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Is it time to ditch the feedback sandwich when giving corrective feedback?

From offices to factory floors, whenever constructive criticism is needed, it’s a safe bet that a feedback sandwich may be involved. Whether you call it the feedback sandwich, compliment sandwich or use its more “Shakespearean” name it’s hard to think of a more well-known feedback giving method amongst managers.

But is the feedback sandwich effective in the modern workplace? Or is it limiting the benefits of corrective feedback for employees?

This was a key talking point in our recent ‘Science of Great Feedback’ seminar, and we felt it warranted further discussion.

What is a feedback sandwich?

If you’re not familiar with the term “feedback sandwich,” then that opening paragraph was probably a bit confusing. Well, it’s essentially a model of feedback where someone delivers constructive feedback (the sandwich filling) between notes of praise (the sandwich bread) as a way of sustaining morale.

So, to highlight that you appreciate your employee’s effort, you might start by telling an employee that you appreciate the fact they’re always enthusiastic in project meetings. Then you would broach the point of corrective feedback by telling them, for example, that their organisational skills could use some work, perhaps with a couple of tactful examples. Finally, you would praise another strength, like their ability to work well with others in project situations.

It’s easy to see the good intention that goes into a feedback sandwich. You don’t want to demoralise an employee by just berating them for their shortcomings, so by bookending it with positive praise, you soften the blow.

Also, as the giver of the feedback, giving out some praise at the same time feels like an easier task, and makes the whole process feel a bit friendlier and easy to manage. It also helps reduce the anxiety many managers have when it comes to giving constructive feedback.

But does the feedback sandwich even work?

Is the feedback sandwich effective? It’s certainly popular, but so are the Eurovision Song Contest and post-pub kebabs – a signal for sure that popular doesn’t always mean good…

When we look at the sandwich method for delivering feedback at work, with a more critical eye, there certainly are some potential, considerable flaws:

  • Employees value corrective feedback over praise

Whilst praise feels like a “nice” thing to share, and is usually much easier to deliver over corrective feedback, studies show that your people may not thank you for focusing on it.

One study by Zenger Folkman showed that the majority of employees would prioritise receiving corrective feedback from their manager over being given some praise. One likely reason for this as shown by a range of other studies is that employees value feedback that helps them to grow and praise is less effective at that than corrective feedback.

So, if employees want corrective/constructive feedback over praise, why champion a methodology that delivers twice the amount of praise as the feedback sandwich does?

  • The feedback sandwich may devalue praise

Most of us have probably used the feedback sandwich or had it used on us. It’s not a new idea, nor is it particularly subtle. As a result, everyone is very used to the sandwich by now. After being the recipient one or two times you can see when it is being utilised on you.

The problem with that is that this subconsciously trains people to see praise as a precursor to some sort of corrective feedback.

What that means is that while you’ll handing out praise, your employee is sat thinking “uh oh, what have I done wrong now”. This devalues the benefits of giving praise in the first place – are they even really listening to the praise or focussing on their anxiety around what is coming next?

  • The feedback sandwich is often seen as a one-size-fits-all solution

We’re going to contradict ourselves here - for some people, the sandwich method may be super effective…

Individual differences play a huge role in how you manage different members of your team, and you may well have an employee who the sandwich works perfectly for (they love praise, are less inclined to want to develop further etc.). Acknowledging these individual differences is what makes you a great manager.

Yet, there is a double-edge here in that far too often the feedback sandwich is seen as a feedback-giving process that suits all in all situations. Evidence shows that the approach is likely not that effective for many, if not most, of your staff and certainly it isn’t appropriate in all scenarios.

  • The psychology doesn’t add up

In cognitive psychology, there is a phenomenon known as the ‘Primacy-Recency effect’ (also known as the ‘Serial Position Effect’).

This effect highlights the tendency for people to better remember things at the end of a learning experience best (recency), things at the start of the experience second-best (primacy) and stuff in the middle the least. Whether we’re learning through reading, viewing or listening, there is plenty of evidence to show this Primacy-Recency Effect has a significant impact on how and what we remember, which ultimately impacts what we do with that information.

Yet with the sandwich technique, it is the stuff in the middle which is the most important. By putting it in the middle of that conversation we are, according to cognitive psychology, reducing the likely impact that feedback could/should be having on our people’s behaviours.

With these four considerations in mind, whilst there will be some situations where the feedback sandwich is an appropriate delivery mechanism for workplace feedback, its current usage is likely well beyond that scope. We need to find more effective ways of delivering feedback at work.

How to deliver feedback effectively

So, if we are to ditch the feedback sandwich, what methods could take its place. Here are a few recommendations:

  • Employee check-ins are great for making feedback a habit: Frequency is key in creating positive feedback behaviours both for you as a manager and your employees. An employee check-in focuses on the sharing of two-way feedback on a regular cadence to help make feedback giving (and receiving) a habit. Focus on questions that help employees reflect on their own successes and challenges, then discuss them. Which leads us on to…

  • Feedback should be a jumping-off point: As we’ve said, the spirit of the sandwich method is perfectly understandable, and just because you’re giving critical feedback doesn’t mean you need to be cruel or insulting (and you absolutely shouldn’t be!). By approaching these discussions in a polite, rational way, you can invite questions that open avenues for further discussion and understanding. This means you can go from discussing an employee’s shortcomings, right into discussing how they can improve.

  • Don’t forget your strengths-based management: Provided you don’t let it overshadow your corrective feedback, you should still find the time for employee recognition. Praise isn’t a bad thing, it just needs to be used in moderation. Knowing what your team’s individual skills are is important for knowing where to assign people, or who to give more responsibility or promote from within.

For more useful tips and advice on how to improve your own feedback skills, be sure to check out our recent seminar here.

If you want a better way to receive and deliver feedback to your teams, why not check out Weekly10? Our lightweight, weekly check-in helps make feedback a habit and powers greater engagement, improved productivity and boosts staff retention.