Feedback That Fuels Leadership Growth

Ditch the Sandwich Method for a Clear, Actionable Approach

Providing feedback is one of the most important things a leader can do to support employee growth and performance. Yet, despite best intentions, many feedback conversations miss the mark—either coming across as too vague, overly harsh, or simply unhelpful.

Time and again, workplace surveys reveal that employees want more guidance on how to grow and improve. Yet many report that they rarely receive the kind of actionable feedback that helps them get better at their jobs.

In several recent workshops we’ve facilitated, participants have brought up how they use the “sandwich method” to give feedback—where a piece of constructive or negative feedback is given between two positive comments. Many people think this technique is a way to soften criticism.

At first, it may seem like you are taking care of your employees with this method by being more positive than negative, however, research says otherwise:

• One study found that the sandwich method had no positive effect on performance, even though people thought it had a positive impact, and it might negatively impact people’s ability to critically self-assess*.
• Another study found that given its repetitive nature (positive, negative, positive), people pick up on the pattern and ignore it, which causes the method to lose its value*.

We also often hear in sessions that leaders use the sandwich method because they are uneasy and nervous about giving their employees critical feedback. They think that by using those two pieces of praise, they will make it less harsh for their employees and easier on themselves.

So, if the sandwich method is not effective, how can you give feedback in an impactful way that does not undermine people’s confidence while also limiting the angst you as a leader might be feeling?

The answer: the SBI method.

• Situation describes the context (time, place, circumstance, etc.) so both the receiver and sender know what is being discussed.
• Behavior describes the specific actions of the individual that had an impact
• Impact describes how others (team members, clients, the organization, etc.) were impacted by this behavior.

By structuring feedback in this way, leaders can create a culture of continuous improvement—where employees receive input that is both constructive and motivating.

(Situation) “During yesterday morning’s team meeting, when you gave your presentation… (Behavior) …your sales calculations on slides 5 and 6 were incorrect…(Impact)…I’m worried that the board members will reject our proposal, which has affected their confidence in our team. Can you help me understand what happened?”

See how long it takes you to read aloud the S,B, and I above? I bet it only took you 30-45 seconds! SBI provides a clear, concise way to deliver feedback. Not only can it be delivered in a short amount of time, but, more importantly, it ensures both the feedback giver and receiver are on the same page. Rather than risking the receiver thinking of something different than the giver, this method provides clarity about what happened and why it matters.

The method also supports the feedback giver by offering a simple structure that reduces the discomfort of addressing mistakes. It clearly outlines what the mistake is, why it is important, and why it matters—without unnecessary “fluff” that could muddy the message.

In addition to providing clarity and structure for constructive feedback, it also is effective for giving positive feedback. Here’s what that can look like using the same Sales Manager scenario above:

(Situation) “During yesterday morning’s team meeting, when you gave your presentation…(Behavior)…you had a strong, confident presence, your slides were clear and easy to follow, and your sales calculations were well researched, and you defended them well. (Impact) I’m confident that we have earned the trust of all board members, and they will approve our proposal. I believe this has positively impacted the reputation of our team. Thank you!”

Rather than heaping unspecific, vague praise onto a team member, SBI ensures that they know exactly what they are being commended for and why. This motivates the recipient and reinforces the desired behavior for future situations.

One potentially overlooked benefit of the SBI method is not what you say for each of the three elements but what comes next. Effectively using this technique presents an opportunity to ask a question that encourages curiosity and conversation.

Like in the example above, a question like “Can you help me understand what happened?”, provides the receiver a chance to share their perspective. By allowing the receiver a chance to share their viewpoint, there is a better chance of discovering what might have led to their actions and ultimately figuring out the best corrective direction or support they need.

When it comes to giving feedback, there are other very important elements that can make or break whether the feedback lands effectively from the tone of delivery to when and where it is given. Feedback is a vital component of successful leadership and having a plan and structure of how to clearly and concisely give it is a vital starting point. By moving away from approaches like the sandwich method and using SBI instead, you can ensure the feedback you give has the impact you want.

Want to try it out for yourself? Download our Situation - Behavior - Impact (SBI)™ Worksheet.

Sources
https://www.gallup.com/workplace/257582/feedback-not-enough.aspx
https://www.library.hbs.edu/working-knowledge/why-people-crave-feedback-and-why-were-afraid-to-give-it
https://pubmed.ncbi.nlm.nih.gov/22581568/
Situation-Behavior-Impact (SBI)™, by the Center for Creative Leadership (CCL)