The exchange of opinions is the main component of the relationship between the manager and the subordinate. Still, often managers are afraid to give a constructive (negative) assessment of the work of subordinates. They think that negative reviews will offend employees and violate the principle of trust on which relationships are based. As a rule, such managers keep their dissatisfaction to themselves. They are silent in a variety of situations, tardiness, inappropriate appearance, and behavior, which in the end can have a devastating effect on the business. This article examines the popular “sandwich principle” that is used when making comments about what other people say and do. The sandwich principle is a popular technique that simplifies the process of making negative comments and comments. In this case, the statement is built according to the scheme “praise-criticism-praise.” In other words, the sandwich principle involves discussing negative points mixed with positive points. The advantage of this method is that it softens criticism and simplifies its perception. This method also allows the speaker to feel more confident when discussing awkward moments. Praise at the beginning is to say that the manager appreciates the positive aspects of the employee and his recent success. This will set up a conversation about improving results. Scold is a criticism, and at this stage of the conversation, the boss shares with a colleague observations about what needs to be improved. Praise at the end of the conversation should be something positive: an encouraging phrase, a positive call to action, a mention of prospects, or an expression of confidence that the employee is capable of more. The sandwich method allows the manager to rephrase the remark so that it is easier to express and perceive it. It encourages good behavior and promotes positive change. The most important thing in a conversation with subordinate employees is constructiveness. Subrameyer (2021) claims that constructive feedback should be formulated as it comes from positive intentions to solve existing problems and should have a certain value for the employee. It should not offend the employee but help him understand what he is doing wrong. And it should also at least indirectly set the direction for changes and improvements. In the case of Jim, it will better first praise him for his successful work during the previous nine months. It can also be reported that he is a fairly valuable employee and the manager appreciates him as a professional in his field. Then it is necessary to move on to the conversation about the delays that have led to failures on the production line. For example, it is worth saying that, unfortunately, lateness has become regular lately, which worries the head of the company. Clarify what causes regular delays and discuss this reason. If it is significant, it is recommended to offer help in solving this issue, if not, then it is needed to explain what negative consequences his lateness has for the case. In the end, it is needed to encourage Jim and say that together they can find a solution to any problem and again return to exemplary performance at work. In conclusion, the sandwich principle allows the manager to rephrase the remark so that it is easier to express and perceive. It encourages good behavior and promotes posi