I've read a few articles lately that have no praise for the praise sandwich. If you haven't heard that name before, it refers to something like this:
Joe, I really like the confidence and energy you bring to your work. But yesterday's outburst was unprofessional and frankly unacceptable. It's the sort of thing that could get you fired. But you're such a smart guy that I'm confident you'll never do anything like that again. You're an important part of the team and we're all glad you work here.
You start out by saying something nice, then criticize, then say something nice again to end the meeting on a positive note. So what's wrong with that? Well partly it's all the "but" in there. I've talked about that before
. There's more to it, though. Esther Derby says
it "tends to erode trust in the feedback givers intentions, and once that's gone,
there's not much chance any useful information will get through" which is a very good point. Her advice about how to deliver criticism is very good, most especially "don't sell past the close." Art Petty says
it is "insulting to the receiver and borderline deceitful" and is really about making the criticizer feel better, not the recipient. Of his tips, I especially like "link the issue to business impact" - one of the real strengths the boss brings to any situation is the extra information about the consequences of errors. I have found over the years that people who write code all day really don't see a problem with broken links or bad images on live websites, because it still works and it's not like there was a code problem. That's just one example of course, but if you want to change someone's behaviour, it's important that they actually understand why it's truly a problem.
I couldn't count the number of times I've had to tell someone they really screwed up. I know there were times it was as little as two words. After establishing the facts of the matter, I once just sighed and said "Not cool." That was all that employee needed to be told. I've also had very long and heated conversations that did not result in changed behaviour. These days I go for shorter over longer. And I don't do sandwiches.