Training and the team

Here Faye McDearmid, optometrist and Johnson & Johnson professional affairs consultant, shares the five steps that she and her practice team follow when a new product is introduced into practice.

1 Step 1: Start with purpose, not just product

“Whenever something new comes into practice, my first instinct is excitement, but I’ve learned that my team needs context. So, I always begin with the ‘why.’ Why does this product exist? Which patients is it going to help? What gap is it filling that we couldn’t solve before?

“If the team understands the purpose of a new product, everything becomes easier to understand. I’ll aim to talk to the team about real patient scenarios – people we’ve struggled to help in the past, or those we’ve been ‘holding’ until something more appropriate for them comes along. That makes it real. It’s not just a new contact lens or a new technology; it’s a solution to a problem we see every day.

“Once the team understands the product and the patient benefit, their confidence grows naturally.”

2 Step 2: Translate the science into patient language

“As clinicians, we naturally get drawn into the detail, the material, the design, the technology. And while that absolutely matters, I’m conscious that what excites us isn’t always what resonates with patients. So, when I train my team, I focus on bridging that gap. While I make sure they understand what makes the product different, I spend just as much time helping them translate that into simple, understandable language. Patients don’t need a lecture on optics, all they want to know is ‘Will I see better?’ and ‘Will this feel comfortable?’

“I encourage my team to lead with those outcomes and then layer in the detail only if it’s needed. That balance is key. It keeps conversations clear, confident and patient-focused, which ultimately leads to better engagement and better uptake.”

3 Step 3: Make the experience central to learning

“You can describe a product all day long, but nothing replaces experience. That’s why I always try to make trials a central part of both patient care and team training.

“As soon as a new product arrives, I’m identifying the right patients and getting lenses on eyes as quickly as possible. Then I bring that feedback back to the team. Those real-world reactions, such as ‘these feel amazing’ or ‘I can finally see clearly,’ are incredibly powerful.

“If possible, I’ll also encourage the team to try the product themselves, because that first-hand understanding builds a different level of confidence. When they’ve seen it work, or felt the difference, their conversations with patients become much more natural and authentic. It moves the training from theory into something tangible and believable.”

4 Step 4: Keep training simple, consistent and shared

“I’m a big believer that everyone in the practice should feel confident talking about what we offer. It doesn’t matter whether they’re clinical or front of practice – patients interact with the whole team, not just one person. I aim to bring everyone up to a consistent baseline of understanding. I don’t want it to feel complicated or intimidating – the simpler, the better.

“We’ll cover what the product is, who it’s for, and how to introduce it in conversation. Then I make sure support is always available, whether that’s from me or through training with our reps. We always invite the reps in for training – I learn a lot from that too. When the whole team is aligned, it creates a really positive experience for patients.”

5 Step 5: Keep the momentum going through shared success

“Introducing a new product isn’t a one-off event, it’s an ongoing process. Some of the most valuable training happens after those first few fits, when we start to see real results. I make a point of sharing patient successes with my team, especially when they are someone we’ve struggled to help before. Those moments create energy and belief, and remind everyone why we do what we do. Equally, if something doesn’t go perfectly, that’s a learning opportunity. Over time, the product becomes part of our everyday conversations rather than something new, which is when you know the training has worked.”