My jaw tightened. “You’re so great at communicating, Mark! The entire project is on fire and you need to fix it. But I love your positive attitude!” My manager, smiling like he’d just delivered a motivational poster, clapped me on the shoulder. The fluorescent lights in the conference room hummed, a low, persistent drone that usually lulled me into a false sense of calm. Not today. Today, it was just another layer of static on top of a perfectly useless conversation. My mind, usually a neatly organized filing cabinet, felt like a pile of confetti thrown into a fan. What was I supposed to focus on? The great communication, the burning project, or the cherished positive attitude? It was an emotional ping-pong match where every serve landed out of bounds, leaving me confused, deflated, and frankly, a little insulted. It wasn’t the first time, of course. For the past 4 years, I’d been on the receiving end of these carefully constructed, utterly debilitating verbal constructions. They always started sweet, dropped a bombshell, and then tried to patch it up with another saccharine layer, like a badly made cake trying to hide its burnt center with extra frosting.
The “Feedback Sandwich”
This, my friends, is the infamous “feedback sandwich,” a staple of corporate training modules and a monument to managerial cowardice. It’s presented as a gentle approach, a way to soften the blow of criticism. But what it actually does is far more insidious: