SBI Feedback Model (Situation-Behavior-Impact)

What is SBI Feedback Model (Situation-Behavior-Impact)?

Developed at the Center for Creative Leadership, the SBI model is a precise, non-judgmental alternative to the discredited 'feedback sandwich' (positive-negative-positive, which people learn to see through). SBI structures feedback around three concrete elements: the specific Situation where the behavior occurred, the observable Behavior itself (what someone actually did, not what you think they intended), and the Impact that behavior had on you, the team, or the work. This precision makes feedback actionable and removes character assassination from the equation.

Is there evidence for it?

How do you do SBI Feedback Model (Situation-Behavior-Impact)?

1. 1.Situation: anchor the feedback in a specific time and place. 'In yesterday's client meeting at 2pm' or 'During our sprint planning on Tuesday.' This prevents the other person from dismissing it as vague or feeling like their entire character is being evaluated. Specificity signals: 'I noticed THIS MOMENT, not everything about you.'
2. 2.Behavior: describe only what was observable — what a video camera would capture. 'You interrupted the client three times during their description of the problem' NOT 'You were rude and disrespectful.' Stick to verbs and actions, not adjectives and labels. If you can't describe it without using a character judgment, you haven't isolated the behavior yet.
3. 3.Impact: share the concrete effect the behavior had. 'The client seemed to shut down — they stopped elaborating and gave shorter answers for the rest of the meeting. I think we may have missed key requirements.' Or for positive feedback: 'The client visibly relaxed and shared two concerns they hadn't mentioned before, which completely changed our project scope in a good way.'
4. 4.For positive feedback, SBI is even more powerful than for corrective feedback — most praise is so vague ('great job!') that people can't replicate it. 'In the board meeting (S), when you preemptively addressed the cost objection with the ROI data before anyone asked (B), I watched three board members physically relax and nod — I think that's why the vote was unanimous (I).' THIS they can replicate.
5. 5.Deliver SBI within 48 hours of the event — not weeks later during a formal review when neither party remembers the details. The shorter the gap between behavior and feedback, the more impactful and actionable. Build a habit: at the end of each day, identify one SBI feedback worth giving (positive or corrective) and deliver it the next morning.

How long does it take?

5 minutes to prepare, 2-3 minutes to deliver per feedback instance.

Is it hard to start?

easy.

This is one entry from the library Shift matches against. It is general information, not advice about you, and nothing on this page came from anyone's conversation.