Ditch the Feedback Sandwich; Invest in a Feedback Bank Account

Years ago, I learned how to provide constructive and critical feedback with the Feedback Sandwich. It is still used quite a bit in the professional world. The Feedback Sandwich structure looks like this:

Share something positive – "You are doing a great job of entering your patient notes on time."

Share constructive feedback – "But, I need you to do a better job of adding more detail to your notes so the next shift understands what happened during your visit."

Share another positive thing – "Keep up the good work. I am so happy you are a part of the team."

The feedback sandwich intends to soften a message when a leader isn't comfortable giving constructive feedback. It creates the illusion of a positive experience for the feedback receiver when, in reality, it often adds confusion and promotes unhelpful listening habits.

When you give feedback using this method a few times, people start to see right through it. As soon as you compliment them, they expect your critical feedback. This practice conditions your team members or anyone you work with not to listen to compliments. Before you know it, they know you are only complimenting them to tell them what they are doing wrong. It is not a good strategy if you are trying to develop trust within your team. It's time to get rid of the sandwich. Throw it away. It's old, and it stinks.

Let me introduce you to the Feedback Bank Account, a practical feedback-sharing concept.

Think about your bank account for a moment. You have to make deposits to withdraw. The more money you deposit, the more withdrawals you will have access to. Remember, we aren't talking credit cards here, where you can withdraw before you have the money to cover it.

Positive feedback is the deposit you make into the Feedback Bank Account. Making a deposit doesn't mean you have to withdraw at the same time. You can make deposits whenever you want to give positive feedback.

Critical, constructive, or, as I like to call it, developmental feedback is the withdrawal you make from the account. Various studies suggest that it takes five (or seven or three) positive comments to balance out one piece of critical feedback. I avoid getting caught up in the accounting. The more positive feedback you give, the easier it is for your team to receive intermittent constructive or developmental feedback.

Think about how you manage your bank account. You could occasionally throw in a dollar or two to keep it active. Or, you could make thoughtful deposits to take advantage of financial incentives or interest rates, and you can see your money working for you!

Similarly, you could occasionally toss your employees a "great job" or a "thank you." Still, your deposits into the Feedback Bank Account must be meaningful if you want to develop a strong team.

Meaningful feedback deposits correspond to the strengths of your team members. What do they love most about their job? When do you notice them in a state of flow where they are energized and uber-productive? What is most meaningful to them about the work they do? If you know and understand these things, you can observe them doing work that taps into what they want to be known for. Give them feedback at that moment and make sure it is specific.

When your employees know you are trying to "catch them doing good," they will trust your motivation and intention when you need to share developmental feedback. And when that time comes, be direct and get to the point. As Brené Brown says, "Clear is kind. Unclear is unkind." You can be clear and direct without being mean. You can be encouraging when giving developmental feedback without tying it to a compliment. For example:

"John, I know you are eager to grow within our organization, and I am 100% invested in helping you get there. I want to offer some feedback that I think will help move you in the direction you want. Are you open to hearing it?"

John will say yes because he wants to grow. Since he has been receiving deposits in the Feedback Bank Account, he trusts that his manager has his best interests at heart.

"I noticed that your latest patient notes are missing the interventions you did and how you addressed the patients' pain levels. What's going on?"

By sharing feedback and offering John an opening to respond, he can tell you his side of what is happening. You offer support if he needs it, such as training, restructuring the environment, or helping him form a new process flow that allows him to meet expectations.

No one needs another sandwich, but your employees need to feel like someone is investing in them. The Feedback Bank Account is a concept that promotes that by making meaningful deposits and withdrawals that are encouraging.

For more information or to schedule Meaningful Feedback or Difficult Conversations training for your team, contact Premier Professional Coaching using the button below.