How to Give Effective Feedback
A step-by-step guide to the SBI model: from preparation to an agreed next step
Most people want feedback, and most managers find it hard to give. The result is silence until a small issue becomes a big one. This guide gives you a simple, repeatable way to say what needs to be said — clearly, kindly and in a way that leads to change.
Why feedback matters
— What good feedback does for people and teams
Feedback closes the gap between how we think we work and how others see it. Without it, people repeat mistakes and stop doing what works because nobody noticed. Good feedback is not criticism or praise — it is information someone can act on.
Specific
Talks about one concrete moment, not about “always” or “never”.
Timely
Comes within a day or two, while everyone still remembers the details.
Actionable
Ends with something the person can do differently next time.
Feedback is the breakfast of champions.
The SBI model
— Situation, Behavior, Impact — and the next step
SBI keeps feedback about facts instead of judgments. You describe where it happened, what the person did and what effect it had. Then you agree together on what happens next. Click the markers to see each part.
1
Prepare
Write down the situation, the behavior and the impact. Check that it is a fact, not an interpretation.
2
Ask for a moment
Choose a private place and ask: “Do you have ten minutes to talk about yesterday’s call?”
3
Describe SBI
Say the situation, behavior and impact in two or three sentences. Then stop talking.
4
Listen
Ask how they saw it. You may be missing context — listen before you conclude.
5
Agree on a next step
Decide together what changes and when you will check in.
Words that work
— How to phrase feedback so it is heard
| Instead of | Try |
|---|---|
| “You’re always late.” | “You joined the last three stand-ups ten minutes after the start.” |
| “Your report was sloppy.” | “The report had numbers that didn’t match the dashboard on pages 2 and 4.” |
| “Great job!” | “The way you summarized the options helped the client decide in one meeting.” |
| “You need to communicate better.” | “I learned about the delay from the client, not from you.” |
Be as specific with praise as with criticism. Say what exactly worked and why it mattered — then the person knows what to repeat.