The 30-Second Summary
- The Problem: Vague feedback ("Great job!" or "You're being difficult") lacks the data needed for someone to actually change or repeat their behavior.
- The Solution: The SBI Method (Situation, Behavior, Impact).
- The Goal: To replace judgment with observation, reducing defensiveness and creating a clear path for growth.
The high-performance dividend of my time at Google wasn't the perks—it was the intensive focus on professional development. Of all the feedback frameworks I’ve learned, the most enduring has been the Situation-Behavior-Impact (SBI) method.
Developed by the Center for Creative Leadership, SBI is a precision tool for feedback. It solves the most common management failure: giving vague "vibe-based" feedback that leaves the recipient confused. By tying observable behavior to personal impact, you move past judgment and into data-driven coaching.
The Anatomy of Objective Feedback
Feedback shouldn't feel like a confrontation; it should feel like a course correction. The SBI model (developed by the Center for Creative Leadership) anchors the conversation in reality.
1. Situation: Anchor the Moment
Specific feedback requires a specific setting. Instead of "lately," say "In Tuesday's design review." This helps the other person mentally travel back to the exact moment you're discussing.
2. Behavior: The "Camera Test"
This is the hardest but most important step. Describe only what you saw or heard. If a video camera didn't record it, don't say it.
- Avoid: "You were being unprofessional." (Judgment)
- Use: "You interrupted the presenter three times." (Observable behavior)
3. Impact: The Personal Consequence
Explain how the behavior affected you, the team, or the project. Using "I" statements prevents the other person from feeling attacked.
- Example: "I felt concerned because I want you to take a leadership role, but I’m not sure our goals are aligned."
Closing the Loop: Intent and Change
Stating the impact is a great start, but a leader’s job is to bridge the gap between what happened and what happens next.
- The Intent Bridge: Move from your perception to their reality. Ask: "What was going on for you in that moment?" This avoids the "Thinking Trap" of mind-reading.
- The Change Pivot: Focus on the future. Ask: "How can we approach this differently next time?" This turns a past-tense critique into a future-tense strategy.
SBI in Practice: Congratulatory & Constructive
Congratulatory
- Situation: Tuesday's hiring meeting.
- Behavior: You charted immediate needs to drive consensus.
- Impact: We can now hire with a solid research foundation.
Constructive
- Situation: The literature review due Friday.
- Behavior: It wasn't delivered.
- Impact: I had to work over the weekend to finish it.
- Change: How do we avoid this on the next deliverable?
Caveats & Common Sense
The "Sociopath" Rule: SBI works with people who care about their impact on others. It is an empathy-based tool, not a compliance-based one.
Timing Matters: You don't always have to wait for a 1:1. If you're in the moment and the context allows, a Real-Time SBI conversation is often the most effective.
The Final Word: Feedback as a Culture Touchstone
Feedback is often treated as a chore, but in a high-performing team, it is a gift of clarity. Using SBI doesn’t just make you a better "manager of people", it makes you a protector of your team’s culture.
By removing the thinking trap of assumptions and sticking to the data of behavior, you create a space where growth is possible and expectations are crystal clear. Don't wait for a formal performance review to use this. Start with a Congratulatory SBI today. Reinforcing the right behaviors is just as important as correcting the wrong ones.
If you’re looking for in-depth advice on using feedback with your team, check out the Center for Creative Leadership white paper Busting Myths about Feedback, what leaders should know (24 pages, PDF).