In my blog last week, I talked about assumptions we make and the little friction points it can lead to in teams. This week I thought I would share one of my favourite tools for a topic many steer away from.
Feedback.
Giving feedback is essential for building trust, fostering growth, and helping team members understand how they’re contributing to the team. The SBI (Situation-Behaviour-Impact) model is my favourite go to tool for feedback as it structures conversations so that feedback is clear, specific, and non-judgmental. It’s so much more effective that the ‘Sandwich’ method. Everyone can read through that and know exactly what’s coming, its why its often known as the s#!t sandwich.
SBI is simple and effective: describe the Situation, explain the Behaviour, and clarify the Impact. Often we state the behaviour but not the impact and therefore the other person is at a loss of what the issue is or why you are bringing it up. Here are a few examples to demonstrate how SBI can be used for both positive feedback and constructive discussions.
Scenario 1: Positive Feedback for Clear Communication
Imagine a team meeting where James clearly articulated the project’s next steps, making sure everyone was on the same page. Here’s how we could use SBI to highlight this strength:
Situation: “James, in the team meeting yesterday, while we were discussing the upcoming project deadlines…”
Behaviour: “…you explained each step clearly and checked in with everyone to make sure they understood.”
Impact: “…this helped the whole team feel more confident about the direction and what was expected of them. It made a huge difference to the clarity of our planning!”
This feedback is specific and highlights exactly why James’s communication was valuable. By describing the impact, it reinforces how his strength in Communication supports the team’s overall goals and sets a great example.
Scenario 2: Positive Feedback for Speaking Up
In another situation, let’s say Sarah, who often prefers to work quietly, voiced her ideas in a brainstorming session, which added new perspectives. Acknowledge this effort with SBI:
Situation: “Sarah, during Monday’s brainstorming session when we were generating ideas for the new marketing campaign…”
Behaviour: “…you shared your thoughts on how we could use social media more creatively.”
Impact: “…your ideas sparked a lot of conversation and inspired others to think differently. It showed great initiative, and the team appreciated your unique insights. Thank you, we would love to hear from you more, you have so much value to add to the team”
This feedback supports Sarah’s Intellection and Ideation strengths, showing her that speaking up is valued, which encourages her to contribute more often.
Scenario 3: Constructive Feedback for Talking Over Someone
Now, let’s consider a more challenging scenario. Charlie tends to jump in during conversations, sometimes cutting others off. They are high Communication, Connectedness and Activator and often their enthusiasm gets the better of them (sounds like me!) Here’s how we could address this constructively with SBI:
Situation: “Charlie, in our team meeting on Tuesday when we were reviewing the project timeline…
Behaviour: “…you began sharing your ideas before Mark had finished speaking.”
Impact: “…this made it difficult for Mark to communicate his thoughts and for the team to hear both perspectives. I could see that Mark was a bit frustrated, and it disrupted the flow of the conversation.”
In this feedback, we’re highlighting Charlies behaviour, and showing them how speaking over others impacts the team. This could then lead to a conversation about how they could use their Communication or Connectedness talents in a way that respects everyone’s input, perhaps by writing down their ideas and sharing them once others have finished. To see the connections between what others are sharing and then connect the dots for the team.
Tips for Giving Feedback Using SBI
- Keep It Simple and Specific: Avoid overloading the feedback with multiple points. Stick to one specific instance to make it memorable and actionable.
- Separate Behaviour from Personality: Focus on the action, not the person. Rather than saying, “You’re always interrupting,” say, “Yesterday, you spoke before Mark had finished his thought.” This keeps the feedback objective.
- Invite Reflection and Dialogue: After giving feedback, invite the person to share their perspective. For constructive feedback, ask, “How do you feel about that?” or “What could we collectively do to hear from everyone, your Connectedness is great and seeing the connections?” It shows that you’re open to a two-way conversation.
- Follow Up Positively: Reinforce any progress, even if it’s small. If Charlie begins pausing more to let others finish, let them know it’s noticed and appreciated.
Using SBI regularly helps normalise feedback, making it easier to share strengths and address challenges without it feeling confrontational. With clarity and respect, it becomes a powerful tool to keep the team communicating and growing in a positive, strengths-based environment. It’s a tool everyone in the team can use and not just leaders.