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Why do some independent optometry practices continue to thrive while others struggle with staffing shortages, burnout, and stagnant growth? According to Dr. Kurt Steele, the answer has far less to do with marketing or business metrics than most practice owners think. The real driver of growth in optometry practice is culture.
After spending more than three decades building a rural Tennessee practice from approximately $300,000 in annual revenue to more than $4 million, Dr. Steele has discovered that lasting success begins by investing in people before profits. His philosophy challenges conventional practice management advice, arguing that exceptional patient experiences are created by empowered, well-trained teams—not by doctors trying to do everything themselves.
In this conversation with Dr. Darryl Glover, Dr. Steele shares practical leadership strategies that helped transform his practice, including how to create a culture employees never want to leave, why continuous training outperforms one-time onboarding, and how meaningful KPIs should support—not replace—great leadership.
The Blueprint Behind We’re Not Selling, We’re Winning
The conversation centers around the same philosophy that inspired Dr. Steele’s bestselling book, We’re Not Selling, We’re Winning. Written as the guide he wishes he had when he entered private practice more than 30 years ago, the book provides a practical roadmap for independent optometrists who want to build thriving businesses without sacrificing their quality of life. Throughout the podcast, Dr. Steele emphasizes that the systems described in the book were developed through decades of real-world experience growing a rural Tennessee practice from approximately $300,000 to more than $4 million in annual revenue while creating a workplace where employees genuinely enjoy coming to work.
The message is particularly timely as the number of independently owned optometry practices has declined from nearly 75% of the profession to fewer than half. Rather than encouraging doctors to sell their practices, Dr. Steele argues that independent ownership remains one of optometry’s greatest strengths when supported by effective leadership, intentional culture, measurable business systems, and continuous team development. His book serves as a blueprint for helping practice owners grow confidently while preserving the future of independent optometry. As he shares throughout the podcast, when independent practices succeed, everyone benefits—the doctors, their teams, their patients, and the profession as a whole.
Put Your Team Before Your Metrics
One of Dr. Steele’s biggest lessons came early in his career. Instead of trying to minimize payroll, he chose to invest in his employees through better compensation, expanded responsibilities, and continuous development. That decision allowed him to spend more time where he created the most value, caring for patients.
His philosophy is simple: patients are best served when the team feels valued first. Rather than viewing staff as an expense, practice owners should see them as the engine that powers every patient interaction. A motivated, confident team creates better experiences, improves efficiency, and ultimately fuels long-term practice growth.
Build a Culture People Want to Stay In
Staffing remains one of the greatest challenges facing independent optometry, but Dr. Steele believes retention starts with culture, not compensation alone.
He encourages practice owners to regularly ask their teams three important questions:
- What are we doing well?
- What is preventing us from being even better?
- What would make this a career instead of just a job?
These conversations create ownership and give employees a voice in improving the practice. When team members feel heard, trained, and appreciated, they become invested in delivering an exceptional patient experience.
Training Never Stops
Dr. Steele compares team development to professional sports. Elite athletes never stop practicing, and eye care teams shouldn’t either.
Many practices train employees once during onboarding and assume they’ll retain everything for years. Instead, he recommends ongoing education, cross-training, and regular coaching sessions. Continuous learning not only strengthens clinical operations but also keeps employees engaged and confident in their roles.
Investing in education is often far less expensive than replacing talented team members.
Let KPIs Guide Better Decisions
Once culture is established, meaningful KPIs become powerful management tools rather than numbers on a report.
Dr. Steele emphasizes tracking metrics that directly influence profitability, including occupancy costs, staffing expenses, frame inventory, and daily revenue. More importantly, he explains that these numbers should drive decisions—not simply be reviewed after the fact.
Every practice is unique, however. Benchmarks should always be interpreted within the context of a practice’s patient demographics, geographic location, and business model instead of chasing national averages that may not apply.
Why Independent Optometry Still Matters
As consolidation continues throughout healthcare, Dr. Steele remains passionate about preserving independent optometry. Independent practices often have greater flexibility to support their communities, invest in their teams, and make decisions that prioritize patients rather than corporate objectives.
He believes leadership is ultimately what separates thriving practices from struggling ones. Doctors who develop strong teams, establish accountability, and create an empowering workplace give themselves the opportunity to focus on what they do best—providing outstanding patient care while building a sustainable business.Â
