SBI feedback model: how to give clear feedback at work

SBI feedback model is a three step way to give feedback that is clear, fair and hard to argue with. You name the situation, describe the behavior, and explain the impact. It works for praise and for problems, and you can learn it in one sitting.

Where the model comes from

SBI stands for Situation, Behavior, Impact. It is a feedback tool taught by the Center for Creative Leadership, a leadership training and research group. The group's guidebook on the topic, "Feedback That Works" by Sloan R. Weitzel, covers the method.

The idea behind it is simple. Vague feedback such as "you were rude" or "good job" gives people nothing to act on. SBI asks you to stick to what you saw and what happened next. That makes it easier to give and easier to hear.

Sources: Sloan R. Weitzel, "Feedback That Works," Center for Creative Leadership, as listed in the Open Library catalogue, openlibrary.org.

Step one: name the situation

Say when and where it happened. Be exact. "Last Thursday, in the 3 pm budget call" is better than "recently" or "in meetings." A clear moment helps the other person remember it. It also shows you are talking about one event, not about who they are.

Keep the setting short. One phrase is enough. If you wait too long, memories fade and the feedback loses force, so try to speak within a few days.

Step two: describe the behavior

This is the heart of the model. Describe what you saw or heard, as a camera would record it. Leave out guesses about motives and leave out labels.

• Weak: "You were disrespectful."
• Better: "You spoke over Mei Ling twice while she was giving her numbers."
• Weak: "You are not a team player."
• Better: "You did not share the draft with the design team before sending it to the client."

A good test is to ask whether two people watching would agree on your sentence. If they might disagree, you have added an opinion. Rewrite it until it is a plain fact.

Step three: explain the impact

Now say what the behavior did. You can describe the effect on you, on the team, or on the work. You can also say how you felt. Keep it honest and short.

For example: "When that happened, Mei Ling stopped presenting, and we missed the second half of her analysis." Or: "I felt worried, because the client saw a version the designers had not checked."

Impact is what turns a fact into a reason to change. Without it, the person may shrug and ask why it matters. With it, they can see the cost, or the benefit, in real terms.

Put it together: three worked examples

Here is the model in full, for different needs.

• Correcting: "In Tuesday's client meeting, you gave the delivery date before we had confirmed it with the factory. The client now expects it by the 15th, and I am worried we cannot meet it."
• Praising: "In this morning's team call, you asked each person for their view before giving yours. Everyone spoke, and we found a risk we had missed. Thank you."
• Coaching: "In the Monday stand up, your update ran for ten minutes and covered five projects. By the end, two people were checking their phones, and the key decision got little time."

After you speak, stop and listen. Ask a simple question, such as "How did you see it?" The other person may know something you do not. SBI starts a two way talk, and it is not a verdict.

Sources: The examples above are written for this guide to show the three steps. The method follows the Situation, Behavior, Impact steps in the Center for Creative Leadership guidebook "Feedback That Works."

Common mistakes to avoid

Most problems come from skipping a step or sneaking in a judgment. Watch for these.

• Mixing in character labels. Words like lazy, careless or arrogant start an argument about the person. Stay with the act.
• Saving it up. If you wait for a yearly review, the moment is gone. Give feedback close to the event.
• Giving it in public. Correct people one to one. Praise can be public if the person is comfortable with it.
• Burying it in a sandwich. Wrapping a problem between two compliments can hide the point. Be kind, but be clear.
• Forgetting the next step. End by agreeing on what will happen next time, and set a date to check in.

If you lead a team across several offices or time zones, SBI also helps in writing. A short message that names the call, the action and the effect is easy to read, and it is hard to misunderstand. Still, hard news is often better said live, by video or phone, with a written note after.

A simple habit to start this week

Pick one person on your team and one recent moment. Write a single SBI sentence for it on paper before you say a word. Check that the behavior part would pass the camera test. Then have the talk within a day or two, and ask for their view.

Do this once a week for a month. It will feel stiff at first. Soon the three steps will come naturally, and your feedback will be shorter, calmer and more useful.

Sources: Sloan R. Weitzel, "Feedback That Works," Center for Creative Leadership (catalogue listing at openlibrary.org).