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IT’S ON THE BOOKS:I never set out to be an author

A technologist finds a new avocation when she asks: What is the difference between the ordinary and “EXTRAordinary” tech?

BY SHARON ALAMALHODAEI, COMT

In my 22 years as an ophthalmic practice administrator, COMT, and ophthalmic educator, I have hired and trained thousands of ophthalmic medical personnel. Over time, I became curious as to what made the difference between ordinary (“just adequate”) techs and “EXTRAordinary” techs.

The “just adequate” tech does a pretty good job but no more. In contrast, “EXTRAordinary” superstar technicians set themselves apart by being highly professional. They require little supervision and demonstrate initiative, teamwork, and leadership skills. In short, they have discovered and ARE their personal best.

Two valuable questions

To discover what others thought made the difference between these two types of technicians, in 2012 I surveyed ophthalmologists and ophthalmic practice administrators nationwide. I asked just two questions:

• What do you value in a tech?

• What would make a tech indispensable to you?

From thousands of replies, I culled the top 11 traits. This was valuable information that every ophthalmic technician should hear!

The survey results were the basis for the course, “How to Be The Tech Your Doctor Can’t Live Without,” which I presented at the annual JCAHPO meeting. Audience members told me the course inspired them. Their reactions convinced me to share the information with a wider audience. That is how my first book, How to Be the Tech Your Doctor Can’t Live Without, was born.

A much-requested sequel

Readers of my first book asked that I write another book to inspire and elevate the functioning of the entire eyecare team — not just technicians. As a result, 10 Steps to a Phenomenal Patient Experience — Customer Service Secrets for the Eye Care Team was published in 2014. This book reveals how team members can enhance the patient’s experience, manage common problems that cause patient waits, maximize patient flow, and influence patients’ perception of the passage of time — in short, provide a level of service that will make your patients steadfastly loyal.

Many practices tell me that they use my books as a framework for staff meetings. Others give them to new hires to communicate expectations.

I never set out to be an author. It’s naturally evolved into an unexpectedly satisfying and exciting avocation. It’s gratifying to share these messages and to hear how readers have been motivated and inspired to discover — and BE — their personal best. OP