Has the feedback sandwich gone stale?

But that sandwich has gone stale. And it’s left a bad taste to boot.

So, what’s fresh on the feedback menu that can restore our appetite for openness?

We spoke to Lewis Michael Baird, Principal Behavioral Scientist at EZRA, about how to build a feedback culture that truly nourishes.

Why feedback culture matters

“Done well, feedback is the single biggest trust builder there is,” says Lewis.

It also drives performance – 80% of employees who received meaningful feedback in the past week are fully engaged at work.

Yet organizations still tend to give feedback too late, be too vague, and get all tangled-up in top-down dynamics. It’s a system that’s ripe for change.

But change requires more than just good intentions.

Creating a feedback culture

“You can’t stick ‘speak up’ on the wall and expect people to suddenly feel safe and skilled in providing feedback,” Lewis warns.

Knowing how to give good feedback isn’t instinctive, it requires “A behaviour-change-led approach that builds the conditions first.”

Build psychological safety

In the wrong sort of environment, “The brain can treat feedback like a threat,” Lewis explains.

Psychological safety turns feedback into opportunity instead. It’s the difference between “Someone’s going to get upset” and “We trust each other enough to be honest.”

Make feedback a daily habit

Don’t confuse performance appraisal with feedback culture. True feedback isn’t confined to occasional performance reviews. You can’t build culture on a single occasion. So make feedback part of everyday conversations and normalize it, not just formalize it.

Lead by example

“Leaders need to be modelling in the right way,” Lewis tells us.

As chief architects of work culture, when “Leaders listen and take feedback well,” he says, it “…means everyone else dares to give it.”

Top-down feedback is just management. Feedback from all directions? That’s culture.

Find the right balance

Offering only positive feedback is like serving cake for dinner every day. Sure, it feels good at first, but it’s a one-way ticket to disaster.

“Tell the truth, but with care,” Lewis advises. Radical candor means being honest and kind. Before speaking, try asking “Are you trying to help or be right?” he adds.

Match the person and occasion

How feedback is delivered matters just as much as what is said.

Rather than charging in uninvited, “Ask permission before giving it,” Lewis advises.

And don’t forget to “Match the modality to the moment,” he adds. Some things just shouldn’t be said on Slack.

What you, as an individual, can do

Feedback culture relies on more than just giving, though. It’s about receiving it too.

Don’t debate, focus on digesting

It’s only natural to bristle at constructive feedback. Take a moment to process before reacting.

“I know myself that I can be defensive, and that self-awareness means that I know to take that additional step to take a pause and reach a better perspective before I react,” says Lewis.

Assume good intent

“For many their role becomes their identity, so feedback feels like a character assassination,” Lewis points out.

But most people genuinely want to help. Try to frame feedback as a gift, not a grenade.

From feedback to growth

Even the best feedback means diddly-squat unless it leads to meaningful change. Because really, feedback is about looking forward. Focusing on future actions, not past mistakes; on improvement, not evaluation. Whether it’s a small tweak or a major shift, it’s the actions we take that make feedback truly worthwhile.

So next time you hear, “Can I give you some feedback?” lean in, and see where it can take you.