Get rid of the Mayonnaise!
We need to talk. These words often trigger anxiety, whether at home or at work. In fact, for many, announcing feedback is right behind the dentist and tax return in terms of popularity. As coaches, we know good ways to counter this discomfort: Using the classic sandwich approach or the burger-method, where feedback is constructively wrapped between two or more layers of praise, recognition and mayonnaise. These methods are particularly effective when it comes to correcting errors on a factual level. However, if the focus of the feedback is on emotions or a sustainable change in behaviour, traditional feedback does not seem to be sufficient. If real change, if more creativity and personal responsibility are to be encouraged, feedback should not be improved, but be based on completely different basic assumptions. The first basic assumption that needs to be reconsidered is that the person giving feedback knows better what should have been done or said.
