The Misused Feedback Sandwich and How to Get It Right

Leaders don’t shy away from feedback. They know it’s the engine of growth, performance, and trust. Yet too often, feedback in the workplace gets delivered in ways that leave the message diluted, the impact lost, and the learning opportunity wasted.

Why? Because leaders often hesitate. They worry about hurting someone’s feelings, damaging morale, or straining relationships. So they soften their words, wrap criticism in layers of praise, and end up sugarcoating the very message that could help their people grow. The intention is good, the outcome is not. 

The Feedback Sandwich at a Glance 

One of the most common approaches leaders turn to when giving feedback is the Feedback Sandwich. The approach is straightforward in structure: start with a positive acknowledgment of what went well, deliver the area for improvement, and end with another positive reinforcement or encouragement. 

In theory, this approach balances honesty with encouragement. In practice, it’s one of the most misused ways to give feedback. 

What Leaders Get Wrong 

Leaders often lean on the Feedback Sandwich as a safety net, a way to soften difficult messages and avoid hurting feelings. But when the praise feels forced or the improvement point gets buried, the real message is lost. 

Instead of clarity, people walk away confused: Were they being praised, criticized, or both? Over time, they learn to tune out the positives and brace themselves for the “real” feedback hidden in the middle. That’s not effective communication,  it’s avoidance dressed up as kindness. 

How to Use It Effectively 

The problem isn’t the approach itself. It’s how it’s applied. Used well, the Feedback Sandwich can balance clarity with encouragement and help people absorb constructive feedback without feeling attacked. 

Here’s how leaders can do it right: 

• Start with substance, not fluff. Praise must be genuine and tied to specific behaviors. Empty compliments erode trust. 

• Deliver the core with clarity. Be direct about what needs to change. Feedback should be timely, specific, and actionable. 

• Close with growth, not comfort. End by showing the benefit of the improvement. Link it to their potential, their role, and the bigger picture. 

Example: "Your report was detailed and well-structured. One issue — the client wasn’t copied when they should have been. Next time, if you include them, your thoroughness will make an even stronger impression.” 

Notice: honest praise, clear correction, and a forward-looking close. 

A Reflection for Leaders 

The Feedback Sandwich isn’t about hiding the tough part. It’s about delivering it with balance, so people feel supported while still challenged. 

Ask yourself: 

• Am I using praise to encourage growth or to soften the blow? 

• When I give feedback, does my team walk away clear on what to do next? 

• Do they feel trusted and respected, or just managed? 

The difference between ineffective and effective feedback is simple: one protects comfort, the other builds capability. Which one are you practicing?