Peter Greedy on the value of emotional intelligence in optometry practice

At 100% Optical 2026, he spoke to OT about the value of emotional intelligence, what practices can do to bolster the wellbeing of their staff, and why asking the right questions is the key to unlocking wellbeing in the workplace.

Could you tell OT about the talk that you have just presented?

I was chatting about emotional intelligence, and how to use it in toxic relationships. Emotional intelligence is how we relate to people. A lot of people think that people either have it or don’t have it, but actually it’s a set of things that anyone can learn, practice, develop and get better at.

One of the reasons I was chatting about it was because it’s a conversation I’ve had with lots of people here, over the weekend. With the advent of artificial intelligence, and all the clever things it does, it is still not able to connect on a human level. It can do amazing processing for us. I think one of the differentiators for people going forward is our ability to connect with people and relate to people. One of the main things that we can develop in that, to connect better, is emotional intelligence.

I think one of the differentiators for people going forward is our ability to connect with people and relate to people

Why is it important to talk about emotional intelligence at a big event like 100% Optical?

I think it’s just something everyone needs. At 100% Optical, the main audience is professionals: a lot of them are optometrists or dispensing opticians. They are people who are constantly interfacing with clients, patients, and customers. I was particularly addressing work relationships, but as an optometrist myself, I often use examples of how I connect with my patients in the consulting room. For any practitioner who is developing relationships, I explain that, if they can connect with that person at a level they have not experienced before, they will recognise that and appreciate that.

Secondly, they’ll think, ‘Actually, that person understood me better than anyone else understood me.’ That engenders loyalty from that patient, so they’re likely to come back to you. They will tell other people about that too: ‘this person I just had my appointment with understood what I talking about, and helped me understand the problem.’ That will be the best service and care that they have experienced. That will add to your bottom line from a business perspective, because they are more loyal and they’re referring people into you.

Understanding that we can choose how we behave is a real mindset shift for some people

What is the most common question you get from eye care practitioners about this subject?

They don’t realise they could learn this. It’s like the question of whether you are an introvert or an extrovert – there are ways that we can choose to behave that might be slightly different to what our natural preference is. So as an example, I’m an introvert, but if I’m going to give a talk, I’ve got to behave in an extroverted way. We might have a natural tendency in one direction, but understanding that we can choose how we behave is a real mindset shift for some people. That whole concept of, ‘I didn’t realise I could learn this. I just thought it was for other people’ is one of the main things that people will ask me about.

What do you think is a key action that practices could take to support their team’s wellbeing overall?

When it comes to wellbeing, I think the toughest thing is that everyone is under pressure. Yes, practices are a caring environment, but they are usually also a commercial environment, and that puts a lot of pressure on everyone. Things that get squeezed include time in general, and giving time to personal development, rather than constantly focusing on practice KPIs, how many tests you’re doing, average sale value, and so on.

In building the relationships, sometimes you have got to take that longer term view: ‘what am I investing now to build my practice for the future?’ Rather than, ‘what am I just doing now to hit my weekly sales target?’ [Practices should be] investing in people, helping people to develop, and understanding things like empathy, emotional intelligence, psychological safety, and how to ask just great questions.

Also, help those who are in leadership positions to allocate some time to actually being leaders, rather than just managers, because there is a difference. Maybe learn about coaching skills.

It is really just asking about questions about how colleagues are doing – checking in with people, and discussing how they can support their staff a bit better, rather than perhaps constantly chasing numbers.