Why I Hate the “Sandwich” Technique for Delivering Feedback

May 7, 2009 by Art Petty
Filed under: Leadership Skills, Leading Change, Management Education, Middle Management, Performance, Talent Management, Your Professional Development "To Do" List 

At the risk of inviting the ire of a great number of readers and trainers, I am once again opting for the dissenting opinion on a controversial topic. I absolutely hate the use of the “sandwich” technique in delivering constructive feedback. 

For those of you that need a memory jog, this is the approach that many trainers suggest for delivering constructive feedback-the developmental kind, not the positive kind.  It involves delivering praise, offering the specific constructive criticism and then closing off with more praise.  The criticism is “sandwiched” between two points of praise.

Many people find this approach comfortable.  It allows for an easy discussion opener and takes away from some of the fear of diving into the real behavioral issue. 

Given that many, many managers struggle to conduct the tough feedback discussions due to various (irrational) fears: fear of offending, fear of not being liked, fear of losing someone, fear of upsetting working dynamics, this approach offers a security blanket.  Those teaching the technique argue that at least it facilitates having the discussion, and that is better than not having it.

And while I am a huge advocate of delivering timely feedback, I’ll take mine without the bread please. 

5 Reasons Why the Sandwich Technique is a Truly Bad Practice:

  1. It is a crutch that is solely for the benefit of the giver, not the receiver.
  2. It obfuscates the real message. 
  3. It confuses the receiver by watering down the key message.
  4. It destroys the value of positive feedback by linking it with the negative.  Don’t forget that positive feedback is a powerful tool for reinforcing the right behaviors and the sandwich technique devalues this tool. 
  5. It is insulting to the receiver and borderline deceitful.  “Bob, you did a great job on XYZ, but… .”  It’s like a pat on the back followed by a sucker punch followed by another pat on the back.

My guidance:

  • Overcome your fear of delivering constructive feedback by planning your discussions, and importantly, planning and practicing your discussion openers by getting politely and clearly to the point.
  • Follow the single-behavior/single discussion rule.
  • Ensure that you are focusing on the behavioral issue
  • Link the issue to business impact
  • Identify the proper and required behavioral change
  • Jointly develop a plan to drive the change
  • Follow up to discuss progress and next steps.

The Bottom-Line:

Consider this some robust feedback: quit sugarcoating your performance discussions.  Your associates will respect you more for your clarity and your support of their development. It’s time to grow up and lead. 

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Comments

14 Comments on Why I Hate the “Sandwich” Technique for Delivering Feedback

  1. Monica Diaz on Thu, 7th May 2009 7:48 am

    2. I have to agree with you on this. I am a big advocate of positive feedback because I truly believe it builds better relationship and reinforces, as you say, practices that we want people to keep up. Plus, I think it is not used enough in the organizational setting. Appreciation should be a daily part of working together, as should be gratitude. That said, it is NOT a good crutch for the “sandwich approach” you describe here, for reason you have eloquently stated. When we build our relationships well, OPENNESS is not only desireable but most people would prefer you say things to them straight (no sugar coating, please). This also builds trust. If not, people are almost skipping the positive feedback thinking “oh, oh… here comes the awful part!” Thanks for a great post.

  2. Art Petty on Thu, 7th May 2009 7:54 am

    3. Monica, thanks for a great comment! I love your perspective on positive feedback and I agree that it is grossly under-utilized. Great point that most people prefer the straight comment. If you are leading a team, your colleagues are fortunate to have someone with such mature perspectives on this topic. -Art

  3. Fred H Schlegel on Thu, 7th May 2009 2:58 pm

    4. Your view that tying positive to negative destroys the effectiveness of the positive is dead on. The cleaner and more professionally you deliver criticism the more useful it is to the person receiving it. Faint praise muddies the water when something needs fixing.

  4. Diana Larsen on Thu, 7th May 2009 3:16 pm

    5. If peers or managers offer feedback effectively, it’s all positive because it builds trust in the working relationship. Sometimes we want to encourage behavior and sometimes we’d like behavior to change or stop. Those times are not the same. I like your point number 1 – the sandwich is for the benefit of the giver, not the receiver. As the recipient of feedback I want clarity about the impact of my behavior on others, not a confusing message, sugar-coated because the giver thinks I can’t take it. Let’s treat adults like adults and give clear, effective feedback. For another good post about feedback, read http://tinyurl.com/dzof5q

  5. Art Petty on Thu, 7th May 2009 3:33 pm

    6. Fred and Diana, thanks for reading the post and adding your comments. It seems as if we are in agreement. Diana, I’m heading over to read your suggested blog post. -Art

  6. Esther Derby on Thu, 7th May 2009 4:12 pm

    7. Art,

    Good advice!

    I find that many people–including managers–don’t know how to offer feedback in a direct and respectful way. I teach people to use this framework:

    Create an opening so you are sure it’s a good time for the person to hear you… not when he’s getting ready for a big meeting or rushing to pick up his kid.

    Describe behavior or results. Use neutral language and examples. If the person doesn’t recognize himself in the description or agree with the data, the conversation is over. Labels, comparatives, and absolutes raise defenses.

    Describe the impact. If there’ s no impact, why are you having the conversation?

    Make a request. You may have a specific behavior in mind, or you may want to engage in problem solving. It depends on the situation.

    Finally, don’t sell past the close. If the person gets the point after you describe the behavior, zip it. Otherwise, it feels like you are beating a dead horse.

    My experience is that people are likely to accept critical feedback when:

    1) the giver or source is believed to be reliable
    2) the receiver trusts the intentions of the giver
    3)the receiver has a chance provide clarifications
    4) the process is fair — both the way the feedback was developed and the way the feedback was communicated

    Praise sandwich tends to erode trust in the feedback givers intentions, and once that’s gone, there’s not much chance any useful information will get through.

  7. Art Petty on Thu, 7th May 2009 4:19 pm

    8. Esther, your comment is worthy of a full post and a good course on feedback. Thanks! You’ve included some tremendous suggestions and I love your reiteration of the need for credibility on the part of the giver. Great comment. -Art

  8. CV Harquail on Fri, 8th May 2009 5:06 am

    9. Art, thanks for clarifying these concerns so nicely. I’ve been bothered by this technique also because it’s so easy to see it coming that it doesn’t seem like the person offering it is doing anything more than executing a routine. It doesn’t often feel like the giver is all that mindful.

  9. Patti on Fri, 8th May 2009 11:46 am

    10. Art,

    Great post and very well written and stated!

    I am reading a great book at the moment called “Made to Stick” by Dan and Chip Heath. In one chapter it talks about the ‘Lead’. Their whole discussion about making something “sticky” or memorable or reinforce the main point is NOT to bury it within extraneous facts.

    Start with the main point, make it short, concise, and memorable.

    It’s my practice to separate the “developmental” criticism from the celebratory praise. This can be done with respect, dignity and honour of the other person without wrapping it with conversational confusion.

    As an employee I want to know what the talk is really about. Confusing the main point with the “bread” can be equally confusing to the employee especially in this global environment in which we find companies more and more involved. Sugar coating the topic with someone who is speaking English as a second language can be harmful to gaining the results you desire.

    Thanks for bringing this point forward to your readers!

  10. Art Petty on Fri, 8th May 2009 12:06 pm

    11. Patti, I am enjoying that book as well as I multi-task my way through several at the same time. Great point on making feedback “sticky.” Kudos as well on your approach to maintaining the honor and dignity of the person receiving the developmental feedback. Thanks for reading and for commenting! -Art

  11. Dan McCarthy on Sat, 9th May 2009 4:00 am

    12. Art –
    It’s too bad trainers are still recommending this silly approach. Nice job debunking it. It’s shallow and manipulative, but I can see how well intended managers could be drawn to it. Giving critical feedback is hard, and while this technique may make it easier for the manager, it does nothing for the employee.

  12. Art Petty on Sat, 9th May 2009 5:21 am

    13. Dan as a leadership trainer that I hold in high regard, I appreciate your jumping in on this one. Hopefully, this technique is one that we can stamp out as a worst-practice. Thanks for your always welcome comments! -Art

  13. Dealing with Criticism – Be Constructive! (Part II: Giving Criticism) | WHAKATE on Tue, 6th Oct 2009 12:34 am

    14. [...] bloggers include the sandwich approach among their list of ingredients for criticism, Art Petty at Management Excellence begs to differ in “Why I Hate the ‘Sandwich’ Technique for Delivering [...]

  14. Kathleen Carrico on Sat, 20th Feb 2010 7:49 pm

    15. As managers, one must practice direct communication – no sandwiching! Managers who worry about being liked need their own therapy. Managers need to keep in mind they must be FAIR above anything else, and you will still be liked by most. I like to phrase it, “delicately direct” in sensitive situations, but direct nonetheless – great article, thanks for sharing.

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