What is the feedback sandwich model and how does it work?

The feedback sandwich model, also called the praise sandwich, kiss-kick-kiss model or the constructive criticism sandwich principle is a feedback strategy that aims at giving negative feedback to direct reports or peers sandwiched between positive cushions. This method is commonly used by leaders.

The model is simple. Positive feedback is given to start, followed by the negative but constructive feedback which is the core of the message that is given to the employee. Once the criticism is delivered, another level of positive feedback is given straight after to finish on a good note. Positive, negative, positive are the three ingredients of this feedback model.

A step-by-step guide to the feedback sandwich method

The feedback sandwich principle is to “sandwich” the negative feedback between two positive pieces of feedback. This allows the employee to accept the criticism better and not lose motivation. In the section below, we look into the step-by-step approach to this feedback model and some systems that should surround it.

Constructive feedback

Before we get into the 3 steps one by one, it is essential to ensure the overall feedback is constructive. Constructive feedback aims at strengthening the working relationship. It is factual and carried out in a way that will help the individual integrate the message and grow from it. The feedback should take the form of advice, suggestions or even coaching that will be useful for the team member moving forward. When delivered, the feedback sandwich should be constructive in its nature.

Start with positive insight

When engaging in a conversation, being positive with your first comment sets the scene for the meeting that is about to take place. It relaxes the atmosphere and places the team member in an environment of trust and care. No one likes to be criticised and therefore emotions are at stake when delivering feedback. This first comment smooths the relationship in the meeting and should demonstrate that the feedback that is to come is for the benefit of the employee receiving it. This step helps build the relationship, shows that you are on the same side and helps manage emotions.  

Give examples to back this up

As part of the first section, the positive feedback, make sure you provide examples to the strength you have highlighted. The employee should be recognised for their effort. Using examples helps contextualise and will encourage the team member to continue delivering on initiatives you have praised. These examples bring more value to the feedback.

Deliver the negative feedback

Through the first positive comment, the trust is built and the employee should be in a position where they are relaxed, listening and willing to learn. The negative feedback should be brought up smoothly and words should be chosen wisely. At this stage, personalities should also be considered. The leader should know how to approach their team members individually. The approach might be different from one team member to the other but should be fair throughout. Although the negative feedback should be brought up smoothly, it is essential to not beat around the bush as this would dilute the criticism. Be straight to the point and be precise. Being specific will help the employee understand the feedback better and know how they can improve.

Provide pointers for improvement

When delivering the negative message, make sure it does not just stay there. It is the leader’s responsibility to develop their team and as such they should provide guidance on areas of improvements. Providing some clear pointers to the employee will allow them to know what they need to do and how. As a mentor, the leader should provide actionable insight that the employee can deliver step by step. The team member should be comfortable with the steps suggested. This is what makes the feedback constructive; it is not just a criticism but rather a way forward.

Round up the conversation with positives

Reiterate the positives to wrap up the conversation. It is likely that the team member will feel down at this stage as they have received a criticism. To keep them motivated, the leader should remind them of their progress and how far they have come. This will give them a motivation boost and help them gather their strength and effort to improve further.

Deliver feedback regularly

The frequency of feedback matters. As the leader has provided the team member with some actionable insight, regular check-ins should be put in place to validate that the employee is on the right track with their improvement. During the check-ins, further feedback and guidance can be provided. This approach will form an ongoing development plan where the leader coaches their team member and where the employee continuously works on their development.

The above steps should allow leaders to deliver their feedback in a constructive way, develop their teams and build an environment of trust and motivation for growth.

Pros and cons of the model

Not all tools to provide feedback are effective or have the same impact. Some leaders feel that the sandwich model dilutes the message and minimises its relevance. In the below section, we elaborate on the pros and cons of this feedback technique. These pros and cons should help leaders assess if this is the appropriate technique to provide their feedback based on the specifics of the situation.

Pros of the feedback sandwich model

Leaders who are in favour of the feedback sandwich model use it to approach their teams or team members in a softer way. The different steps smooth the criticism. Below are some positives of this feedback method: 

• Smooths the criticism: This feedback model eases the delivery of the difficult comment. This helps both the leader giving the negative message and the receiver.
• Constructive comments: As part of the feedback, constructive comments are delivered. These provide a way forward for the employee who knows what to do to improve.
• Increased receptivity: The model creates an environment of trust where the team member receiving the feedback is receptive to the leader’s comment. This receptivity comes from the initial positive comment that opened up the conversation.
• Ends the conversation on a positive note: The last step of this method has a positive impact on the long-term relationship between the leader and the employee. It asserts the reason for the criticism, which is to develop the competencies or attitudes of the employee.
• Makes it easier for leaders: Not all leaders are comfortable with delivering criticisms. The model is a smooth way to do so and might be easier for leaders who find it difficult to engage in criticism.

Cons of the feedback sandwich model

The reason why some leaders are reluctant to use this feedback model is mainly because they feel it can bring confusion for the employee. Below is a snapshot of the cons of this feedback method.

• Detracts from compliments when they are due: The method uses compliments at the beginning of the conversation and at the end. These compliments are diluted as they are delivered with negative feedback. It takes away the recognition when it is due.
• Confusion: As the feedback is blended with positives, the employee could walk away from the conversation confused and not knowing if their leader is satisfied with their performance or not. As a result, the feedback might be ineffective.
• A manager’s method: This type of feedback helps managers who may struggle delivering criticism. However, it might not be the right approach for employees who need straight to the point insight on their performance. Check our leadership and management section for more details on leadership here.

Leaders should assess if this type of feedback is appropriate for the situation and if it should be used. Not all feedback is equal and as such, an agile approach, one which identifies which method to use in each situation, is recommended.

Other ways to deliver feedback

The pros and cons above shed some light on when to utilise the feedback sandwich model. There are other techniques that can be used by leaders to deliver their feedback in the most effective way. Here are some alternative feedback strategies we recommend you look into:

• 360-degree feedback: check our article on this well-rounded feedback strategy here.
• Coaching conversations: this technique aims at developing employees through coaching.
• Upward feedback: this type of feedback is very much linked to employee voice. This feedback takes place when employees express themselves with their leaders or with senior executives.
• Constructive feedback: constructive feedback aims at achieving positive outcomes from the conversation. They usually take the form of advice or suggestions. Find out more here.

Feedback is critical for the good functioning of an organisation. The sandwich technique can work for specific feedback situations and can be combined with other tools and techniques to continuously provide feedback to team members and contribute to their professional growth.