EyeWorld is the official news magazine of the American Society of Cataract & Refractive Surgery.
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MAY 2020 | EYEWORLD | 71 I Contact Rabourn: brabourn@medcgroup.com Coordination Regular day-to-day operations within an ophthalmic business will likely be impacted by the crisis, as many are seeing with COVID-19. Regular roles and responsibilities may shift as new priorities arise. A lack of clear coordina- tion is what leads to chaos. Who should be doing what? Adjusting accordingly is crucial and may even include creating temporary (or permanent) new roles. For example, who will be in charge of the expanded communication efforts? Based on the number of your pa- tients, employees, and professional contacts, is one person enough to coordinate this alone? Should it be done internally or outsourced? Use that input from your employees to identify areas of need and select the best person for the job. Conclusion The most important thing to remember is that every crisis has an end. Rely on a crisis strategy bolstered by communication and streamlined by coordination to endure. The more thought- ful you are in the choices you make for your business during a crisis and the less knee-jerk reactions you fall prey to, the stronger you will come out the other side. Additionally, remember that communica- tion is a two-way street. While you are inform- ing these parties, be sure to reach out for input as well. Ask your patients about their concerns. Consult with your key doctors, nurses, tech- nicians, and staff to both check on employee emotional health and gather opinions to form the crisis plan and evaluate its effectiveness. Finally, reach out to your professional con- nections. For example, during COVID-19, ask your consulting, accounting, or legal team for guidance and the latest updates on govern- ment-funded financial assistance. Ask con- sultants if you need help selecting the right combination of mediums (your website, social media, digital ads, print ads, etc.) to communi- cate your messages. While you may eventually find it necessary to drop or reduce programs to conserve funds, consider first asking if tem- porary renegotiation or delay of contracts or agreements is an option. All of these actions may help you form a more effective crisis plan, while also fostering your current relationships. These people are valuable to your business. Treat them in a way that shows you are aware of that fact because you will need them just as much at the end of your crisis as you did before it.