In a recent Visionary Voices conversation brought to you by Alcon, Kristen Brotherson, general manager, US Vision Care at Alcon, and Kristin Anderson, OD, FNAP, FAAO, director of professional education and development, US Vision Care, discuss leadership practices designed not just to manage but to inspire followership. Drawing on experience across clinical practice and large organizations, they outline a simple, repeatable framework—simplify, clarify, magnify—that Brotherson introduced when she became general manager of US Vision Care. The approach is practical for corporate teams and directly transferable to the everyday operations of an eye care practice.
Dr. Anderson frames the discussion by emphasizing the importance of highlighting women’s leadership and the lessons that translate across settings. Brotherson describes leadership as a journey of continuous learning: the skills that make someone successful early on become “table stakes” as responsibility grows. Crucially, leadership must focus on service—doing the work to make others better—rather than appearance or individual success.
Brotherson credits former Alcon CEO Michael Ball for modeling this kind of leadership: communicating strategy through simple, repeatable mantras that become cultural touchpoints. That clarity of language, she says, makes it easier for large organizations to mobilize and for individuals to find meaningful ways to contribute.
FRAMEWORK: SIMPLIFY, CLARIFY, MAGNIFY
Brotherson distills her approach into three action words that she repeats across the organization.
Simplify: Focus only on work that measurably moves the needle toward clear objectives, and let go of non–value-add tasks. Brotherson noticed a tangible shift in team morale when employees felt empowered to say no to work that didn’t serve core goals. That drop in “overwhelmed” feedback indicated the team could concentrate on being excellent at the right things.
Clarify: Make expectations explicit and provide acceptance criteria. Instead of assuming staff know the level of detail or format you want, state it plainly: whether a task requires immediate attention, a rough sketch of ideas or a polished presentation. Brotherson shared an example where a simple instruction—asking for a few notes rather than a rebuilt PowerPoint—saved hours of unnecessary effort. When teams understand priorities and success criteria, they spend time productively and feel trusted.
Magnify: Create a culture that identifies what’s working and what isn’t and treats mistakes as learning opportunities rather than reasons to penalize. Magnify encourages open conversation about results so the organization can iterate and improve. Brotherson summed this up with a favorite quote: “Do the best you can until you know better. When you know better, do better.” This mindset keeps the cycle of improvement moving.
FRAMEWORK IN ACTION
Dr. Anderson highlights how these principles map directly to a clinical practice. A practice owner often has a clear vision, but that vision can be lost without intentional translation to staff. By simplifying (focusing team energy on what matters for patients and the practice), clarifying (ensuring staff know exactly what’s expected at each touchpoint) and magnifying (cultivating honest feedback and shared learning), a practice can improve patient care and staff engagement while saving time.
Both speakers note that leaders often feel they don’t have time for this kind of intentional work. Brotherson acknowledges the daily pressures that pull leaders toward urgent tasks but argues that disciplined attention to these three steps repays itself quickly. Making the mantra part of everyday language—and modeling it in interactions—embeds the approach even when direct supervision is limited.
Here are practical steps leaders can take tomorrow.
– Inventory tasks: Identify daily activities that directly serve patient care, revenue, or a distinct practice advantage. Stop or delegate the rest. (Simplify)
– Set clear acceptance criteria: For every assignment, answer upfront whether speed or polish matters more, and whether the work is urgent. Encourage staff to ask for clarification when unsure. (Clarify)
– Normalize after-action learning: When things go wrong, run quick debriefs that focus on lessons learned and next steps rather than blame. Publicly recognize attempts and improvements. (Magnify)
– Repeat the language: Use the three words in staff meetings, huddles, and communications so they become part of the practice’s operating vocabulary.
HUMAN-CENTERED APPROACH
Brotherson reminds listeners that leadership is not a destination; it’s a practice. Leaders should invest in personal development, admit gaps and build complementary teams. By amplifying strengths and filling weak spots with the right people, leaders create momentum and resilience.
Dr. Anderson closes by affirming that the framework helps at every scale—from an individual practice to a global organization—because it aligns people around a shared vision and a clear way of working together. For leaders who want others to want to follow, simplifying priorities, clarifying expectations and magnifying learning offer a straightforward, repeatable path forward.
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