Here's how you can provide specific and actionable feedback in a healthcare practice.

Objectives provide clear expectations regarding performance standards and desired outcomes. By setting specific objectives, staff members know exactly what is expected of them. Additionally, by providing specific and actionable objectives, you can ensure that the feedback is aligned with the organizational goals and the mission of the healthcare organization. This alignment helps in focusing feedback on areas that contribute to the organization's success.

Some of the key objectives in a healthcare setting are to improve patient care, promote positive work environment, and last but not least find a way to enhance efficiency. Set a specific goal, for example: Patient care - Reduce wait times in your clinic by 5% or 10% in the next 3 months and have plans in place to support that goal. Next to improve operational efficiency have goals in place to reduce billing errors by 20% or even 30% the next quarter and have plans in place to support that goal. Make sure your objectives are specific, achievable and more importantly it should be measurable.

In order to improve patient satisfaction and overall operational efficiency, it is important for a practice to manage a timely response not only to your patients but also to your healthcare employees. There are so many ways you can achieve this, and some examples are: Time management, setting expectations, efficient scheduling, more importantly staff training etc. Speaking of timely response, when you provide feedback to your patients after a short interaction or conversation be specific, constructive and more importantly positive. You may also encourage questions by inviting your patient to ask more clarifying questions.

Judgemental and Personalisation shows the leader in poor light. Even a good leader after assessing the healthcare issue at hand behaves temperamentally when the situation involves a serious harm to a patient's life in a medical emergency or if by not acting, the patient's health may deteriorate. This is the pattern of physicians worldwide. But once the situation comes under control, a good leader proactively discusses the situation, explains academically, why a particular incident can jeopardize patients safety by inappropriate action or inaction. He sees to it that the message is internalised by his team members Weaker leadership on the other hand, either due lack of academic rigour or due to personality issues resorts to personalisation