Like so many of us, I got into the field of ophthalmology by chance. A career in management was not a goal at that time — I was just trying to get my foot in the door. Yet, unbeknownst to the young me, once you fall in love with this amazing field, you never want to leave.

Here, I discuss my career journey, one that has led to more than 20 years in leadership positions and continued joy and learning. And while the journey of each ophthalmic professional is unique, there is good news: With hard work and dedication, similar career pathways often are available for each position in the office. In fact, many practice administrators or lead technicians started their careers at the front desk or call center.

LASIK changed my life

I entered the field of ophthalmology in 1996 as a scheduling coordinator, right before the FDA approved laser-assisted in situ keratomileusis (LASIK). Once LASIK received approval, my life changed forever. Recognizing the demand for LASIK would be huge and require practices to establish a refractive coordinator position, I pursued the opportunity to develop this role. I hustled presenting seminars and booking appointments and procedures. The business grew, and, in 1997, I progressed into a business development manager who trained coordinators and helped build the business. I was having the time of my life!

In 1999, one of the practice’s surgeons decided to start his own practice. I inquired about an opportunity to be part of this journey. Joining the new practice, I continued to do what I loved as a mid-level manager who trained and led the refractive and surgical coordinators inside the practice, while also building the awareness in the optometric community outside the practice.

Could I make the leap?

Five years later, our practice administrator announced she was leaving to run her father’s company. It was an excellent opportunity for her, but what would this mean for us? I was asked to pick up some additional responsibilities, mainly in the human resources realm. I had confidence in myself and the ambition to think I was ready to run the show. But when I threw my hat in the ring for the practice administrator position, I was told, “Let’s just wait and see.”

Many in my position would have taken this response as a lack of trust. Yet it could also be a leap of faith — that is, let me prove what I can do. And hopefully I don’t fail miserably.

Was I ready for this next giant leap? As time went on, my dedication to take on this role was apparent to the physician owner and fellow staff. Embracing the opportunity, I fearlessly dove into each challenge with moxie. Growing up, the strong female role models in my life instilled in me that if I worked hard and put my mind to something, I could accomplish it.

The lesson paid off. In 2005, I was named the practice administrator and became the “boss.” In my mind, everything fell into place. I had made it. But did I?

The challenges of being a young female administrator were not for the faint of heart. As a young woman, I felt invisible. I made so many mistakes along the way. Looking back at my younger self, I cringe at some of my decisions and attitudes. I was not always taken seriously and had to work even harder to prove myself.

For example, I hadn’t yet developed the emotional intelligence needed to provide compassionate leadership to my team. I kept my battle armor on and my relationships with staff superficial and operationally-focused to avoid getting hurt or feeling badly if I had to discipline or terminate an employee. Without compassionate leadership and not understanding my own inherent biases, I lost numerous employees during my developmental years as a manager. It took a lot of self-awareness, a lot of work, and an open heart to learn:

• I could be a loving and compassionate leader and still may get hurt along the way.
• The challenges we face and how we respond to them ultimately makes us stronger.

Lifelong lessons from the “school”

I also learned from the school of hard knocks to navigate through my journey. And there was so much to learn through the process, including three valuable lessons:

1. Know yourself. Understand your strengths and weaknesses — what you are good at and what you are not good at. For example, early in my tenure as practice administrator, our bookkeeper resigned after she had her third baby. I stepped in and was up to the challenge. Beyond the added responsibility, learning the books would enhance my knowledge beyond just reviewing the P&L report. I wanted to take it on.

After a few months, however, I was in way over my head. Taking on too much responsibility, I felt stretched too thin and was concerned every day that I would make a major error.

It was intimidating having to admit to the physician owner that this skillset was not my strength. While it was a scary conversation to have, it was met with appreciation for my honesty, and we immediately began the search for a permanent bookkeeper. Honesty and self-awareness are traits that will benefit you not just in your career, but also in your life.

2. Invest in yourself. I have always had a thirst for knowledge and hold a strong belief that knowledge is power. You can never stop improving. To gain knowledge on a high level, consider attending the national society meetings, such as those presented by the American Society of Ophthalmic Administrators and the International Joint Commission on Allied Health Personnel in Ophthalmology. Not only is this a great opportunity for learning, but you can also network and develop lifelong relationship with colleagues from around the country. Make it a personal goal and request of your team to always come away from every meeting with at least one take-away — that one thing you learned that you would like to discuss and implement in the practice. Outside the major annual meetings, attend live webinars on a multitude of management topics.

There are so many opportunities to be connected and to learn within the industry. For example, I have found my daily commute to be the perfect opportunity to listen to audio books and podcasts on management and self-improvement. Any opportunity to invest in yourself will not be wasted, as you’ll find you can learn and apply some very useful tools and techniques to advance your team and career.

3. Lastly, but perhaps most importantly, make self-care a priority. In addition to my role as a young manager, I was also a wife and mother. It was very hard to commit to taking care of myself when I had so many others to take care of. I made tremendous effort to make my physical well-being and my mental well-being a priority. Not only did prioritizing my health enhance my ability to lead, but I was also a better wife, mother, and friend. When you are burned out, you are not as productive, can be hard to get along with, and may even get passed over for a promotion because you are too stressed out.

Eating well, getting quality sleep, drinking more water, and taking part in some form of daily exercise is proven to provide balance, stress release, and mental clarity.

I also highly recommend adding in a meditation practice. Adding meditation has taken my leadership to the next level. I have become more compassionate with those I’m leading and with myself. Developing healthy mindful habits may feel overwhelming at first, so take it in baby steps. Commit to one self-care change at a time. Prioritizing yourself is truly the greatest secret to your success.

The journey continues

So had the young me "made it?" Have I made it now? I have learned many things, but I am never done learning. That’s what has made this journey so much fun.

I don’t know if I have made it or ever will, but the journey has been and continues to be well worth it. OP

Ms. Jacobs is executive vice president of operations at Chu Vision Institute, Bloomington, MN.