Use the Situation-Behavior-Impact (SBI) model to deliver factual, non-judgmental feedback, for both recognition and correction.
SBI: a three-part structure for honest feedback
Situation – Behavior – Impact
The SBI model, developed by the Center for Creative Leadership, gives managers a simple three-part structure that keeps feedback factual and non-judgmental. S stands for Situation: when and where did the behavior occur? B stands for Behavior: what exactly did the person say or do — described in observable, specific terms? I stands for Impact: what concrete effect did that behavior have on the team, the project, or the customer?
Here is a worked praise example. Situation: "In this morning's all-hands meeting." Behavior: "You presented the Q2 roadmap without reading from your slides, and you paused to invite questions after each section." Impact: "The team left the room with a clear picture of priorities, and three people told me afterward they finally understood the direction." Notice that every word is factual — an observer in the room could verify all of it.
Here is a worked corrective example. Situation: "During Tuesday's client call." Behavior: "You cut the client off twice while they were describing their main concern." Impact: "They went quiet for the rest of the call, and our account manager had to spend 30 minutes after the call reassuring them." Again: specific, behavioral, verifiable.
The Center for Creative Leadership also recommends an optional fourth step called Intent: asking "What was going on for you in that moment?" This turns the feedback into a two-way dialogue rather than a one-way verdict. It is especially useful for corrective feedback, because the behavior you observed may have had a reason you were not aware of.
Lesson notes
Situation – Behavior – Impact
The SBI model, developed by the Center for Creative Leadership, gives managers a simple three-part structure that keeps feedback factual and non-judgmental. S stands for Situation: when and where did the behavior occur? B stands for Behavior: what exactly did the person say or do — described in observable, specific terms? I stands for Impact: what concrete effect did that behavior have on the team, the project, or the customer?
Here is a worked praise example. Situation: "In this morning's all-hands meeting." Behavior: "You presented the Q2 roadmap without reading from your slides, and you paused to invite questions after each section." Impact: "The team left the room with a clear picture of priorities, and three people told me afterward they finally understood the direction." Notice that every word is factual — an observer in the room could verify all of it.
Here is a worked corrective example. Situation: "During Tuesday's client call." Behavior: "You cut the client off twice while they were describing their main concern." Impact: "They went quiet for the rest of the call, and our account manager had to spend 30 minutes after the call reassuring them." Again: specific, behavioral, verifiable.
The Center for Creative Leadership also recommends an optional fourth step called Intent: asking "What was going on for you in that moment?" This turns the feedback into a two-way dialogue rather than a one-way verdict. It is especially useful for corrective feedback, because the behavior you observed may have had a reason you were not aware of.