A Sandwich that Will Give Everyone Indigestion

In every challenging conversations workshop I run, the topic of the feedback sandwich (aka the praise sandwich) jumps up, and we spend time sharing perspectives on the use/uselessness of this tactic. You know the approach. The feedback giver opens the discussion with praise, shares the criticism, and then closes with praise. (“Art, I like your articles, but you are completely wrong on the praise sandwich, however, I like your articles.”)

Gosh, I hate this technique. Here are a few reasons why:

  • It’s a crutch for the feedback giver who fears upsetting the receiver.
  • It’s confusing for the receiver to be praised, criticized, and praised. Think pat on the back, slap in the face, pat in the back. “What just happened?” is the reaction.
  • That someone thinks feedback is about personal criticism means they view it improperly.
  • If there’s something important enough to engage in a conversation on changing or eliminating a behavior, why do you want to water it down?
  • If someone reacts negatively to well-developed behavioral input, you’ve got a bigger problem that a praise sandwich won’t fix.
  • If the giver isn’t comfortable and competent at designing and conducting a well-developed behavioral feedback discussion, they need to focus on their personal development and give up their life as a caterer of praise sandwiches.
  • If individuals in a group or on your team aren’t comfortable receiving both constructive and positive feedback, you need to work on strengthening your feedback culture.

And then there’s this one:

“I want to let people know they are appreciated and doing a good job.”

I love that! Just don’t feel compelled to give the praise in the same conversation you are discussing strengthening a particular behavior.

Positive Feedback is Great—Don’t Water It Down!

I’m a huge fan of positive feedback if it is behavioral, tied to impact or performance, and specific enough so that the individual understands what they did that was positive and can do more of it.

Why do you need to include positive praise when offering input on behavior(s) that, when strengthened or eliminated, will improve performance and results?

You don’t.

Give ample positive feedback when it is earned.

I encourage managers to strive for a 3:1 or greater positive to constructive feedback ratio. That’s hard to do. (Keep a daily log of your positive: constructive feedback ratio. You might be surprised that you need to work to get this heading in the right direction.)

If you’re giving positive feedback and everyone is on the same page about the importance of feedback in the working environment, don’t feel compelled to blend praise and constructive input in the same discussion.

The Bottom-Line for Now

The Praise Sandwich is a crutch for poor feedback practices. If you are working hard to deliver timely, behavioral, specific, impact-focused feedback, and if your team members know that feedback is part of a healthy working environment, you don’t need to blur praise and constructive criticism. Feel free to cross the Praise Sandwich off your daily menu.

Art's Signature

 

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Free Feedback Resources from Art Petty

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