The 'compliment sandwich' is no longer effective.

For a long time, the 'compliment sandwich' has been a popular technique among business people, whereby a subordinate is given a compliment, then a comment about a mistake, followed by another compliment. However, recent research has shown that this technique is now outdated.

Time to end the 'compliment sandwich' - Western News

Popularized in the 1980s, the compliment sandwich involves sandwiching a negative comment between two positive ones, often to ease discomfort for both the manager and employee. For example:

Positive feedback: 'Your input during the meeting was very valuable.'
Negative opinion: 'Now that I think about it, you've been arriving late and leaving early a lot lately. It's affecting your work.'
Positive comment: 'But the most recent report was great.'

Negative comments are often sandwiched between irrelevant compliments, but many managers have tried this method, saying it's better than just giving harsh criticism.

But according to Karen McMillan, a professor of organizational behavior at Ivey Business School, this approach is outdated.

According to McMillan, most employees who have experienced the compliment sandwich repeatedly become wary of the next compliment, believing that the current compliment was merely a buffer and that the next one will be negative. This leads to resentment when negative feedback follows positive feedback.

Instead, the best approach is 'honest and open communication,' McMillan says, adding, 'Opinions delivered honestly and with kindness are what bring benefits.'

According to McMillan, the following techniques are helpful:

◆1: Start with a plan
Most coaching failures are due to a lack of preparation, so it's important to decide what needs to be done beforehand when giving coaching, such as, 'Why are you giving this coaching? What is the purpose? Are you doing it for the right reasons?', 'Are there specific examples to back up your coaching?', 'Can you point out the actual impact of the employee's behavior?', and 'How should you start?' McMillan pointed out, 'Your opening words can make or break the conversation. If you start off wrong, the other person will become defensive and won't listen to anything you have to say.'

◆2: Make it a conversational format
When a boss is talking one-sidedly, it's possible that the subordinate isn't convinced. It's important for bosses to avoid one-sided discussions and instead try to help their subordinates understand their boss's perspective by asking, 'What do you think about the current situation?' or 'Is my view the same as yours?'

3. Show interest as a human being
It's important to link your guidance to 'things that the other person values' and show that you're on their side. For example, the article suggests asking questions like, 'I know you want to get promoted, but there are some things that might be getting in the way. Would you like to know?'

◆4: Conclude with an agreement
Conversations should end with a clear conclusion, even something as simple as 'What are your plans for the future?' or 'Let's reconcile this next week' can be effective.

◆5: View instruction as a process
Coaching rarely ends in one session; employees grow through repeated coaching and rework. McMillan said, 'True coaching comes from repeated follow-up and reinforcement over time, building trust.'