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If its true and valid points but something I'm not able to address at my level, I package it all together and send it up for review and action. I serve as their advocate, its my job to make sure they are heard and that we are constantly improving.
A lot of it depends on the context and the specific situation and the feedback, of course. But in general, I'd say honesty counts for a lot. It's good to let people know you've heard their concerns. And be forthright about why a solution is not feasible. And if a solution may be in the offing, be honest about that.
Firstly, I would identify with said team members, whether they are offering feedback in which they wish to find a solution or if they are just venting. There will always be some areas and aspects of our work that is aggravating or tiresome, but just comes with the territory of the job, and some aspects of which are expected parts of the job.
I tried to refocus my team members in terms of what I’ve learned from Cy Wakeman’s teachings on perspective and rather than focusing on why and how we can’t focusing on the fact of the matter that when dealing with things we have to get through, focusing on how we can.
That being said, I first respond with validation of hearing and understanding and then try to redirect their perspective on how can we move forward with facilitating as much efficiency and success as possible. If somebody just wants to crab and not give any possible solutions, then I just let them know to circle back with me when they have ideas that they want to discuss.