Providing corrective feedback is an essential part of effective management, yet it can be fraught with challenges, particularly when it comes to maintaining trust. Trust is foundational to high-performing teams (Costa & Anderson, 2011), and mishandling feedback can erode it quickly. Fortunately, research offers valuable guidance on how to navigate these conversations constructively.
A key foundation for all leaders in this situation is the presence of psychological safety within the team. a concept popularized by Edmondson (1999). Managers should establish an environment where employees feel safe to receive and discuss feedback. This involves expressing intent—clarifying that feedback is meant to support development, not punish mistakes (London & Smither, 2002).
And this extends into how you phrase feedback too. Consider the difference in tone from these two generic sentences:
1. Here are three reasons why your performance is not as good as it could it be.
2. Would you like to know three factors that could help improve your performance?
The second phrase, structured as a question rather than a direct statement, is aimed at developing future potential rather than criticising past mistakes.
The Feedback Sandwich: A tastier alternative
The "feedback sandwich" method—placing critical feedback between positive comments—has been widely used, but research suggests it can dilute the message and reduce trust if perceived as insincere (King, 2016).
Instead, consider the SBI (Situation-Behaviour-Impact) model, which encourages managers to specify the situation, describe the behaviour, and explain its impact (Cannon & Witherspoon, 2005).
For example: “In yesterday’s team meeting (Situation), you argued with a colleague several times (Behaviour), which came across as aggressive (Impact).”
Finally, involving the employee in problem-solving can maintain trust and autonomy. Asking reflective questions such as, “What can you take from this that will help you in the future?” encourages ownership and demonstrates respect for their expertise (Whitmore, 2009). This approach makes feedback much easier to receive on the part of the employee too.
By delivering feedback with clarity, empathy, and a focus on growth, managers can strengthen—not weaken—trust within their teams.
Image credit: Dennis Reina
References
- Cannon, M. D., & Witherspoon, R. (2005). Actionable feedback: Unlocking the power of learning and performance improvement. Academy of Management Perspectives, 19(2), 120–134.
- Costa, A. C., & Anderson, N. (2011). Measuring trust in teams: Development and validation of a multifaceted measure of formative and reflective indicators of team trust. European Journal of Work and Organizational Psychology, 20(1), 119–154.
- Edmondson, A. (1999). Psychological safety and learning behaviour in work teams. Administrative Science Quarterly, 44(2), 350–383.
- King, D. (2016). Why the feedback sandwich is ineffective and what to do instead. Harvard Business Review.
- London, M., & Smither, J. W. (2002). Feedback orientation, feedback culture, and the longitudinal performance management process. Human Resource Management Review, 12(1), 81–100.
- Whitmore, J. (2009). Coaching for performance: Growing human potential and purpose (4th ed.). Nicholas Brealey Publishing.
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