criticism. They only want to hear how well they are doing, not how they can improve. Take a good look at how you respond to suggestions and comments from those around you. Are you defensive? Do you take it as a personal affront? Are your feelings hurt or do you become angry when someone recommends doing something a different way? Do you dismiss feedback because you dont like the person giving it? The key is to separate yourself from the action and look at feedback as an objective view of a particular task or procedure and, most importantly, as one of the most essential tools you can use to excel.

Too often supervisors and coworkers are so overly concerned about offending a staff member they shun opportunities to give feedback. So when a co-worker steps forward and actually offers feedback they are taking a major risk and should be thanked for their willingness to help you become a better employee. Ideally, the culture of the practice should encourage open feedback among the team members to continuously improve systems and patient services.

The best way to become comfortable in receiving and acting on feedback is to ask for it. We are completely incapable of seeing ourselves as others see us, which is why being open to feedback is essential in achieving our greatest potential and recognizing those professional habits and approaches that are interfering with that potential. When receiving feedback make a conscious decision to listen carefully to what the person is saying and control your desire to respond. In other words, resist the urge to kill the messenger. Ask questions to better understand the specifics of the persons feedback. If the person giving the feedback is angry ask them if you can sit down and discuss the problem when you are both calmer and can respond wisely rather than emotionally.

Thank them for trying to help you improve, even if you didnt particularly care for what they told you. Resist the urge to blow off those comments you considered to be negative. Push yourself to write the comments down and focus on the substance of the message rather than what you might perceive as a negative tone from the messenger. Over the next 48 hours think about the information you have been given and devise three to five steps you can take to change your approach. For example, Mary the assistant is very frustrated because she feels that Sue at the front desk is unnecessarily interrupting staff members with insignificant matters when they are with patients. Sues initial reaction is very negative because she feels that Mary is trivializing her need for clear communication with the staff. Instead of lashing out, Sue decides to ask for examples and listens to Marys perception of the interruptions. She thanks Mary for calling her attention to the issue and decides to focus on addressing the matter constructively rather than reacting negatively to what she could choose to interpret as unjust criticism. She develops a plan to raise the issue at the next staff meeting and solicit input from the clinical staff. Sue is prepared to share with the team situations in which she has felt the matter necessitated an interruption and would like guidance on how to handle similar matters in the future.

Dont sit back and wait for feedback, actively solicit it and use it! Recognize that feedback is one of the most critical tools you have in achieving your full professional potential.