We begin by explaining why structure matters. Unstructured feedback often sounds personal, vague or reactive. The SBI model creates a framework that brings clarity and focus. Participants are introduced to each component: the Situation (what happened, when and where), the Behaviour (what the person did, observed factually), and the Impact (what effect it had - on others, results, or the team).

Through guided examples, the group sees how this model helps avoid common traps like generalising (“You always…”) or editorialising (“That was sloppy…”). Instead, the structure supports feedback that’s more likely to be heard, understood and acted upon.

Participants then use the model to shape real feedback they need to give. They practise wording it clearly, considering tone, and thinking about the best time and place to deliver it. This helps shift feedback from something abstract or emotionally charged into a practical, focused conversation.

Finally, we discuss how to respond in the moment: how to listen, how to invite feedback in return, and how to turn the conversation into a forward plan, not just a critique.