---
altdown: 1
canonical: https://www.vivekchopra.com/posts/giving-negative-feedback
title: Giving Negative Feedback
published: 2018-08-08T00:00:00Z
updated: 2018-08-08T00:00:00Z
lang: en
author: Vivek Chopra
description: Most managers either delay negative feedback or soften it into uselessness. A practical framework for making it actually work.
signals: search=yes, ai-input=yes, ai-train=no
generator: vivekchopra.com-gen
---
# Giving Negative Feedback

Most managers either delay it or soften it into uselessness. A practical framework for making it actually work.

## Key takeaways

- The feedback sandwich buries the message. Give feedback when the behavior happens, keep it specific, and give one thing at a time.
- The Toastmasters template (what you saw, what you heard, what you felt) forces you to pick the observation that matters most.
- Frame it as improvement ("what would have made this even better") or walk alongside the person ("I've had the same challenge").

Giving negative feedback is one of the less pleasant parts of being a manager, and something I've personally struggled with. Most managers either put it off until it's too late, save it for the annual review, or reach for approaches that don't work.

The most common of these is the "sandwich method" — negative feedback wrapped between two pieces of positive feedback. There is plenty of empirical evidence that [it doesn't work](https://hbr.org/2013/04/the-sandwich-approach-undermin/). The negative part gets buried or ignored, and the person leaves the conversation unsure what you actually wanted them to change.

The purpose of feedback is to effect change. For that it needs to be timely (given when the behavior happens, not weeks later), specific, and focused on the action rather than the person. One piece of feedback at a time — a long list is hard to act on.

## A Framework That Works

My Toastmasters club uses a template for speech feedback that translates surprisingly well to almost any situation. It breaks feedback into three sections: what you saw, what you heard, what you felt.

> **What you saw:** Gestures, use of space, eye contact, mannerisms. Pick the one observation that has the most value to learn from.  
>   
> **What you heard:** Structure, opening, conclusion, tone, inflection, emphasis. Again, pick the one that matters most.  
>   
> **What you felt:** What was the impact on you? Did you feel moved, engaged, lost, bored?

The specifics are for speeches, but the structure is widely applicable. It's detailed, it's actionable, it addresses behavior rather than character, and it forces you to prioritize the one or two things that will actually move the needle rather than cataloguing everything.

## How to Phrase It

Direct feedback doesn't have to be delivered harshly. People respond better to being encouraged to improve than to being criticized for what they did. Two approaches from the same Toastmasters playbook:

- Focus on improvement: "What would have made this even better..."
- Walk with the person: "I've had the same challenge, and here is what helped me..."

The second one is underused. It's honest, it's human, and it tends to land well.