The sandwich. Named after the 4th Earl of Sandwich in 18th century England. The story says the Earl was an avid gambler who wanted a convenient food that could be eaten without interrupting a card game.
He asked his servants to bring him meat placed between two slices of bread, allowing him to eat with one hand while continuing to play cards.
But that humble meal has become more than a meal. It has grown to become a term denoting something or an idea placed between two other concepts. There is the Sandwich Approach to closing a sales deal, where the seller places the cost of the item between two advantages.
This is done to ensure that the price does not become the main point of discussion. In Negotiation, the Sandwich Approach advises negotiators to start with a positive statement and then follow up with what they really want. They then close it up with the other person’s point of view.
Then there is the Sandwich Approach to giving feedback. This is when negative or constructive feedback is delivered between two slices of positive feedback. The one giving the feedback has to start with a compliment or praise, then address the issue or area of improvement, and then end with another compliment or encouragement.
So for instance, a supervisor who wants to give feedback to one particular employee must go this way. The Sandwich Approach expects the supervisor to start by saying something to this effect. “You’re doing great with the regular customers. They love how you remember their usual orders.” The supervisor would then add, “However, I’ve noticed you tend to ……………. I’d like you to proactively ………………Keep up the good work!”
The beauty of the above approach is that it prevents whoever is receiving the feedback from becoming defensive. In many instances, the one would become genuinely engaged. By adopting this approach, the supervisor can draw a fine balance between a positive condition and a negative one. A smart employee would even use the opportunity to find out from the supervisor what he or she can do to become better. A humble person, someone who is genuinely ready to improve, will not become defensive when receiving positive criticism.
The fundamental truth about feedback in customer service is this. It is not just about being positive or negative—it is about finding the right balance that motivates employees to go above and beyond. This is exactly what the Sandwich Approach accomplishes.
A fascinating new study sheds more light on this very issue. Their research delves into how different types of feedback influence what the researchers call “proactive customer service behaviour” (PCSB). The rather long but interesting title of the said study was “Don’t give me just positive feedback: How positive and negative feedback can increase feedback-based goal setting and proactive customer service behaviour.” The findings are both surprising and enlightening for anyone interested in improving customer service performance. The findings were published in the November 2024 edition of the Journal of the Academy of Marketing Science.
The Feedback Conundrum
Many organisations seem to have adopted an “all positive, all the time” approach to feedback. It is as if managers are afraid that any negative feedback might demotivate their staff. However, this research suggests that such an approach might be leaving valuable tools on the table.
Think about it this way: If you are learning to play a musical instrument, would you prefer a teacher who only tells you what you are doing right, or one who also points out areas where you need improvement? Most of us would choose the latter, knowing that growth often comes from understanding both our strengths and weaknesses.
The Power of Positive Feedback
It is very difficult to argue against the importance of positive feedback. Humans thrive on positivity. Positive feedback plays a crucial role in human psychological well-being. It boosts self-esteem, increases motivation, and provides a sense of validation. When people receive genuine praise or recognition, it triggers the brain’s reward system, releasing dopamine and creating feelings of pleasure and satisfaction.
The study reveals something quite interesting about positive feedback. When managers praise their employees’ customer service efforts, it leads to what researchers call “feedback-based goal setting.” In other words, employees use this positive feedback as a foundation for setting new, higher goals for themselves.
There are countless examples of individuals who receive positive feedback and it inspires them to greater heights. When managers consistently praised the ability of their team members to solve complex customer problems. Rather than becoming complacent with these showers of praise, smart employees will use it as motivation to set even higher standards for themselves.
The Hidden Value of Negative Feedback
Here is where it gets interesting. While positive feedback works through what the researchers call “feedback utility”—helping employees see the usefulness of the feedback—negative feedback operates differently. It works through “feedback accountability,” making employees more conscious of their responsibility to improve.
Smart supervisors know that when talking to their team members, telling the team members that they are doing well helps build the confidence of the team. However, when team members are told the particular areas where they need to improve, they become more innovative. When you tell someone you have just praised to do something that would be beneficial to the one, the chances of the one doing it become higher. The individual being praised would know that the one offering the feedback is doing it out of a good place.
The thing about giving negative feedback is that the one receiving it must have the right attitude. It is one thing to give feedback and it is a totally different thing for the feedback to be received the way it is meant to be received. An individual’s attitude to receiving feedback should be one of the characteristics that should be used in judging whether the individual is fit for the front desk.
Finding the Right Balance
The research suggests that both types of feedback have their place in developing proactive customer service behaviour. Here is what organisations can learn from these findings:
- Do Not Shy Away From Negative Feedback: Constructive criticism, when delivered properly, can be a powerful motivator for improvement. If criticism is given from a place of genuine care, it yields the right results.
- Make Feedback Meaningful: Whether positive or negative, feedback should be specific and actionable. Vague praise or criticism rarely leads to improved performance.
- Focus on Goal Setting: The study shows that feedback is most effective when it leads to concrete goal setting. Managers should help employees translate feedback into specific, actionable goals.
- Consider the Mechanism: Understanding that positive and negative feedback work through different mechanisms (utility versus accountability) can help managers deliver more effective feedback.
The Path Forward
What does all this mean for customer service organisations? For one thing, it suggests that we need to move beyond the simple notion that positive feedback is good and negative feedback is bad. Instead, we should focus on how different types of feedback can work together to drive proactive customer service behaviour.
As we continue to navigate the ever-evolving landscape of customer service, perhaps it is time to rethink our approach to feedback. After all, as this research shows, the path to exceptional customer service is not paved with praise alone—it is built on a foundation of balanced, purposeful feedback that drives both accountability and growth.
The next time you are about to give feedback to a customer service professional, remember that it is not about choosing between positive and negative feedback. It is about using both effectively to help your team members set and achieve higher goals in their customer service journey. If you remember the sandwich, you will not forget this simple approach to giving feedback.
