A feedback conversation should describe evidence—not guess at someone’s character.
Understand the idea
The Situation–Behavior–Impact (SBI) framework is associated with the Center for Creative Leadership. It helps structure feedback around a specific moment, what someone did or said, and the effect that followed. It is a conversation starter, not a verdict. Good feedback can also recognize effective behavior worth repeating.
How to apply it
- Choose a specific, reasonably recent situation and state when and where it happened.
- Describe the words or actions you observed, without labels such as lazy or irresponsible.
- Explain the impact on people, time, quality or outcomes, distinguishing observed effects from your feelings.
- Invite the other person to respond; listen for missing context and discuss options.
- Agree on a clear next step and follow-up, rather than ending on criticism.
Workplace example
A supervisor says: “During Thursday’s project update (situation), the risk register was presented without the status of three overdue actions (behavior). That left us unable to decide which issue needed escalation (impact). What blocked the update, and how can we fix the reporting process?”
What to watch out for
SBI does not replace a formal performance, safeguarding or disciplinary procedure. It also does not guarantee that feedback will be accepted. If the issue is serious, follow organizational policy and allow a fair response.
Try it in the next seven days
Use the Feedback Conversation Planner worksheet to prepare one fair, specific conversation.