02 October 2025
Within optics, as in all sectors where serving people is at the core, there is the potential for conflict and misunderstandings.
Body language may be misinterpreted, an offer may be misheard or poorly communicated, products may break or not live up to expectations.
When it comes to resolving complaints, often the approach taken once the issue is raised is equally as important as the specific circumstances that led to the complaint.
OT spoke with Optical Consumer Complaints Service (OCCS) resolution manager, Kayleigh Turnbull, for her guidance on how practice teams can successfully navigate complaints.
Proactive and empathetic
The OCCS is an independent and free mediation service for optical consumers and optical professionals funded by the General Optical Council.
Optical consumers can lodge complaints with the OCCS about goods or services that they received from an optometry practice.
In 2024–2025, the OCCS received 1679 enquiries. Prescription issues, complaint handling, dispensing and frame-related issues were among the most common complaints received by the OCCS.
In her role, Turnbull reviews incoming queries and complaints to see whether they fall within OCCS’ remit, as well as providing advice to both consumers and practitioners.
Reflecting on her tips for practices, Turnbull encouraged practitioners to recognise the value of an apology – noting that this is not an admission of guilt.
“Proactive and empathetic complaint handling is essential for excellent customer service. It involves promptly acknowledging complaints, demonstrating active listening, and issuing apologies when appropriate,” she said.
Turnbull added that practice staff should keep the customer informed through the process and set realistic timelines.
“Always follow through on commitments,” Turnbull said.
She noted that analysing consumer feedback and complaints provides valuable opportunities for ongoing improvement and service development.
Common complaint handling mistakes that Turnbull observes include offering solutions before the complainant has had the chance to fully share their concerns.
“The best practice is to identify the complainant’s main concerns and desired outcome initially, using this as a basis for responses and to focus on what matters most to them,” Turnbull highlighted.
She also emphasised the importance of communicating in language that the customer can understand.
“If concerns are of a clinical nature, a face-to-face meeting alongside a formal response letter allows for open communication and opportunity to check in on understanding,” Turnbull said.
Turnbull highlighted the important role that front of house staff play in supporting a good complaints process.
If these staff members are knowledgeable about the process, this can reduce the risk that a complaint will escalate.
“Being approachable at the initial point of contact can create a more positive perception of the practice and demonstrate a commitment to addressing concerns,” Turnbull said.
On receiving a complaint, staff should adequately log details and direct the complaints to the appropriate channel to avoid any delay in starting the internal process.
“Being approachable at the initial point of contact can create a more positive perception of the practice”
The view from practice
Reflecting on the complaint-handling lessons he has learned over more than four decades in optical practice, Professor Nicholas Rumney, emphasised the importance of making patients feel valued.
Rumney, who recently retired as director of BBR Optometry, recommended phoning the patient in the first instance after receiving a complaint.
“They are always blown away you took time to ask what the problem was,” he emphasised.
If a mistake has been made – or a patient has misunderstood a service or product – then take steps to rectify the situation.
“It’s still our fault for not explaining clearly,” Rumney observed.
Rumney recommends asking the patient what needs to be done to make the situation right – and then exceeding this.
He also encourages optical practices to empower all staff to take the initiative to solve a problem up to a certain monetary threshold.
Rumney explained that this avoids a patient feeling “fobbed off” by being told that an action cannot be authorised or that the patient needs to wait for a manager to be present.
As well as calling a patient when a complaint is first received, Rumney recommended calling again when the complaint is resolved.
“This helps to turn them into net advocates for the practice,” he said.
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