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Plan and deliver feedback using Situation, Behaviour, Impact.
Good feedback doesn’t just rely on intent, it needs structure. In this session, we explore how to plan and deliver a feedback conversation using the Situation–Behaviour–Impact (SBI) model, helping participants stay grounded, specific, and constructive.
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.
The outcome is a repeatable model participants can use to prepare for - and carry out - more effective conversations. It reduces vagueness, helps remove emotion from delivery, and gives structure to what might otherwise be an uncomfortable or meandering exchange.
Introduce the Situation-Behaviour-Impact model, then have people plan a real piece of feedback they need to give.
Introduce the Situation-Behaviour-Impact model, then have people shape real feedback they need to give: wording it clearly, considering tone, and choosing the right time and place. Close on how to listen and turn the exchange into a forward plan.
Use Feedback Conversations when people's feedback keeps coming out vague or personal and you want a structure to steady it. The Situation, Behaviour, Impact model helps each person prepare real feedback they need to give, clearly and constructively.
Using this tool with a skilled facilitator means that discussions are focused, time is used efficiently, and the group moves toward consensus, making the session productive and impactful.
