One common way to give feedback is the feedback sandwich, where negative comments are “sandwiched” between two positive ones to soften the criticism. While it’s a popular technique for its gentle approach, it does have its fair share of critics.
In this article, we’ll explore whether the feedback sandwich method works, weigh its pros and cons, and discuss when it might not be the best approach. We’ll also introduce two experts, each offering a different perspective on the feedback sandwich.
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What is the feedback sandwich method?
The feedback sandwich method is a popular approach used to deliver constructive criticism in a way that feels less harsh. “On the surface, it seems like a digestible, palatable—pun intended—way to soften the blow when delivering less-than-perfect feedback,” says career and communication coach Dawid Wiącek.
“Part of the appeal of the sandwich method is that, on the surface, it's simple: compliment—constructive criticism—compliment,” Wiącek says. “The first part starts the conversation on a positive note, and the last part helps the medicine go down.”
The positive feedback parts are the “bread,” while the constructive criticism part is the “meat.” Here’s an example of how it might look in practice.
- Positive feedback: “You’ve done a great job managing the team this quarter. I can really see your leadership skills in action.”
- Constructive criticism: “However, I think there’s an opportunity for improvement when it comes to meeting project deadlines. We’ve had a few instances where deadlines weren’t met, which impacted the project’s timeline.”
- Positive feedback: “That said, I know you’re committed to improving, and I’m confident that with a bit more attention to the schedule, you’ll continue to make a huge impact.”
The feedback sandwich approach can be used in a variety of settings—whether during one-on-one meetings, performance reviews, or even informal feedback sessions. It’s frequently chosen because of its approachability, allowing the giver to deliver tough feedback without overwhelming the recipient.
Pros of the feedback sandwich method
The sandwich feedback method is praised for its ability to soften the delivery of criticism by surrounding it with positive reinforcement. Wiącek says that when used in the right situations, the feedback sandwich can work.
“Since most employees are humans, they're imperfect, so they’re bound to have strengths and weaknesses,” he says. “A good boss and an effective manager will know how to recognize the good while also calling to light the bad.”
“If you use the sandwich method, you're essentially delivering a 2:1 ratio of good to bad, so the math suggests that you're doing better than not,” Wiącek says.
This type of feedback is seen as a valuable tool in many workplace settings, particularly when feedback needs to be delivered in a way that doesn’t demotivate or discourage. Some key benefits:
- Maintains morale: One of the biggest advantages of the sandwich method is that it cushions the blow of criticism. By starting with positive feedback and ending with more encouragement, the recipient is more likely to stay motivated and open to improvement.
- Encourages balanced feedback: The sandwich method encourages managers to provide both positive and negative feedback, giving employees a more balanced view of their performance so they can learn both their strengths and areas for improvement.
- Prevents demoralizing feedback: By framing criticism in a way that’s softened by praise, the sandwich method reduces the likelihood that employees will feel overwhelmed by negative feedback. This approach ensures feedback feels more constructive than punitive, and the recipient can move forward feeling more confident about their next steps.
Cons of the feedback sandwich method
While the sandwich method can be helpful in certain situations, it’s not without its drawbacks. Sylvie di Giusto, an executive coach and keynote speaker, isn’t a fan of this approach. She says the method can feel insincere or manipulative, leaving employees with mixed messages.
To illustrate, di Giusto shares a fictional story about a date: “The evening starts with a heartfelt compliment: ‘You’re absolutely stunning.’ Then, halfway through dinner, your date drops the bomb: ‘But I don’t think this is going to work out. Here’s why…’ After a tough conversation, they close with, ‘But hey, you’re such an amazing person. I’d love to go on another date with you.’”
“How would that make you feel?” she says. “Likely confused, perhaps frustrated—and probably questioning the sincerity of the date altogether.”
That’s exactly how the feedback sandwich method can come across, di Giusto says. While it’s meant to soften the blow of constructive criticism, it often leaves employees feeling unsure about the true message.
Some key drawbacks of using the feedback sandwich:
- Dilutes the effectiveness of feedback: By surrounding constructive criticism with praise, the feedback sandwich method can water down the impact of the critique. “Employees may focus on the positive feedback and miss the opportunity to improve on the negative,” di Giusto says.
- May feel manipulative: “When employees sense that compliments are being used as a prelude or conclusion to criticism, it can come across as insincere,” she says. “Instead of motivating them, it may make them distrust your intentions.”
- Creates confusion about priorities: “If the positives and negatives seem equally weighted, employees may struggle to understand whether the critique is urgent or just a minor adjustment, making it harder for them to act appropriately,” di Giusto says.
- Doesn’t encourage growth: Effective feedback should focus on helping the individual grow. The sandwich method often prioritizes comfort over clarity, which can leave employees uncertain about how to take actionable steps forward.
- Can lose impact if overused: Employees may begin to expect this predictable pattern in every feedback session, which can cause them to tune out the positives and focus only on the criticism, undermining the effectiveness of the method.
When not to use the feedback sandwich technique
While the sandwich approach to feedback can work in some situations, there are times it might not be the best choice. Here are a few instances when it's better to skip the sandwich approach and deliver feedback more directly.
Serious or urgent issues
When an issue is critical, especially involving compliance violations or urgent performance issues, address the problem head-on. “The reality is that employees are biased toward focusing on the negative, even among a sea of positive feedback, so softening the message too much may not be necessary,” Wiącek says. “In some cases, it may downplay the gravitas of the negative feedback.”
For example, “if an employee appeared rude and dismissive to a firm's biggest client, a manager might want to jump right into that feedback, and not sugar-coat it or unwittingly distract the employee by starting with what the employee did right,” he says. “Sometimes it's best to get right to the heart of the matter.”
Repetitive problems
In cases where the same issues are coming up repeatedly, the sandwich method for feedback can create a “comfortable” environment where the employee may feel their shortcomings are being glossed over. When problems aren’t being addressed head-on, employees might continue making the same mistakes, leading to stagnation rather than improvement.
In these cases, providing direct and focused feedback will help address the core issues and push for real progress rather than allowing employees to remain in a comfortable but unproductive cycle.
With neurodivergent employees
According to Wiącek, delivering feedback using the sandwich method may be overwhelming to some employees, especially neurodivergent ones or even sociocultural transplants who may find a boss's message confusing and muddled. It may be better to separate out the positive feedback, and present the negative feedback at another time.
In a crisis or high-stakes situation
In high-stakes situations or crises where quick action is needed, a more direct approach is essential. The employee needs to know immediately what went wrong, how it’s impacting the situation, and what needs to be done to fix it. In such circumstances, the sandwich theory feedback could slow down the process or give the impression that the issue isn’t as urgent as it truly is.
For instance, if an employee misses key details or makes critical errors on an emergency project with a tight deadline, the situation would require clear, direct feedback. The manager should focus on the immediate steps to fix the situation rather than softening the message with praise that could distract from the urgency.
4 alternatives to the feedback sandwich
Several other approaches can be more effective in certain situations. These alternatives focus on clarity, directness, and improvement, providing employees with feedback that is both actionable and constructive:
1. The situation-behavior-impact (SBI) model
The SBI model offers a clear, structured way of delivering feedback by focusing on the specifics of the situation, the observed behavior, and the impact that behavior had. This model eliminates ambiguity and ensures the employee understands exactly what happened and why it matters.
Example: “In today’s meeting (situation), you interrupted your colleague several times (behavior), which made it difficult for others to contribute (impact).”
By sticking to the facts, this approach minimizes emotional reactions and keeps the feedback focused on the issue, making it easier for the employee to understand what needs to change.
2. The feedforward method
The feedforward method shifts the focus from past mistakes to future improvements. Rather than pointing out what went wrong, this approach emphasizes what the employee can do differently next time. It’s solution-oriented and encourages proactive steps for growth.
Example: “Next time, try listening until people are finished speaking to help the team collaborate better.”
This method is particularly useful in situations where you want to encourage positive change without dwelling on past failures. It fosters a more positive, forward-thinking conversation.
3. 360-degree feedback
360-degree feedback involves collecting input from multiple sources—peers, subordinates, and supervisors—to provide a comprehensive view of an employee's performance. This method offers a holistic perspective, helping employees understand how they are perceived across different levels of the organization.
Example: Organizations frequently use 360-degree feedback to develop leadership skills by gathering feedback from direct reports, team members, and supervisors, providing a well-rounded understanding of a leader’s effectiveness. This can lead to more targeted and comprehensive development plans.
4. Radical Candor
Radical candor, a concept introduced by Kim Scott, encourages managers to give direct feedback that is both candid and caring. The goal is to provide honest, clear feedback without sugar-coating, but to do so in a way that shows genuine care and respect for the individual. This method focuses on balancing challenges with support, helping employees improve without feeling personally attacked.
Example: “I really appreciate the effort you’ve put into this project, especially your ability to keep things organized. That said, I noticed a few errors in the recent report. I know you’re capable of great work, so let’s review it together and make sure it’s as polished as possible.”
This approach is straightforward, but also encourages growth by showing care and support.
Tips for giving constructive feedback
Giving constructive feedback is an essential skill for leaders and managers, but it requires thoughtfulness and clarity. When done right, feedback can drive growth, enhance performance, and strengthen relationships. Below are key best practices:
Be clear, specific, and actionable
Vague generalizations can leave employees unsure of what they need to improve, leading to frustration or confusion. Try to provide clear and actionable steps that the employee can take. Instead of saying “Do better,” say, “Try to meet the deadline next time, and ensure all the necessary data is included.”
Balance the tone
The tone of your feedback is just as important as the content. While it’s essential to be direct, it’s equally important to keep a professional and empathetic tone.
“Begin the conversation by highlighting a specific, measurable contribution the employee has made to the success of a project, team, or the organization as a whole,” di Giusto says. “This isn’t just about praise—it’s about anchoring the discussion in their value and showing you recognize their positive impact.”
A positive tone at the start can set the stage for more constructive feedback later. Remember, the goal is to focus on the issue, not the person.
Pick the right time and environment
The setting and timing of feedback can significantly affect its reception. Choose the right time and place to avoid unnecessary stress or embarrassment. “Pick a private, distraction-free location and a time when both you and the employee can focus without stress or interruptions,” di Giusto says. Feedback delivered in front of a group or during a busy period may cause the employee to feel overwhelmed or defensive.
Ask for input and ensure a two-way conversation
Feedback shouldn’t be a one-way street. Encourage a dialogue where the employee can respond, express their perspective, and ask questions. This two-way conversation fosters trust and engagement and helps you better understand any challenges the employee might be facing.
Follow-up and document
Finally, after delivering feedback, it’s important to follow up. Send a brief follow-up email summarizing the conversation, track agreed-upon actions, and check in on progress at a later date. This shows the employee that you’re invested in their growth and hold them accountable for making improvements.
Deliver feedback authentically
The feedback sandwich technique can be a useful tool for delivering constructive feedback, especially in situations where sensitivity is key. It helps soften the impact of criticism and can make employees feel supported, rather than demoralized. However, this method has its limitations. Over-relying on praise can dilute the effectiveness of the feedback, and it may feel insincere or formulaic to some employees. Additionally, it can cause confusion or fail to address issues directly, especially in high-stakes or urgent situations.
As a manager, it’s important to evaluate whether the feedback sandwich is the best approach for every situation. There will be times when more direct, clear-cut feedback is necessary to address critical performance issues.
Remember, providing constructive feedback is a skill that improves with practice. By continuously refining your feedback techniques, you’ll empower your team to improve, grow, and thrive in their roles.