Managing Change in Different Chapters of Practice

Clinical Scorecard: Managing Change in Different Chapters of Practice

Category	Detail
Condition	Managing staff and leadership transitions in an optometric practice
Key Mechanisms	Retirement, illness and death, relocation, commute-related departure, and hiring changed the practice’s staffing and routines.
Target Population	Leaders and staff in optometric practices navigating staff or leadership transitions
Care Setting	Optometric practice

The author describes a year of multiple staff and leadership changes at an optometric practice.
The article emphasizes communicating what is known and unknown during periods of uncertainty.
Leaders are encouraged to ask staff how they are doing, listen, and acknowledge that change is difficult.
The author identifies employees’ patient knowledge, systems knowledge, and day-to-day work as essential to practice function.
The article frames leadership through change as recognizing past contributions while moving into a new phase.

The author recommends telling staff what is happening, what is known, and what is not known during uncertainty.
Ask staff how they are doing, listen, and acknowledge that change is hard.
The author expresses gratitude for the contributions of people who helped shape the practice.

Not discussed; the article focuses on practice leadership and staff.

Not applicable; no patient treatment or prescribing information is provided.

The author describes communicating openly with staff during uncertainty, listening to their responses, and acknowledging that change is hard.
The author describes sharing her own grief with a staff member during a difficult conversation.
The author emphasizes employees’ knowledge of patients, systems, and established workflows.