3 Brilliant Examples of the SBI Feedback Model
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Introduction
The Situation Behavior Impact (SBI) model of giving feedback is a popular framework used by managers to provide constructive feedback to their employees. The model involves three key components:
Situation: This refers to the specific context or situation where the observed behavior took place. The manager should describe the situation in as much detail as possible to provide context for the feedback.
Behavior: This refers to the specific behavior that the manager observed in the situation. The behavior should be described in a factual and objective manner, without judgment or interpretation.
Impact: This refers to the effect or impact that the behavior had on the manager, the team, or the organization. The impact should be described in terms of the consequences of the behavior, both positive and negative.
Using the SBI model, managers can provide specific and actionable feedback that is focused on the behavior and its impact, rather than on the person. This approach helps to avoid personal attacks or criticism and allows the employee to understand the specific behaviors that they need to change or improve.
By using the SBI model, managers can create a culture of feedback that encourages open communication, continuous learning, and growth within the team or organization.
Strengths and Weaknesses of SBI
The Situation Behavior Impact (SBI) model of giving feedback has several strengths and weaknesses, as outlined below:
Strengths
Objectivity: The SBI model emphasizes the importance of describing behaviors in an objective and factual manner, which helps to avoid personal attacks or criticism and keeps the feedback focused on the behavior itself.
Clarity: By providing specific examples of behaviors and their impact, the SBI model helps to clarify what needs to change or improve, which can make it easier for employees to understand and act on the feedback.
Actionable: The SBI model provides actionable feedback that is focused on specific behaviors and their impact, which can help employees to make concrete changes and improvements.
Focus on the situation: The SBI model emphasizes the importance of considering the specific situation or context in which the behavior occurred, which can help to avoid making sweeping judgments or assumptions about the employee's behavior or character.
Weaknesses
Limited scope: The SBI model may not be effective for addressing complex or systemic issues that require more extensive feedback or intervention.
Overemphasis on impact: The SBI model places a strong emphasis on the impact of the behavior, which may not always be the most important factor in determining the effectiveness of the feedback.
Potential for defensiveness: The SBI model can be perceived as overly critical or judgmental, which may lead employees to become defensive or resistant to the feedback.
Lack of flexibility: The SBI model may not be suitable for all types of feedback or all situations, and may require modifications or adjustments to be effective in different contexts.
Overall, the SBI model can be a useful framework for providing clear, actionable feedback that is focused on specific behaviors and their impact. However, it is important to recognize its limitations and use it in conjunction with other feedback models or approaches as needed.
Example 1: Feedback on time management & missed deadlines
Example Dialogue
Manager: I wanted to talk to you about your recent performance on the project. I've noticed that you've been missing deadlines and it's been affecting the team's progress. Can we talk about why that's been happening?
Employee: (Defensively) I've been really busy lately and I'm doing the best I can. I don't appreciate being criticized like this.
Manager: I understand that it can be tough to manage your workload, but when you miss deadlines, it puts the entire project at risk. Our clients are counting on us to deliver on time, and when we don't, it damages our reputation and can impact our ability to win future business.
Employee: (Reflecting) I hadn't thought about it that way. I can see how my behavior is affecting the team and the company's success.
Manager: (Inviting) How can we work together to help you manage your workload and meet your deadlines in the future?
Employee: (Engaged) I think I need to be more realistic about my capacity and better prioritize my tasks. I'd also appreciate more guidance and support from you in terms of setting deadlines and expectations.
Manager: (Supportive) I'm happy to help you with that. I believe in your potential and I'm confident that with some adjustments, you can succeed in this role.
Critique
The manager effectively used the SBI model by describing the situation (missed deadlines and poor time management), explaining the behavior (the impact on the team and company's reputation), and inviting the employee to come up with solutions (working together to manage workload and set expectations). The manager also showed empathy and support throughout the conversation, which helped to defuse the employee's initial defensiveness and led to a more productive outcome. However, one potential weakness is that the manager could have provided more specific examples of the missed deadlines and how they affected the project, which could have helped the employee better understand the gravity of the situation.
Example 2: Inability to take criticism and feedback
Example Dialogue
Manager: I wanted to talk to you about something that's been on my mind. I've noticed that when I offer constructive criticism or feedback, you seem to have a hard time accepting it. I wanted to get your perspective on why that might be.
Employee: (defensive) What are you talking about? I'm always open to feedback.
Manager: (using the Situation-Behavior-Impact model) The specific situation I'm referring to is when I gave you some feedback on your last project, and you seemed to shut down and become defensive. The behavior I observed was that you didn't seem open to hearing the feedback, and instead, you became dismissive. The impact of this was that I felt like I couldn't offer feedback that could help you grow and develop in your role.
Employee: (still defensive) I don't think that's true. I'm always open to feedback.
Manager: (remains patient) I understand that receiving feedback can be tough, but it's important to remember that it's not a personal attack. It's an opportunity for growth and improvement. When you shut down and become defensive, it can make it challenging for us to have open and honest conversations that benefit both you and the company.
Employee: (reflecting) I see what you mean. I didn't realize that my behavior was having that kind of impact.
Manager: (using the SBI model effectively) That's why I wanted to bring it to your attention. It's essential that we can have open and honest conversations about areas where we can improve. I appreciate your willingness to listen and reflect on my feedback. Moving forward, let's work together to ensure that we can have productive conversations that benefit both you and the company.
Critique
The manager used the SBI model effectively by identifying the specific situation, the behavior observed, and the impact it had on the workplace. The model helped to keep the conversation focused on the issue at hand and provided a clear structure for the feedback. The manager also showed patience and empathy towards the employee's defensive reaction, defusing it by explaining the impact of their behavior. This approach helped the employee to reflect on their actions and commit to positive change going forward. Overall, the manager demonstrated a strong ability to give tough feedback in a way that was constructive and focused on growth and development.
Example 3: Poor communication skills
Example Dialogue
Manager: Hi, can we talk about your email communication skills?
Employee: What's the problem with my email communication? I think I'm doing just fine.
Manager: Well, I've noticed that sometimes your emails can be unclear, and it's causing some confusion and delays in our team's productivity.
Employee: I don't think that's entirely my fault. Other people are not clear in their communication either.
Manager: I understand, but we're here to discuss your communication skills right now. When your emails are unclear, it takes longer for us to understand what you're asking for, which can delay the team's progress.
Employee: I see your point. What can I do to improve?
Manager: Well, one thing you can try is to be more concise and specific in your emails. You could also consider providing more context or examples if needed.
Employee: Okay, I'll work on that. Thank you for letting me know.
Manager: No problem. And remember, we're here to support you and help you improve.
Critique
The manager used the Situation-Behavior-Impact (SBI) model effectively in this scenario. They started by describing the situation (email communication), the behavior (emails can be unclear), and the impact (causing confusion and delays in team productivity). The manager also defused the defensiveness by not attacking the employee personally and focusing on the impact of their behavior on the team. Additionally, the manager offered specific suggestions for improvement and ended the conversation on a positive note.
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