Back in March 2019, I posted a thread on X about a feedback tool that changed how I lead and coach: the SBI model. With my 30+ years in all sorts of orgs, I’ve seen how the right kind of feedback can transform teams, while the wrong kind erodes trust and performance. SBI, which stands for Situation–Behavior–Impact, is a structured way to give feedback that’s clear, non-defensive, and actionable.
In this post, I’ll expand on that thread, share why SBI works so well, and show how it fits into modern performance management. I believe the Center for Creative Leadership (CCL) is where the SBI model originated.
What Is the SBI Feedback Model?
SBI keeps feedback factual and focused. It breaks into three parts: the specific situation, the observed behavior, and the resulting impact. The structure is simple, but using it consistently takes discipline.
Here’s how it works:
- Situation: Set the context. When and where the behavior happened. Be specific enough to jog memory without debate. “During our team meeting on Tuesday at 10 a.m.” is better than “last week.”
- Behavior: Describe exactly what you saw or heard. Avoid assumptions about intent and focus only on actions. For example: “You raised your voice and interrupted the speaker,” not “You were rude.”
- Impact: Explain the effect. How it affected you, others, or the work. “It made me frustrated because it disrupted the discussion and the team checked out after that.”
CCL suggests adding a fourth element: Intent. After describing the impact, ask, “What were you hoping to accomplish?” This simple question turns feedback from a statement into a conversation.
Why SBI Reduces Defensiveness
In my 2019 thread, I wrote: “Most people understand, pretty deeply, that they are not perfect and they have behaviors they can change.” That is why SBI works. It isolates behavior from character. When feedback targets what someone did, not who they are, it is much harder for them to feel attacked.
By anchoring feedback on facts and impact, SBI helps both parties stay calm and curious. It lowers emotional temperature and invites reflection instead of resistance.
CCL’s research supports this: people are more open to feedback delivered in SBI form, and managers are more likely to give it regularly because it is quick, fair, and repeatable.
SBI is not just for criticism. It works just as well for reinforcing positive behaviors and recognizing when someone handled a client meeting well or led a productive sprint review. Because it stays non-defensive and specific, it builds confidence as easily as it corrects mistakes.
From Documentation to Development
I have used SBI to handle everything from tough performance conversations to promotion write-ups. Writing SBI feedback over time creates a clear, factual record of behavior, useful for performance reviews or coaching logs.
Positive SBI examples, meanwhile, become the backbone of promotion cases. They replace “gut feel” with evidence: concrete examples of leadership and impact.
This fits with my view that annual reviews should give way to regular 1:1s and quarterly check-ins. Frequent SBI conversations make feedback continuous and expected. They turn evaluation into development.
SBI Is Contagious
Once you start using SBI, others adopt it. I have seen it ripple through teams. When people experience feedback that is specific and non-judgmental, they mirror it. Before long, it becomes part of the culture.
Adding Intent amplifies this effect. It turns feedback into a habit of listening and understanding. You are not just telling someone what they did; you are learning why they did it.
Give SBI a Try
As I said in my original thread: “Go ahead and give SBI a try. A little practice makes perfect.”
Try it this week: Find a co-worker (your boss, a report of yours, or a peer) who’s interested in learning SBI with you. Have them read this blog post, or the CCI webpage.
Then, each of you give it a try on each other: Pick a recent moment, describe the situation, note the behavior, and explain the impact. Try it for both positive and critical feedback.
If you want to get better at feedback, SBI is one of the most practical tools you can use. I teach SBI and other feedback mechanisms in my leadership coaching sessions. You can explore these ideas or book free office hours at kindel.com/officehours.
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