How do you use the SBI (situation, behavior, impact) model to deliver clear and specific feedback?

The Center for Creative Leadership developed the Situation-Behaviour-Impact (SBI) model that outlines a simple structure for managers to deliver clear, specific, and effective behavioural feedback. It can be used to provide positive feedback, to inspire growth, and/or constructive feedback, to correct issues. The SBI model is structured into three parts: (1) the Situation: describe the context - the 'when' (time), 'where' (place), and 'who' (people involved). (2) the Behaviour: actions being addressed that have been observed. (3) the Impact: how the behaviour affects others or the organisation. Then discuss recommended changes for this behaviour or how to encourage and build upon this.

> Clearly state the specific context or event where the behavior occurred. > Be precise and objective when describing the action or behavior you're addressing. > Clearly articulate the positive or negative consequences of the behavior on you, the team, or the organization.

The SBI model is quite similar—or even identical, one could say—to the STAR technique (Situation, Task, Action, Result). As explained in the article, this is a very handy way of keeping one’s thoughts streamlined thereby ensuring little-to-no distraction.

Another similar model is the AID framework. Describe the action- keeping it factual and specific. Discuss the impact the behaviour is having and then collaborate with the person to decide what the desired behaviour or development need is. Both of these models help you keep focused and to the point.

The SBI model is a powerful model for feedback as it provides a way to give feedback with actual situational evidence. This way, there is less chance of arguments as the model provides objectivity. It can also be used by interview candidates to answer behavioural and functional interview questions as well. It is quite similar to the STAR guide that I have used extensively as well.

Das SBI-Modell (Situation-Behavior-Impact) ist eine effektive Methode für positives Feedback, das motivierend wirkt und gewünschtes Verhalten verst?rkt. Indem die Situation klar benannt wird, entsteht Kontext. Die Verhaltensbeschreibung sorgt für Objektivit?t, und die Wirkung verdeutlicht den Nutzen für Team und Organisation. Studien zeigen, dass spezifisches positives Feedback die intrinsische Motivation und Selbstwirksamkeit st?rkt. Datengetrieben eingesetzt – z. B. durch Feedback-Analysen in Teams –, kann SBI gezielt die Leistungskultur verbessern und High-Performance-Verhalten nachhaltig f?rdern.

One way to emphasize the potential of not shifting their behavior is to bring up goals or aspirations that they have for themselves and will not be able to achieve with this specific behavior in place. For example, (using the prompt) "your interruptions cause people to feel disrespected and some even missed important information. I know you're looking to become a project leader and communication is one of the most important skills to cultivate because it ensures understanding of the task/project at hand." Adding this little bit should help them put the constructive feedback into perspective. ??Go the extra mile, work on a step forward with them as well.

I think this model is simple, elegant and effective. I like using it for positive feedback as well as developmental. When I teach this model I like to share the ideal ratio of positive to developmental on high performing teams is 5:1!

Das SBI-Modell (Situation-Behavior-Impact) strukturiert konstruktives Feedback pr?zise und nachvollziehbar. Zuerst wird die konkrete Situation benannt, wodurch der Kontext festgelegt wird. Anschlie?end beschreibt man das spezifische, als verbesserungswürdig identifizierte Verhalten, ohne dabei zu werten. Zum Schluss werden die Auswirkungen auf das Team oder die Organisation klar dargestellt. Diese Vorgehensweise stützt sich auf evidenzbasierte Erkenntnisse aus der Organisationspsychologie und Data-Science-Analysen, die zeigen, dass objektives Feedback die Bereitschaft zur Verhaltens?nderung signifikant erh?ht. Ein smarter Ansatz, um nachhaltig zu optimieren – nicht wahr? ??

Feedback is often viewed as negative. Asking for permission to give feedback is a great way to lower defenses and open the door for positive, honest, and transparent feedback.

Das SBI-Modell (Situation-Behavior-Impact) wird effektiver, wenn es in einen dialogischen, psychologisch sicheren Rahmen eingebettet wird. Studien zeigen, dass Timing entscheidend ist – direktes Feedback wirkt st?rker, sollte aber in einem st?rungsfreien Umfeld erfolgen. Ein respektvoller, wertsch?tzender Ton minimiert Widerst?nde. Balance zwischen positivem und konstruktivem Feedback erh?ht die Akzeptanz und Motivation. Durch aktive Zuh?rtechniken und gemeinsame L?sungsfindung wird Feedback zur Entwicklungschance. Datengetriebene Analysen best?tigen: Klar strukturiertes Feedback f?rdert individuelle und teamdynamische Lernprozesse nachhaltig.