Last month, I took a leadership training session called Feedback that Works, created by the Center for Creative Leadership. At first, I figured it would be a nice refresher for my skills, but to my surprise, I learned a lot more than I expected. The session introduced me to a new, simple yet powerful framework for giving feedback—the SBI approach: Situation, Behavior, Impact. It completely changed the way I approach feedback, making it both more effective and less stressful.
We all know that giving feedback, especially when it’s not positive, can be nerve-wracking. It can sometimes feel confrontational, awkward, and even leave the other person feeling demotivated. But if you’re a leader, mastering the art of giving feedback is an essential skill. Done well, it can build trust, improve performance, and strengthen relationships. Done poorly, it can have the opposite effect.
That’s where the SBI approach comes in. It provides a simple framework to follow, ensuring that your feedback is clear, specific, and focused on what matters most—the impact of someone’s actions.
What Is the SBI Framework?
SBI stands for Situation, Behavior, and Impact. Each part is crucial to delivering feedback that is both constructive and actionable. Let’s break it down:
- Situation: Start by describing the specific situation where the behavior occurred. This helps the person you’re speaking with recall the context clearly. Be specific here—mention the event, the time, and the place. This grounds the feedback in a shared reality.Example: “During our team meeting on Tuesday morning…”
- Behavior: Next, focus on the observable actions. What did the person actually do? This is not about your interpretation of their behavior, but a factual account of what happened. Avoid making assumptions or adding your own judgment here.Example: “…you interrupted Susan multiple times while she was presenting her report.”
- Impact: Finally, explain the impact of their behavior. This is where you share how their actions affected you, the team, or the task at hand. Use “I” statements to express how you felt or what the consequences were, without assuming their intent.Example: “Because of that, I felt the meeting lost focus, and Susan seemed frustrated, which affected the flow of the conversation.”
That’s it. Three simple steps that make feedback feel less like a confrontation and more like a conversation.
Why the SBI Approach Works
The beauty of the SBI framework is in its simplicity and clarity. Here are four key reasons why I find it so effective:
- Reduces bias and judgment: By sticking to observable behavior, you avoid adding your own interpretations or assumptions about the other person’s intentions. This minimizes the chances of triggering defensiveness, as you’re focusing on what happened, not why you think it happened.
- Keeps the focus on impact: Instead of making the feedback about blame, the SBI approach centers the conversation on the impact of the behavior. This shifts the discussion from “who’s at fault” to “what happened and why it matters.” It encourages open dialogue rather than a defensive reaction.
- Opens the door for discussion: The framework is designed to foster a two-way conversation. It doesn’t prescribe a solution or imply what the other person should do differently. You’re simply stating the facts and how they made you feel, allowing the other person to share their perspective and collaborate on a solution.
- Helps with preparation: One of the best parts of the SBI model is that it gives you time to gather your thoughts before the conversation. You can jot down the situation, behavior, and impact, ensuring you’re ready to communicate clearly and without bias. This preparation helps eliminate any emotional charge that might otherwise sneak into the conversation.
Real-World Success with SBI
I’ve already started using the SBI approach in my own work, and I’ve seen amazing results.
Just last month, I shared this technique with a coachee during a coaching session. She was struggling
with a contractor who seemed unmotivated and was consistently underperforming. I encouraged her to try having an open dialogue using the SBI framework. A week later, she came back to me elated—she had finally broken through with the contractor. The feedback led to a constructive conversation, and they are now on track for better collaboration moving forward.
I also used the SBI approach myself recently with a new working partner. Instead of diving into a potentially tense conversation, I took the time to write out my feedback following the SBI format. This led to an immediate and positive dialogue, where we addressed the issue head-on and came up with a plan of action to improve things.
Ready to Try the SBI Approach?
If you’re looking for a way to make your feedback more effective, give the SBI approach a try. It takes the guesswork out of giving feedback and replaces it with clear, objective, and actionable insights. By focusing on the situation, behavior, and impact, you can create a space for healthy, honest conversations—whether you’re sharing positive praise or constructive criticism.
Start small, maybe in your next one-on-one or team meeting, and see how it feels. I think you’ll be pleasantly surprised at how well it works. The SBI approach has helped me become more thoughtful and confident in my feedback, and I’m sure it can do the same for you.
Your comments: Let me know any questions or please share any experience you have with this after trying it out.
Best wishes to your career success
Lei