” prior to licensure.You know, things like being a criminal,a creep, or some other type of deviant.

So once you’ve completed all of thoserequirements, you have one year torequest licensure from the Florida Boardof Opticianry. From then on, you justhave to obtain 20 hours of continuingeducation every two years, pay a nominalrenewal fee (currently $135), and basicallykeep your nose clean.

But remember, this is Florida. Keepingyour nose clean might be easier said than done.

This just in: Erik Brown, of Tampa,Florida, was charged with assault forattacking a 16-year-old boy with a burrito at Taco Bell on Feb. 14, 2012.Police said the boy wasn’t injured, but he did have “burrito cheese, sauce, andmeat all over his face,” as reported by CBS Tampa Bay.

Welcome to the Sunshine State. �

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ONLINE SHOPPING is big business right now. According to a 2012 report by marketresearcher Lab42, 73 percent ofshoppers do at least half of theirshopping online, and 66 percentprefer to shop online versus in aphysical store.

And a recent 2013 study by Continuumfound customers shop online for conven-ience (43 percent), it’s easier to find whatthey are looking for (29 percent), and better prices (25 percent).

In the optical world, online sales ofeyeglasses and contact lenses in the US areon the rise, according to a recent reportthis year by IBISWorld. The study foundannual growth in this market grew 14.8percent from 2006-2011, and is expectedto continue growing from 2011 to 2016.

So for the private practice ECP, how can they get their own piece of the onlineoptical pie and give their patients the convenience and high product selectionthey are looking for?

For some practices, this has meant setting up their own online optical ontheir website.

According to Dr. Neil Gailmard,president and COO of Prima Eye Groupand CEO of Gailmard Eye Center, a largenumber of optometrists with active practice websites offer online contact lenssales. “Several contact lens distributorsand even vision plans provide a free software plug-in that can be added to the practice website,” he explains.

Additionally, Dr. Gailmard says somethird party vendors are also offering e-commerce sites for selling eyeglassesonline. “Some ODs have adopted thattechnology, but the percentage is muchlower,” he says.

Being Competitive

For about four years, Dr. Lee Dodge ofVisualeyes Optometry in Sherman Oaks,CA, has offered his patients the ability topurchase contact lenses online through hispractice’s website, www.drdodgeod.com.

“We know that in this growing marketwhere everyone is shopping online weneed to be competitive and we need tooffer them different ways to utilize ourservices as an optometric practice,” heexplains. “When people think aboutordering lenses, I want to make sure wehave an avenue in which they can think of us as well.”

TECHNOLOGICAL ECP

Corrie Pelc


Nothin’ But NetTips for Offering Your OwnRetail Optical Website


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Dr. Dodge uses an online service provided by his contact lens distributioncompany. Patients click on a link on hissite and are taken to an online orderingportal, which is branded to look likeVisualeyes Optometry’s website. Dr.Dodge says this is important as it givescontinuity to their logo and brand.“I want patients to know that although we sell different products and differentbrands, everything has our stamp ofapproval on it,” he adds.

Once a patient has registered with auser name and password, they can placean online order for contact lenses. Patientsinput their prescription, and Dr. Dodgeand his staff have the ability to go in andquickly verify the prescription. Then theorder is processed by the distributioncompany and mailed out to the patient.Patients pay the distribution companydirectly, and Dr. Dodge’s practice receivesa percentage back.

He says so far the response frompatients has been positive towards theonline contact lens sales, and they arelooking to further grow this area. He alsosays having the online capability allowshim to offer more brands of lenses forpatients than he would be able to stock injust his office. “No one can stock absolute-ly every brand in every power,” he says.“So by using this site, it allows us to getclose to 90 percent of the contact lensesthat are available out there.”

Standing Out

Over in Chicago, IL, for the last twoyears, Dr. Stephanie Lyons of LyonsFamily Eye Care has offered her patientsan online optical with both contact lensesand eyeglasses. “We thought that havingan online optical would make us standout among practices as having advancedtechnology and different ways to purchaseglasses and contacts, so from a marketingstandpoint, it made a lot of sense to us,”she explains.

Through a link on her practice’s website, www.lyonsfamilyeyecare.com,patients could access the online portal,which was set up by a third party vendor.Dr. Lyons says although her name was on

the website, all the frames and contactlenses were shipped directly from the vendor to the patient. “It was very handsoff as far as we were concerned, which wassomething we actually liked the idea of sothat our staff didn’t have to take timeworking the online optical and then dealwith any issues with it,” Dr. Lyonsexplains.

Dr. Lyons says although she did not sellmany pairs of glasses online, the patientresponse was positive as they would usethe online optical to look at frames beforetheir appointment to see what they mightor might not like. “The online optical wasalso nice for specialty products, like pre-scription swim goggles or ski goggles,things like that that we don’t have thespace for in the store, but we could offerour patients if they were interested,” Dr.Lyons adds.

Recently Dr. Lyons decided to cancelher agreement with her optical shop vendor, and is currently only offering con-tact lens sales on her website. However,she says if she was able to find anothervendor she would consider offering onlineeyeglass sales again on her site in thefuture. “We felt it helped a lot with theimage of the practice, and patients appreciated being able to look aroundthere before they came in for theirexams,” Dr. Lyons says.

Do It Yourself

For ECPs considering adding onlineeyeglass and/or contact lens sales to theirwebsite, what are some things they needto keep in mind when setting somethinglike this up?

According to Dr. Gailmard, ECPsshould look for a fully designed e-com-merce site that allows customers to placeorders, provide credit card informationand have the product shipped to themdirectly. “The software design should beimpressive and professional in order toproject a positive image for the practice,”he says.

Dr. Gailmard also says the practiceshould have the capability to set their ownprices, and the online service should sendthe practice a check on a monthly basisfor the gross profit of sales after the costof goods and service fees are deducted.

Dr. Lyons also suggests looking carefullyat the vendor’s pricing structure, as manytimes there will be an ongoing mainte-nance fee, and also pay attention to thepercentages of profit for both sides.

ECPs should be aware that there can be some learning curves. For example,Dr. Lyons said they did have an issuewhere some of the frames offered onlinethrough the distribution center were notcarried in their practice. “That could create difficulty, but at least if we knewwhat they liked based on the online opti-cal, we could help them find somethingsimilar,” she says.

There’s also some marketing to patientsinvolved when setting up an online opti-cal. Dr. Dodge says the number of patientspurchasing contact lenses on his site hasbeen growing as he and his staff have beenmarketing it more by telling patientswhile they’re in the chair and placing theinformation on contact lens care sheets.Additionally, Dr. Dodge says they havebeen marketing it through social media.

And Dr. Gailmard says to make sureyou’re marketing not just your onlineoptical, but that you also have a localbrick-and-mortar office to back up onlineorders. “Promote that you have trainedoptical professionals who can dispenseand adjust the glasses that are orderedthrough your online store and that youroffice stands behind all products ordered,”he says. �

“We know that in thisgrowing market whereeveryone is shoppingonline we need to becompetitive and weneed to offer them different ways to utilizeour services as anoptometric practice.”

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EyeCare Professional’s Paul DiGiovanni, LDO, speaking withRico Elmore, Founder & CEO, Fatheadz Eyewear.

Making it Big in the Industry

What motivated you to enter the wholesale opticalindustry with Fatheadz Eyewear?I would first like to start by saying that I am not from the eye care industry originally. I was in the automotiveindustry for 15 years prior to making my mind up that Iwas going to fill a need for a stylish product with the big man in mind. I was newly married to my longtime girlfriend Oona and was in Las Vegas looking for a pair ofshades to fit my large noggin, and after looking at severalhundred frames I found that there was nothing they hadthat would fit.

I must say I was a little taken aback. I thought to myself, if you sold shoes would you only sell up to size 10 or 12?At this point I decided that I was going to make eyewearto fit people with larger heads. And not only fit, but makethem something that people would want to wear, and be proud to have something stylish that didn’t give themheadaches and/or look like they had on their kids’ glass-es. So that is what I did and here we are today with over100 different frames to choose from.

What can you tell us about your core line?The Fatheadz “Flying F” line is the original line that wecreated. We have over 10 styles made of zyl and over 20made from various metals. We have eye sizes all the wayup to 63 as well as temple lengths up to 150. But one

of the main things that we like to look at is the widthacross the front of the face and all of our frames have thatmeasurement to help determine what frame you mayneed. All of these frames carry a one year warranty.

How would you explain your ultra-modern premier line,Preferred Stock?We have a frame line that we have designed with theECP in mind. This product is only available in 3 O’s locations and will not be offered in any big box retailer. It differs from our other products by having a two yearwarranty and being constructed with hand made materi-als, such as titanium.

What type of POP and displays are available to ECPs?We have line cards and holders to show off each line. Our displays consist of 6 piece, 12 piece, 24 piece and 48 piece displays.

What does Fatheadz Eyewear and Dea Sunwear forWomen offer ECPs looking for XL size frames?Fatheadz offers several frames in TR90 that are sunRXable. We have these frames in the Fatheadz Flying Fline and the Dea Ladies line. The frames go all the wayup to a 64 for the men’s line and all the way up to a 58 in the ladies line.

FATHEADZ EYEWEAR

Preferred Stock by Fatheadz Eyewear from 2013 Photo Shoot


Rico Elmore,Founder & CEO


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AUG2013_fatheadz.qxd 7/26/13 3:44 PM Page 1

SUPPORTING AND PROMOTING THE PROFESSIONAL DEVELOPMENT OF WOMEN IN THE OPTICAL INDUSTRY SINCE 1997

PLEASE JOIN US FOR THE UPCOMING OWA EVENTS AT VISION EXPO WEST

For more information on the OWA and/or to become a member please visit our website at www.opticalwomen.com

Our thanks to EyeCare Professionalfor providing this space for OWA’s message

The OWA would like to thank our Professional Development Fund Sponsors for their generous support and belief in our mission to advance and promote the leadership role of women in the optical industry.

The Chopra Center for Wellbeing and The Professional Optical Women’s Workshop Present

MINDFULNESS IN THE WORKPLACEPresented by Educator from world-renowned Chopra Center for Wellbeing.

This program is designed exclusively for the optical industry to

RENEW IGNITE UNLEASHyour mind and body your creativity your potential for success

Tools for Work-Life Balance • De-Stress Techniques

Wednesday, October 2, 20134:30 – 6 pm

Venetian/Palazzo Congress CenterNo charge for OWA members • $35 for non-members

Registration required. We expect a sold-out crowd for this event!Register in advance at www.opticalwomen.com

Light refreshments will be served prior to the start of the program.

ANNUAL NETWORKING AND RAFFLE EVENTDesigner items, sports gear, gift certificates and more.

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Friday, October 4, 20135:30 – 7:30 pm

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AUG2013_OWA.qxd 7/30/13 3:10 PM Page 2

I heard you have some pretty hip people wearing youreyewear?We provide eyewear to the Indianapolis Colts coachingstaff and a few more past and present NFL Stars includingAndrew Luck and Peyton Manning.

Is it true that Fatheadz is 100% customer friendly being a specialty frame company?Fatheadz, Inc is very customer friendly! We require nominimum buy in and will work with ECPs to fit the needsof all their patients. We also will trade out frames thatmay not be moving for you in your area and replace themwith products that are. We are very confident in our prod-ucts and that is why we offer a warranty program fromone to two years, this is a no questions asked program...if there is a manufacturing defect we will fix it!

If you order by 3pm EST your product ships out the sameday. We are committed to providing the ECP with thefastest service so that the ECP can provide the fastestand best service to their customer. The best place to find out more information about all Fatheadz productlines is to check out our website for ECPs: www.fatheadzeyewear.com

What new frame lines are you launching in the near future?Fatheadz, Inc is excited to inform the ECP that we areexpanding our current offerings to the market. One of ournew lines is called John Raymond... this product is namedafter my late father. This product is going to offer a sizerange very similar to that of Fatheadz’s original lines. It will have a two year warranty and is an all titanium,modern and stylish line. The second line that we arebringing to market is another round of our Dea Eyewear(Dea means goddess in Italian). This is a very stylish andcomfortable line that is comprised of mainly titaniumframes. Dea is a frame line designed to fit any woman, no matter the size. All of these frames can be viewed atour booth at Vision Expo West, October 3-5.

(L to R) Dea Eyewear, Preferred Stock & Fatheadz Lines

Augen OpticsBristol C&D

Carl Zeiss/AO SolaConant USA

Essilor (Silor, Varilux & Gentex, Prio)Eye SolutionsEyenavision

Eyewear by ROIEyewear Designs

Fantom OpticsHilco (Supplies)

Hoya LensI-Coat

Kaenon PolarizedKBco

Lab-TechL.B.I. Lenses

LenscoMelibrad

Nassau Lens

Nouveau EyewearOptima/PFO Global

Pixel OpticsPolycore

Polylens (Chandel Optical)Rochester Optical

Seiko OpticalShamir Insight

Shore LensSignet-ArmorliteSOMO Optical

Specialty Lens/iRx XperioTechtran LensesTitmus (Frames)UVCO/ChemilensVision Dynamics

Vision-EaseX-Cel Optical

Younger OpticsZyloware (Frames)

If you are currently ordering lenses from any of the following participating vendors, you can create and submit your order

using the Opticom website at no cost!

Use one website to order all of your stock lenses electronically with no usageor ordering fees!

Fatheadz_0813.qxd 8/1/13 11:54 AM Page 3

LaborPains

HIRING AND RETAINING STAFFIS SIMILAR TO PREGNANCYAND CHILD REARING.

You love the work one minute and thenturn around and doubt yourself the next.You quickly learn to pick your battles andbattle over which ones to pick. You can beso happy and sad at the same time. There’sno avoiding labor pains and guys are notexempt from playing their part in thedelivery process.

Couples who decide to have childrenmay start by assessing what they have and

what they’ll need to be ready when thetime comes. Some will make a list of all oftheir monthly expenses like rent, utilities,transportation, clothing, food, entertain-ment etc. Next to that list is the amount of money they have coming in eachmonth so the two totals can be compared.Most couples will recognize the need tocut down on expenses and start puttingmoney aside for the new baby. They findit’s best to start the practice of living on less.

Unplanned pregnancies create unduestress and place financial burdens on theresponsible parties. Unplanned new hirescreate costly labor pains and/or hastyadoptions.

To rock the best staff you are going to have to nurture them. That means educate, develop, encourage, train, buildup, cultivate, feed (yes, I mean a free lunchor dinner every once in awhile).

You may have adopted the bad habit ofprocrastination so having a baby will takecare of that. The schedule of a newbornrequires constant attention of which thereis no avoidance.

New babies will cry for many differentreasons and this can be stressful for newparents. There is no single formula tostaying on top of a newborn’s feeding andsleeping (or lack of) schedules. The morebonding time the parents have with thenew baby, the better they will become atreading their baby’s cues.

Hopefully new hires won’t have reasonsto cry. Remember that 86% of new hiresmake their decision to leave or stay withinthe first 6 months. New hires deserve justas much attention as newborns, especiallyduring their first days on the job. Theyshould know their schedule and be fed allof the pertinent information they need tofeel confident they have made the rightjob decision.

Studies show that new hires participat-ing in structured on-boarding are 69%more likely to still be with the companyafter 3 years. Poorly organized, fend foryourself orientations are terrible cues forany new hire to pick up on. As confidentas they were on the interview, new hirescan be just as confident saying bye bye.

A birth certificate is a vital record thatdocuments the birth of a child. I’m sureyou already know the comparison I amabout to make. A new hire’s birth certifi-cate is their job description. It’s vital to thebirth of a new working relationship.Without it, the new hire will have nothingto reference to know if they are doing agood job, forgetting something or need tobe doing something else. We all worktogether as a team to make sure every-thing is done is not a job description.That sounds more like cross training,which shouldn’t be required until they are trained well in their birth certificatejob description.

A trimester is a period of three monthswhen a woman is pregnant and a full termis the entire duration of normal pregnan-cy. Most new hires are given a trimesterprobationary period. At the end of thisterm their job performance, happinessand future with the company is assessed.

When a new baby comes into the picture, jealousy and sibling rivalries are going to take place. Talking andpreparing siblings for the new baby’sarrival is essential. Parents will usually letthe siblings help them make some of thedecisions about the home coming. Thismay ease the sting a wee bit. They will also continue to shower the siblings with lots of love and encourage them totalk about their feelings.

When searching for new hires, thegroup input process seems to be veryappropriate and effective. The group may work together to decide on the best

THE MOBILE OPTICIAN

Ginny Johnson, LDO, ABOC


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interview questions, help design a new hire welcome packet andeven create a more up to date yawn free job description.

When jealousy, new hire envy, job insecurities or competitive-ness breeds then talk about them. It’s no secret, the rest of thestaff can tell when someone is miserable. Talk to the appropriatechain of command about what is bothering you. Do you under-stand me? Please don’t bottle up all of that negative energy. Lookat me when I am talking to you. If you can’t work through this ina healthy manner then maybe it’s time for a diaper change.Maybe another practice would love to adopt you or maybe you’vegrown up so much you want to go out on your own.

Before handling a newborn we should always make sure thatour hands are clean. When toddlers get old enough parents areconstantly reminding them to wash their hands. You may hearthese little ones humming the Happy Birthday song a couple oftimes while washing their hands.

This newborn mentality of hand washing should be agelessand carried into ECP health care settings.

According to the Centers For Disease Control and Prevention,hand hygiene is the #1 way to prevent the spread of infections.Take a look at the facts and resources available on hand hygiene in healthcare settings by visiting their websitewww.cdc.gov/handhygiene. Stop right now and wash your handsand then mark your calendar for October 15th in celebration ofGlobal Handwashing Day. Raise awareness about the benefits of handwashing with soap throughout the world. Maybe yourpractice can organize or participate in a Global Handwashing Day event at one of the local schools. Wash your hands to makethe world a better place.

Sometimes parents will play soothing music while trying to get their newborn to relax. That works especially well for thoseparents that can’t carry a tune. Can you carry a tune in yourpractice? Are you listening to music while you work? If so, howdoes everyone agree on what to listen to? The staff I am workingwith right now avoids vulgar lyrics and dead silence and they taketurns picking out the tunes. When they are really ready to get theparty started they play patient education videos.

As you can see, you don’t have to be pregnant or hiring toexperience labor pains. Everyone experiences labor pains. Thebest way to ease the pain though is to never stop working onyourself. Don’t worry about the stretch marks because we all havethose. Some of us allow ourselves to get stretched so far we snap.Others know when to say when. I have decided to practice shush-ing. Since whining and complaining about things I can’t controlare not in any of my job descriptions. They only make me a laborpain to be around. And you know what they say...

If momma ain’t happy, ain’t nobody happy. �

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AllerganAllergan, Inc. has named Douglas S. Ingramas president. In this newly established role,Ingram will report directly to David E.I. Pyott,chairman of the board and CEO. He will lead thecompany’s global commercial operations, withresponsibility for the company’s broad portfolioof pharmaceutical, consumer and medical device

products. Ingram served Allergan as executive vice president and president, Europe, Africa and the Middle East for the pastthree years.

Association of Schools and Colleges of OptometryPacific University College of Optometry deanJennifer Smythe, OD, MS has been elected president of the Association of Schools andColleges of Optometry (ASCO). She is the firstwoman elected to the office of the president. Dr.Smythe will head the association comprising of21 schools and colleges of optometry across the

U.S. and Puerto Rico. Dr. Smythe’s term as president is from July1, 2013 to June 30, 2014. The Association of Schools and Collegesof Optometry (ASCO) is a non-profit association representingthe interests of optometric education.

SynergEyesSynergEyes, Inc. has promoted James Kirchner,OD, to the position of president. Kirchner previously served as the senior vice president ofclinical and professional relations at SynergEyeswhere he provided professional leadership ofproduct development and product management.Prior to joining SynergEyes, he was chief

professional officer for Eyefinity/OfficeMate. With more than 35years in private practice optometry, Kirchner also has been president and CEO of more than a dozen start-up companies.

University of Alabama at Birmingham School of OptometryRod W. Nowakowski, OD, PhD, who has servedas interim dean, and currently, dean of TheUniversity of Alabama at Birmingham School ofOptometry, has announced plans to retire butwill maintain his position until a successor isnamed. Work is underway to name a committeethat will conduct a nationwide search for his suc-

cessor, according to UAB provost Linda Lucas, to whomNowakowski reports. In 2000, he was named chief of staff forUAB Eye Care, a leadership position responsible for all clinicalactivities of the school.

Coburn TechnologiesCoburn Technologies has promoted Jason Smith to the positionof director of marketing communications, reporting to compa-ny president Alex Incera. He takes over from Curt Brey, who has

left the company to pursue opportunities outsideof the industry. In his new role, Smith will develop, implement and oversee all marketing of the company’s products, handle all communi-cations to its customers and the industry, andhelp the sales team and lab works group generateleads and drive sales. Smith has an extensive

background in marketing and design, joining the company in2010 from Gerber Scientific Products.

CooperVisionCooperVision, Inc. has announced the appoint-ment of Juan Carlos Aragon, OD to the newlyestablished role of senior vice president, globalprofessional and clinical affairs. He is nowresponsible for creating, implementing, andmanaging the company’s professional and clinical affairs strategy worldwide. Since 2000,

Aragon has worked in various international roles withinCooperVision, and most recently led the company’s LatinAmerica commercial operations and Americas region businessdevelopment initiatives.

ANFAO and MIDOAt the General Meeting of the Shareholders,Cirillo Marcolin was confirmed as president ofANFAO and MIDO for the next four years, aposition he has held for the past two years.Giovanni Vitaloni was named a newly electedvice president and joins the team of four otherdeputy presidents who have been reconfirmed to

the ANFAO Council: Maurizio Dessolis, Paolo Pettazzoni,Callisto Fedon and Renato Sopracolle.

Premier Eye CarePremier Eye Care has named Anna Pinera as vicepresident of national network management. Shewill develop and manage the national providernetwork for all health care plan contracts. Pinerapreviously worked at two large health plans,leading the national ancillary contracting teamat WellCare, and the network management

regional team at Blue Cross Blue Shield of Florida.She was responsible for complex network agreement negotia-tions, vendor management, provider relations and networkexpansion efforts.

Live EyewearLive Eyewear has announced the appointment of Nicole Norris to the position of GeneralCounsel. Ms. Norris will be located at the company’s San Luis Obispo, CA headquarterswhere she will be responsible for managing all significant legal, policy and related operational matters.

Douglas S. Ingram

Jennifer Smythe

James Kirchner

Jason Smith

Juan Carlos Aragon

Cirillo Marcolin

Anna Pinera

Nicole Norris

Rod W. Nowakowski

MOVERS & SHAKERS


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but you can never train a skilledperson to care.

• Managing Staff – first, have anupdated office manual. As one for-mer client put it, “If a rule is notwritten down, it doesn’t exist.” Makesure each employee signs a copy ofthe manual stating they have read itand understand it; and eachemployee has a copy of the manual.The advantage here is two-fold: first,an employee understands what theirjob entails and what is expected outof them. Secondly, in case you haveto fire an employee you have specif-ic duties in writing – and under-stood by the employee – that theemployee has failed to perform.Here are some other important tipsto consider:

� If at all possible, hire an office manager. With managed care forcing doctors to live in theirexam rooms, an office manageroversees staff and ensures that thepractice goals are met. It alsoremoves the doctor from the directmanaging of the staff. The largerthe practice, the more importantthis is. In small practices, the manager may function as a float in all areas of the practice. We oncesaw a four doctor practice withthree locations and over twenty-five employees try to functionwithout an office manager. It wasnot a pretty sight...

� Assign a trainer for each depart-ment to train new employees. Thisstaff member ensures the continu-ity of training remains the same.

� Staff Bonuses. We believe in sharing success in the growth ofthe practice with the staff. Thedoctor should set the monthlygoals based on an increase fromyear-to-year. It often is meetingmonthly goals for dispensaryincome, or new contact lens fits,sun wear sales, or, in MD practices,an increase in patient capture rates.

After the first year the goals willhave to be re-evaluated, but theyshould always be incremental goalsas you continue to raise the bar.Never should the staff consider it apart of their base pay. Even thoughone department such as the dispensary might seem responsiblefor generating financial growth, webelieve in sharing the bonusmoney equally among the staff.It’s a team effort, from the personsetting the appointment to theinsurance clerk ensuring you actually get paid!

� Have weekly staff meetings.Review the events of the past weekand recognize what went excep-tionally right and what could useimprovement. Always try to raisethe level of patient care and profes-sionalism. Solicit suggestions fromthe staff on improving the practice.When starting with a client wealways make it a point to meet separately with each staff memberfor 5-10 minutes to get theirimpression of the practice. Youwould be amazed how many excel-lent suggestions they can make.When we ask why they have nottold the doctor, their response itusually “I was never asked for myopinion.” Remember your staff seeswhat works and what doesn’t workin your practice long before youdo. Remind everyone of why they

are there and your goals for thepractice. And always, always, alwaysthank your staff for their work atthe end of the day. I can’t tell youhow many staff members haveapproached me and said, “No one has ever told me that before.It makes the absolute worst dayseem ok.” No one likes being takenfor granted.

� Hire a mystery shopper. You don’thave to spend for a professional todo this. Pick a friend whose judg-ment and standards are similar toyour own and who is not known inyour practice. Give them a check-list for them to grade their treat-ment in all areas of your practicefrom making an appointment tochecking out. Treat it as a learningexperience for everyone involved.

Successful businesses large and smallrealize that their customers will receivethe best service only when their employ-ees feel values and cared for. It’s easy fordoctors to fall into the trap of thinkingthat their work is more important andthat the practice revolves around the examroom. But if the employee setting theappointments does not make the patentfeel welcome, the practice has two strikesagainst it before the patient sets foot inyour door.

Get to know your staff, their familiesand interests. Find out about their personal goals and ambitions, andencourage their continuing education in their job field.

Empower your staff to make the smalldecisions that arise every day while you’rein the exam room, and hold themaccountable. An empowered employeewill show more initiative and creativity.The staff knows far better than you whatlittle glitches interrupt patient flow on adaily basis.

So, what’s the personality of your practice? �

“A recent survey foundthat the amount of prac-tices which conductabsolutely no training atall rose from 17% in2009 to 33% in 2011.Yet at the same time,managed care plans areforcing doctors to spendvirtually all their time inthe exam rooms.”


Continued from page 12

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The Allergan Commitment to Optometry Is Stronger Than Ever. With new programs designed for doctors at every phase of their career, there are more ways for us to work together than ever before.

Visit AllerganOptometry.com to access a world of possibilities for your practice.

©2013 Allergan, Inc., Irvine, CA 92612 ® and ™ marks owned by Allergan, Inc.ZYMAXID® is licensed from Kyorin Pharmaceutical Co., Ltd., Tokyo, Japan. APC05MW13 130367

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GOOD BUSINESS sense dictates thatyou would not hire additional staff unlessyour current staff is overworked, right? Imean, you are not going to hire someonesimply because you are nice, or becauseyour other staff members seem lonely,or because you want to add more half-fullTupperware containers to your refrigerator.

Instead, over the last six months,you have noticed that your staff is over-worked. They are overworked enough thatsome costly mistakes are being made. Yourovertime hours are creeping up, andemployees’ hours can run long enoughthat they become unproductive.Scheduling is difficult, staff are fightingover vacation time, and now employeemorale is suffering.

So, you bite the bullet and decide to addan additional staff member. You run anad, and you do all the right things abouthiring a new person. Whether that newperson is a seasoned veteran of the indus-try or a new-to-the business greenhorn,you have just made a bad situation worse!

What?

Think about it. The only reason youhired someone was because you hadenough work for him or her. Dependingon the number of hours the new personwill work, you have just reset the clock tozero. Now, you are back to where you weresix months ago. That might be just great!However, now you have to train this newperson, and your staff does not seem will-ing to do it. Can you really blame them?

Let us look at this from their point ofview, not yours.

You just admitted that they have beenoverworked for the last six months. Now,they are exactly where they were sixmonths ago, with the additional responsi-bility of training a new hire.

Excuses will include:

It is not my job to train people.

They should already know this stuff.

Why the heck would I train my replacement?

I am no good at teaching.

I do not have time to do what I need todo, let alone train someone else.

They make more than I do; why theheck should I train them?

I tried, but it is just easier to do itmyself like I always have.

Sound familiar? Do not get caught upin the right and wrong of statements likethese. Do not try to argue them or forcethem. They are normal human feelings inreaction to change. Change creates stress,and stress causes people to react inunconstructive ways. It will all settle overtime, just as it always has.

If you hired an experienced person, youwill need to train them on “how you dothings.” This will create conflict on multi-ple levels, and lead to animosity betweenthe old staff and the new hire. The newhire will not like having their skill levelquestioned. The old staff will not like anychanges the new hire brings.

PRACTICE MANAGEMENT

John Seegers, M.Ed., LDO, owner – OpticianWorks.com



Dealing with Training and the New HireLet me set the stage here: You have been running a successful business for at least fiveyears. You have made some good calls and some mistakes, learned from them, and youhave developed a good overall sense of what works for your business.

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If you hired the greenhorn, you will,with good reason, face even more hurdles.I’m not against hiring an inexperiencedperson. In fact, for a wide range ofreasons, you may be forced to hire aninexperienced worker, and may even be better off doing so. Still, the less anindividual knows, the more you (and your staff) will have to teach them.

So, what is the answer to managing theproblems of “training and the new hire”?Well, I am sure you will find a long list of“consultants” who would love to takeyour money and tell you how. You maytell yourself that you know best, and haveall the answers. You may even tell yourselfthat “My staff will do what I tell them to.”The truth is – there is no answer to thisproblem.

You do the best you can. It will help tofollow these guidelines:

The most important one: Find thetime. Bring your best people in early orhave them stay late. Sequester them in theback room for an hour each day throughthe week. You would manage if they wereout sick, or out to lunch, so manage whilethey are training! If your office does nothave enough cross-trained employees tomind the store for an hour and a half,then you need to address that.

Before you place an ad or mention theidea of adding additional staff:

• INVOLVE YOUR STAFF. Talk to yourstaff. Ask them what they need most.It might surprise you! Really talk tothem, and listen to them, either one-to-one or as a group. Make them feellike they are part of the success of thenew hire. This is honest; they AREpart of the success of the new hire.

• Explain why you are hiring in clearterms. Make it clear no one’s job is injeopardy. Tell your staff that you knowthey have been overworked. Tell themthat you are hiring someone newbecause you recognize how hard theyhave been working.

• Remember that the new hire worksfor you, but will work with your otherstaff. Get the staff ’s input on the hir-ing process, and consider allowingthem to be part of the interviewprocess.

• Let your established staff helpcraft the want ad and the jobexpectations. Before you actuallyhire someone:

• Expect at least one shadow day from apossible new hire. Wouldn’t youappreciate the opportunity to checkout a place before you accept a job?You get to meet and observe theemployee; the employee gets to meetthe staff and see how the office works;and it helps both sides feel each otherout. This helps the new employee besure they’ve made the right choice.Offer lunch as an incentive, and con-sider trying to set aside a half-hourwhere everyone can meet and greet.

• Be sure you actually call referencesand past employers. Do it. Follow up,make the calls, and get through to theright people. Lyndon Johnson wasright: Keep people talking, and theyare guaranteed to tell you things theyprobably shouldn’t!

Immediately after a new-hire:

• Pay a realistic salary. Set realistic goalswith pay incentives for meeting them.Consider a 30-60-90 day review

program. Explain it, implement it andstick to it. Should terminating therelationship become necessary, thiswill allow you a very graceful way out.

• If you are hiring a greenhorn,consider an incentive for the officestaff when they reach certain training goals:

• PTO, $50 Visa gift cards, a paidbonus.

• Do NOT offer lunch for the officeor half a book of Happy Meal certificates as incentives.

• Stay on top of training. Consider atraining program complete with abinder for tracking progress. If you donot do this, you only have yourself toblame when things don’t work out.Of course, I recommend the trainingmaterials available atwww.OpticianWorks.com.

After Hiring:

• Once the new employee is hired, allowthe new hire to suggest new ways ofdoing things. Do not make changesfor the sake of change, but accept thatsomeone with a fresh perspective canpoint out some things that you couldbe doing better. Recognize their contributions to positive change.

Bear in mind that bringing in a newhire is a stressful experience for everyoneinvolved. If it is not, then there is some-thing wrong with your workplace.Everyone working for you has enoughvested interest in the success of the practice that they worry about things.The new hire is worrying about doing agood job. The rest of your staff is worry-ing about making the new hire successful.You probably are worried about both. �

Progressivelenses.com

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Variable Polarized Lenses: The Affordable Creature Comfort

The same is true for your patients.Yes, clear prescription lensesmight be the necessity, but whynot enjoy all of the physical

comfort of wearing lenses that help eyesadjust to changing light better than theywould on their own? Why not embracethe peace of mind from knowing that eyesare protected 100% from UVA and UVB?Photochromic lenses are amazing. And thenew photochromic technology inTransitions Vantage lenses is even moreamazing. With variable polarization,patients can enjoy crisper, sharper vision,even in the brightest outdoor glare. Ofcourse, patients can live with clear lenses,but why not improve their everyday lifeexperience? The photochromic option is acreature comfort, a simple luxury, whichmost patients can afford.

Know the Product

Understand that Transitions Vantagelenses are sometimes better than clearlenses and sometimes better than traditional photochromic lenses worn aseveryday wear. These lenses are notintended to compete against polarizedsunglasses in the optical marketplace.

Transitions Vantage lenses are for everyday wear. The lenses have subtlecolor indoors, indiscernible to most people, and they automatically change twoways when your patient steps outside.They adjust the level of tint, depending

upon the overall brightness of the sun.The fully activated color is gray. Also, theyadjust polarization depending upon thelevel of tint. See Figure 1.

Changes in tint and polarization resultas UV light activates lens molecules.When activated, the molecules flatten,darken, and align to become polarized.The polarization efficiency varies from 0%to 89% depending upon the amount ofsurrounding UV light and the tempera-ture. The darker the lens, the greater thepolarization efficiency.

In environmental conditions wherepolarization enhances contrast and comfort, patients actually report thatTransitions Vantage lenses appear percep-tively darker than Transitions XTRActivelenses, the darkest everyday lens thatTransitions manufactures.

Though Transitions Vantage lenses arepolarized, no everyday photochromic lenswill replace sunglasses. During brightsunny days, patients benefit from fullypolarized sunglasses for protection and

comfort. Plus manypeople enjoy sunwearwhen driving.Transitions Vantagelenses will not darken behind thewindshield.

Know Your TargetMarket

When you add anew photochromicoption to your

product mix, your business objective is toaccurately match each individual patientto the best photochromic solution forthem. Therefore, you face two immediatechallenges. First, all eye care providersneed a method for identifying whichpatients will benefit most from the new technology. Second, they need tounderstand how the new product fits into the family of existing everyday photochromic options. TransitionsOptical addressed exactly these challenges.Before launching variable polarizationinto the marketplace, they invested inresearch to determine which patients will benefit most. Then they nestled theirnewest photochromic option within their existing family of products.

THROUGH THE LENS

Renee Jacobs, O.D., M.A.


Add Transitions VANTAGE Technology to your Product Mix


Figure 1: Variable Polarization

MANY OF US VIEW LIFE’S AMENITIES as near necessities. For example, could you live withoutan extraordinarily comfortable recliner, or a favorite pillow that enhances your sleep? What aboutyour remote control? Of course you can live without creature comforts, but if you have the wherewithal, then why not enjoy them?

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With this in mind, I reached out toMary O’Hara, Associate MarketingManager of Trade Communications,at Transitions Optical. Mary shared amethod you can use to achieve patient satisfaction:

1. Know the everyday photochromicoptions within your products ofchoice. You can find them in yourlab price lists, vendor websites, andyou can look them up in theTransitions Dispensing Guide:http://trade.transitions.com/resources/public/10004/Transitions_DispensingGuide_March2013.pdf

Consider creating your own productavailability chart. It might look somethinglike Figure 2:

2. Evaluate your patient’s prescrip-tion, lifestyle, and frame of choice.Then select the best lens materialfor great vision and comfort.Use your own chart to verify thephotochromic options. If yourchart matches Figure 2, and youbelieve that Trivex material is bestfor your patient, then you can offerTransitions VI, XTRActive, orVantage. Those are the availableeveryday photochromic options. Ifyou believe 1.74 index of refractionis the best material for yourpatient, then Transitions VI is theonly photochromic option shownon your chart. Take the time to talkwith your labs and vendors of

choice. Verify all of your pho-tochromic options. Make a tablethat is true for your office. Also,understand that photochromicmaterial availability is evolving.Therefore you might desire toupdate your table quarterly orsemi-annually.

3. Now that you know both yourpatient and the options available,recommend the right everydayphotochromic lens for yourpatient. If your patient is light sensitive, even indoors and whendriving a car, then recommendTransitions XTRActive. XTRActivelenses have some tint to relievelight sensitive eyes indoors. Of thephotochromic family of products,

XTRActive lenses are darkest whenoutside. They also have some colorbehind the windshield when driving. See Figure 3.

If your patient wants clear lenses whenindoors, then recommend a traditionalphotochromic lens. Transitions VI lensesare clear inside, darken whenexposed to UV light outside,and they do not activate whenbehind the windshield of a car.See Figure 3.

If your patient is using theireyewear indoors and outdoors,then recommend TransitionsVantage technology for crisp

vision and enhanced comfort. Vantagelenses are virtually clear indoors, and thephotochromic molecules align whenexposed to UV light. They become darkerand polarized when outside, but not behindthe windshield of a car. See Figure 4.

Mary O’Hara shared one more tip forsuccess. If a patient is currently delightedwith Transitions VI Gray, and also enjoysthe outdoors, then that individual is likelyto love Transitions Vantage variable polarized lenses.

Communicate with Key Words and Choice Phrases

Most opticians will agree that scripts, todescribe product benefits, are good andbad. It is good to communicate all of thelens attributes that will benefit any givenpatient. It is bad to sound insincere,rehearsed, or unnatural. Patients noticewhen you are uncomfortable with wordsor sentence structure that does not feelnatural to you. With that in mind,find your own words and phrases to communicate messages that resonate with patients in your optical.

Communicate that Transitions Vantagelenses protect eyes 100% from UVA andUVB. Communicate that adaptive every-day lenses help eyes adjust to changinglight better than they would on their own.Communicate that patients will enjoycrisper, sharper vision, in outdoor glare.Communicate that everyday lenses cannotreplace sunglasses.

Practice your own words and phrases.Help your patients understand the truebenefits of amazing lens technology. Ofcourse, patients can live with clear lenses,but why not improve their everyday life

Figure 3: Transitions XTRActive and Transitions VI

Figure 2

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1-800-OPTICAL

www.optogenics.com

What do you look for in an Optical Laboratory?

� FAST SERVICE

� ACCURATE, QUALITY PRODUCTS

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� OPTOGENICS = ALL OF THE ABOVE

experience? Know your photochromicproducts. Expand your product mix toinclude the new polarized photochromiceveryday option, Transitions Vantage lenses. Then successfully match eachpatient to the product best for them. Yes,clear lenses may be the necessity. However,the photochromic option is a creature comfort, a simple luxury, which mostpatients can afford. �

“If a patient is currently delighted with Transitions VI Gray, andalso enjoys the outdoors, then that individual is likely to love

Transitions Vantage variable polarized lenses.”

Figure 4: Transitions Vantage Lenses Darken and Polarize

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They are an indispensablepart of the office routine. Theymake the office visit a pleasantand positive experience, bothfor the patient as well as thedoctor. To those many supportpersonnel who daily carry thebanner for our professionalsand provide a good name forour patients and customers,we salute you and extend ourthanks. We tip the proverbialhat to you. However, the “oddmisfit” appears periodicallyand blemishes the good recordof the majority.

Some years ago I was desperate enoughto seek out a rare incantation which, ifsuccessful, would enable me to cause mysecretary, at that time, to disappear intothin air and out of my office, forever.Labor laws prevented me from firing herwithout an airtight cause, not to mentionthe subsequent rise in my unemploymentcompensation fund rate. Additionally, Idid not relish the fact that I must inter-view new applicants.

Such a course is time consuming andpregnant with frustration. Also, the resultsmay be misleading. Why, you may ask, doI say misleading? I’ll tell you why. Mytroubles began when I hired what Ithought was an honest and straightfor-ward person to be my secretary/reception-ist. What I thought was honest opinionand straight forwardness turned out to besarcasm and flippancy. What I thought

was cute conversation grew into abrupt-ness and rudeness. For example:

Patient: I would like to speak to the doctorSecretary: He’s busyPatient: (Silence)Secretary: (More silence)Patient: Then let me make an appointmentto see the doctor on...

The above telephone scenario wasreproduced with nauseating regularity inthe office reception area. Her, “What doyou want?” greeting could chill the bonesof the Terminator.

After six months of trying to under-stand her difficulty in learning properpatient rapport, it occurred to me that Irarely heard her say “please” or “thankyou.” When I confronted her with thisobservation, she replied, “I only have toplease the Lord, no one else.”

Well, there’s no one whoappreciates the Lord more thanI do, but when the Lord givethus the choice between a pleas-ant countenance and a grumpyattitude, the Lord wants us tochoose the former. Besides, Iknow a fanatic when I see oneand she was one if I ever sawone. Her odd ball reputationbecame viral among my col-leagues who phoned the officeonce in a while and spoke toher just for their amusement.On one occasion, a patientasked her for her opinion of aframe selection. She stared at

the patient and replied, “No comment.”During the post mortem of this episodeshe indicated to me, “It looked ugly and Ican’t tell an untruth.” I’ll say this for her;she may lack points in diplomacy, but inhonesty, she could outdo GeorgeWashington.

Right from the start I should have beenprepared for the worst. Further investiga-tion of her job resume revealed that thelast three eye care professionals sheworked for went into bankruptcy. Andthey were in areas where there existed ashortage of optometrists. After a period of approximately six months this recep-tionist from hell informed me that shewished to leave my service. She appearedapoplectic when I reacted too quickly byoffering her immediate help in obtaining anew position...elsewhere. I hummed atune from “Oklahoma” for the rest of the

Elmer Friedman, OD



SECOND GLANCE

My “Unique” EmployeeIT IS A RECOGNIZED FACT IN THE WORLD OF EYE CARE PROFESSIONALSthat those who are at our sides as assistants, secretaries, technicians, etc. are integral to the practitioner’slivelihood. Fortunately, our field is blessed with an abundance of competent, well qualified individuals.

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day. She obtained a position in a healthcenter where her many behavior distortions can be tended to right on thepremises. I said, “Take my secretary,please.” And someone granted my wish.

Today there is a plethora of informationabout employee training. Frequently,articles can be seen in our journals whichdescribe, in detail, job prerequisites,description of duties, hours, pay expecta-tions, vacations sick benefits, uniformsand the designated colors of the differentinks used for different purposes. Oncehired, they are expected to keep up to dateon developments in our field. They arerequired to attend staff meetings on a regular basis, and fill in expertly when afellow employee is absent. How I wishthat such a guide or manual was availableto me before my cataclysmic experiencedescribed above occurred. Of course thereis a possibility of unfulfilled expectationsby an employer whose sights are set veryhigh. What employee is so perfect thathe/she can pass the tests that perfectionimposes?

It would be important that an employeruse good judgment with generous helpings of common sense. I mean goodold fashioned “horse sense,” “mother wit,”“street smarts,” and “feet on the ground”common sense. Also, we must understandthat common courtesy, empathy, goodmanners and a nice smile can accomplishmore to smooth an office problem thanany new fangled computer, iPad oriPhone.

We should look for traits in ouremployees that suggest insight and goodjudgment. Inflexibility and fixed habits onthe part of an employee may be a warningsign for the employer that there may beconflicts soon to appear on the horizon ofthe work place. A high I.Q. may be niceand may help to produce a very efficientoffice receptionist, but if the worker isrude or blunt with a patient, then whatvalue is that person to you or your prac-tice? An employee who asks intelligentquestions is more acceptable to anemployer than the super-intelligent per-son who is unable to apply his/her talentsin the work arena in concert with fellowstaff members. It is a question of teammentality. It means occasionally sacrific-ing comfort and conveniences so that therecipient of our services is the ultimatebeneficiary.

Let’s cook up a perfect dish which wecan call “Le Employee Extraordinaire.”

INGREDIENTS: A double portion ofsmiles and good humor, a dollop of intel-ligence, at least one gallon of commonsense, a cup of cheerfulness filled to thebrim, a dash of neatness, equal quantitiesof dedication and responsibility, and avery small pinch of powdered worry.(Note: Employees whose duty requiresthem to deal with insurance payers maydesire to double the portions to covertheir increased needs.)

INSTRUCTIONS: Carefully mix cheer-fulness with the double quantity of smilesand good humor until a bubbly, happy

consistency results. Gently add the intelli-gence, carefully folding it slowly in themix so it does not damage the sweet tasteof the smiles and humor. At this point addyour pinch of worry which should be justenough to insure a blending of the ingre-dients without causing long term bruisingof the recipe. At your leisure, you maynow add a dash of neatness to maintaincompatibility of the ingredients.

Heat gently but keep the temperatureslow to avoid boiling over. Transfer yourresult to a very large bowl as you add theequal amounts of dedication and respon-sibility, described above, and beat it untilit becomes a delightful froth. Pour it allinto a mold of your choice (a heart shapeis recommended), add the liberal batch ofcommon sense and watch it rise and takeshape when warmed over. Finally, sprinklethe surface with a prudent amount ofspices to add zest and zing to the finalproduct. Your yield will be...a perfectemployee.

Do not shake, rattle, irritate, push,pull or press the delicate mold until a protective crust forms. Do not removeyour perfect employee from the molduntil completely mature and ready toserve. If you follow the simple directions,faithfully, you can be a proud chef whohas been able to cook up your very own,personal, home grown employee. Withtender, loving care you can enjoy the fruitsof your labor and the results of yourinventiveness for many happy years.

Don’t just stand there. Get busy. �

Remove fingerprints and other annoying dirt specks with Clarity® Lens Cleaner. Our sprays and moist towelettes offer a pH neutral formulation and effective lens cleansing. Plus they are AR friendly. At the dispensing table, Clarity helps build relationships. At home, Clarity helps prevent remakes and build loyalty every day.

Contact us today! 800.883.6266www.nanofilmproducts.com

Fingerprints come Fingerprints go

Home of Clarity Brand Products

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US OPTICALReceives Trademark for DIGITAL AR®

“We are delighted to have received US TrademarkRegistration No. 4,348,220 on June 4, 2013 for ourDIGITAL AR®,” stated co-owner Ralph Cotran, “webelieve DIGITAL AR® complements our Digital HDophthalmic lenses and represents an opportunity toprovide the American consumer, through our eye careprofessional customers, a superior AR coated lens at areasonable price. This is a tremendous opportunity forUS Optical and its customers.”

Digital AR® is produced by US Optical and is theperfect match when applied to freeform HighDefinition (HD) lenses. Digital AR® further protects thelenses and enhances the optics and overall cosmeticsof digital lenses. Digital AR® is also excellent for nonHD lenses. In addition to reducing light reflection andprotecting the lenses from scratches, this AR makestraditional lenses more cosmetically appealing.

Other benefits include: Super hard protective coating; two year warranty; easy to clean lenses due to slick hydrophobic coating; nine layers of Anti-Reflective coating; top coat protective layer eliminatesslippage during edging. For more info go to:www.usoptical.com

US Optical LLC has been granted a trademark for “DIGITAL AR” from the U.S. Patent and Trademark Office.

Essilor to Acquire Full Ownership of Transitions Optical

Essilor International and PPG Industriesannounced last month that the companies havereached an agreement for Essilor to acquire PPGIndustries’ 51 percent stake in Transitions Optical.Essilor has held a 49 percent share of TransitionsOptical since the joint venture company’s formationin 1990. The transaction, valued at $1.73 billion atclosing, also includes the acquisition of Intercast, aleading supplier of sun lenses. The acquisitions willsignificantly strengthen Essilor’s position in both thephotochromic and sun lens segments.

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To advertise, call 800.914.4322,or visit www.ecpmag.com

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ADVERTISER PAGE # PHONE # WEB SITEAllergan 29 800-433-8871 www.allerganoptometry.com

Balester 13 800-233-8373 www.balester.com

CNS Frame Displays 42 877-274-9300 www.framesdisplays.com

Coburn Technologies 25 800-262-8761 www.coburntechnologies.com

Eyevertise 43 847-202-1411 www.eyevertise.com

Eyewear Designs 11 800-645-6596 www.eyeweardesigns.com

Fatheadz 21 800-561-6640 www.fatheadzeyewear.com

FEA Industries 17, 35 800-327-2002 www.feaind.com

Grimes Optical 45 800-749-8427 www.grimesoptical.com

Hilco 19 800-955-6544 www.hilco.com

Hoya INSIDE FRONT 800-818-4692 www.thehoyafreeformcompany.com

ic! berlin FRONT COVER 646-257-5716 www.ic-berlin.de

i-see optical 32 800-257-7724 www.iseelabs.com

J.F. Rey 9 877-889-1429 www.jfreyusa.com

Marcati Optical 47 866-627-2284 www.marcatioptical.com

Marco BACK COVER 800-874-5274 www.marco.com

My Vision Express 44 877-882-7456 www.myvisionexpress.com

ADVERTISER PAGE # PHONE # WEB SITENanofilm 40 800-883-6266 www.nanofilmproducts.com

Nassau Vision Group 27 800-526-0313 www.nassau247.com

National Lens 15, 27, 43 866-923-5600 www.national-lens.com

Nellerk Contact Lens Cases 44 607-748-2166 —

Optical Specialists 41 503-807-6674 —

Optical Practice Marketing 33 800-651-6404 www.opticalpracticemarketing.com

Optical Women’s Association 22 972-233-9107 www.opticalwomen.com

Opticom 23 800-678-4266 www.opticom-inc.com

OptiSource 39 800-678-4768 www.1-800-optisource.com

Optogenics 37 800-678-4225 www.optogenics.com

Signet Armorlite 5 800-759-4630 www.KODAKLensPromo.com

Tech-Optics 44 800-678-4277 www.techopticsinternational.com

Three Rivers Optical 31 800-756-2020 www.threeriversoptical.com

Trevi Coliseum 42 866-923-5600 www.national-lens.com

US Optical 33 800-445-2773 www.usoptical.com

Vision Systems 45 866-934-1030 www.Patternless.com

Advertiser Index

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SPF What?

What dreamer wrote that –vacation schedules to juggle, slower business, noone is in when you call or

email them, and an over arching concernthat, “I really should be playing golf”

On top of this I’m covered with spots.

An annual visit to my dermatologistresulted in a whole bunch of keratosesbeing cryo’ed. Mostly on my face.Causing clients to look at me strangely.You can almost hear them thinking, “Is it contagious?”

What is conta-gious is stupidity,for years startingas a child – Ihave sought, ifnot the perfecttans, at least apretty good

one. Not George Hamilton good, just a little color to banish the New Englandpasty white winter complexion – thatmakes you look like you were just releasedfrom long-term incarceration.

Knowing what I now know, I shouldhave stayed inside reading comic bookswhen I was 14 instead of running up anddown Sandy Neck beach on Cape Codgetting fried.

My aunt and mom were great believersin the power of home remedies to dealwith extreme sunburn, peeling square feetof skin off, brewing tea and sponging it(cold) on the burn. Also exhortations tojump in the ocean, “The salt water will doit good!” (Also for the inevitable poisonivy outbreaks as well)

Over the years I never really paid muchattention to sun block, it was an expensivegoo that meant less beer and fried clamsyou could buy with your limited budgetwhile on vacation.

(If you used sun block at all back in theday it was smeared sparingly on the backof your neck, your nose, and exposedforearms and in those days it probablywas SPF 10.)

“UV” – what is that? Now we know, “It’sdangerous folks!” Not for nothing do weneed to protect our delicate epidermis.

Surgery to remove suspicious freckles,annual visits to the dermatologist, andmonthly personal checks of all the littlelumps and bumps our skin acquires overthe years. When you’re young is definitelythe time to start using protection.

Abusing our skin in the summer time isa national pastime and is aided and abet-ted by beer commercials with scantily cladyoung things cavorting around outdoors,beach volleyball broadcasts – bikini much?

The Tour de France, auto racing programming (sitting for hours watching cars roar around and around while youare baking in the glow reflecting from thealuminum bleachers at Loudon) even golfprogramming glorifies sun worshipping.

At minimum UV protective clothing,good quality sun block, and naturallygreat sunglasses should be de rigueur for all of us.

In addition to lecturing our customers(patients, clients, whatever) about thewonderful UV blocking capabilities of theeyewear we are suggesting they buy, wemight drop in a hint or two about pairingthe Kaenon’s or Rudy’s with a tube of SPF85 cream. Might be a good idea to giveout a sample and a pamphlet about sunsafety as well. ■

LAST LOOK

Jim Magay, RDO

SUMMER TIME AND THE LIVING IS...EASY?


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How will your patients be impressed?• Significantly shorter exam times• Patient verification of old vs. new Rx – instantly• Educational tools that graphically display all diagnoses• More time with you in face-to-face consults• Time to spend in optical selection and fittings• Fewer remakes in their lens Rx• Solutions to day/night vision frustrations• A new high-tech examination experience• A completely enhanced patient experience

What’s not to talk positively about with friends and family?

XFRACTION:WAVEFRONT OPTIMIZED REFRAXION

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Does your practice inspire patients to refer your services to others?

In less than 60 seconds, the OPD-Scan III harvests 23 critical diagnostics and determines which patients can achieve 20/20 vision with minimal refinement. The TRS-5100 then completes the needed refinement or traditional refraction, with digital speed and accuracy.

A patient’s complete optical pathway and total visual system is assessed.

it will.

800.874.5274www.marco.com

*Data based on national averages.

AUG2013_Marco.qxd 7/22/13 11:27 AM Page 2

Documents

August 2013 Issue of EyeCare Professional Magazine