Empowering, Not Assuming: Rethinking Patient Advocacy in Optical

How a Well-Intentioned Habit Can Limit Patients—and Practices

One of the things I love most about our profession is how fiercely opticians advocate for their patients. Some of us enjoy being salespeople, but many of us cringe at that description. We care deeply about the people in our chair and want the very best for them.

At times, that can feel at odds with a practice’s financial goals: increasing revenue, capture rate, and average sales price.

But what if I told you that you can advocate for your patients and improve the metrics that keep your practice growing?

I’ll age myself a bit here, but I’m often reminded of the film Pretty Woman. Julia Roberts’ character walks into a high-end clothing boutique and is immediately snubbed by the salesperson based on her appearance. She leaves and later returns, arms full of shopping bags, just to deliver the now-famous line: “Big mistake. Big. Huge.”

In optical, we would never intentionally treat a patient that way—but sometimes our assumptions can quietly lead us in the same direction.

The thought process can sometimes sound like this:

"I don’t want to make the patient uncomfortable.”

"I don’t want to end up in an awkward moment if they can’t afford the frame they really like.”

Those thoughts usually come from a good place. But this is where intention and impact can diverge. Much like Julia Roberts’ character in that boutique,

We may believe we are protecting a patient from sticker shock. In reality, the patient may feel judged—or worse, dismissed.

If it feels like many patients are financially stretched right now, you’re not wrong. Savings rates in the U.S. are relatively low. But spending habits tell a more complex story. Americans still spend significant amounts each year on things like cosmetics and skincare, dining out, coffee, pet supplies, streaming services, electronics, and vacations.

The point isn’t how people spend their money. The point is that people spend money on what they value.

When we present premium lenses or luxury frames only to certain patients, are we truly advocating for them? Or quietly limiting their options?

Doesn’t every patient deserve to see the best solutions available?

True advocacy isn’t about steering patients toward the cheapest option. It’s about making sure every patient understands the best solutions available—and trusting them to decide what they value.

Imagine taking your mother to have her hearing tested. After the exam, the technician—or even the doctor—leads with what your mother’s insurance will cover. The hearing aids covered by insurance might offer some improvement, but they won’t fully address her hearing loss.

Later, you discover that a far better solution existed—but it was never mentioned because it was more expensive, and someone assumed you wouldn’t be willing or able to pay for it.

How would that feel?

I had a similar experience when I carefully saved and planned to purchase my first new car. I arrived at the dealership excited and ready to buy, but the salesperson immediately steered me toward the used car lot, perhaps assuming that because of my age—or my gender—I wouldn’t be purchasing a new vehicle.

Well, I didn’t purchase one from that salesperson.

What I’m suggesting is simple: present the full range of solutions to every patient, every time.

Our role isn’t to limit choices or make financial assumptions—it’s to help patients decide what matters most to them.

Of course, some patients will ultimately prefer more economical options, and that’s perfectly okay. As the expert, you can help tailor the right solution to their needs. That process happens through empathetic listening, confident presentation, and clear communication about the available options.

When you approach the conversation this way, you’re not “selling.” You’re guiding patients through solutions that can genuinely improve their daily lives.

And when patients feel informed, respected, and empowered to choose what’s right for them, something remarkable happens: the business metrics tend to take care of themselves.

Article written by Britt Scott