In a recent LinkedIn post, Leslie Venetz challenges a common feedback technique, arguing that the “sandwich feedback method” is ineffective for sales leaders aiming to guide their teams toward better performance. Venetz asserts that this approach, which typically involves framing criticism between positive comments, fails when a team member is working hard but in the wrong direction.
As Leslie Venetz notes:
“I don’t say that because I think we should be harsh with our people. I say it because when you’re managing a rep who works incredibly hard but is always working in the wrong direction, no amount of passive aggressive positive-negative-positive packaging is going to make that conversation easier.”
Venetz shares a personal anecdote about managing a high-performing but misdirected sales representative early in her leadership career. This individual was dedicated and worked tirelessly, yet their efforts were not aligned with revenue-generating activities. According to Venetz, the challenge in providing feedback to this rep wasn’t about finding the perfect words, but about the existing level of trust.
The Crucial Role of Trust in Delivering Difficult Feedback
Leslie Venetz emphasizes that the true difficulty in redirecting an employee lies not in the delivery of the message, but in the foundation of trust between the leader and the team member. Venetz argues that psychological safety isn’t a spontaneous occurrence but a cultivated environment built over time.
Building Trust Through Reciprocal Openness
According to Leslie Venetz, leaders must actively model the openness to feedback they expect from their team. This consistent demonstration of vulnerability and willingness to receive feedback fosters an environment where constructive criticism can be heard without being perceived as a personal attack.
“Psychological safety on a team is not something that shows up the day you need it. It is something you build deliberately, over time, by modeling the same openness to feedback you are asking your reps to have.”
Venetz posits that the core responsibility of a sales leader is to earn trust. This trust is the essential prerequisite that grants a leader the authority to provide necessary redirection, even when such conversations are inherently uncomfortable.
Trust as the Bedrock of Effective Leadership
Leslie Venetz highlights that trust is what supports a leader when their feedback, however well-intentioned and delivered, may still cause discomfort. In Venetz’s view, trust creates space for understanding and allows the feedback to be processed constructively.
“The job of a sales leader is to be trusted. That trust is what gives you the right to redirect someone when they need it, even when it is scary.”
The post concludes with a question posed to the audience, seeking experiences where a manager’s actions fostered psychological safety, enabling them to receive difficult feedback. This interactive element underscores Venetz’s belief in the communal aspect of building a supportive and effective work environment.
📝 About This Content
This article is based on insights shared by Leslie Venetz on LinkedIn.
📅 Originally posted on April 10, 2026 | View original post on LinkedIn →