The SBI Feedback Model: A practical guide to giving objective feedback

What is the SBI Feedback Model?

The SBI feedback model is a simple framework that helps managers deliver constructive feedback by focusing on three stages: Situation, Behaviour and Impact.

Rather than making assumptions about someone’s intentions or personality, the model encourages managers to describe what happened, the behaviour they observed and the impact it had.

This creates feedback conversations that feel more objective, balanced and constructive.

By separating observable behaviours from personal judgement, the SBI model helps both people build a shared understanding before discussing what happens next.

Whether you’re recognising great work or addressing a performance issue, the SBI model provides a practical way to give feedback that’s easier to understand and act upon.

What the SBI Feedback Model Stands For

The SBI model breaks feedback into three simple stages.

Situation

The first step is establishing the situation.

Before discussing someone’s behaviour, explain exactly when and where it happened.

Providing context removes ambiguity and helps both people focus on the same event.

For example:

“At this morning’s team meeting…” or

“During yesterday’s client presentation…”

Starting with a specific situation prevents feedback from feeling vague or overly general.

Behaviour

Once you’ve established the situation, describe the behaviour you observed.

This is one of the biggest strengths of the SBI model.

Rather than saying:

“You weren’t interested.”

You might say:

“You spent quite a lot of the meeting looking at the floor.”

Notice the difference.

One statement describes an observable behaviour.

The other assumes motivation.

The SBI model encourages managers to focus only on what they actually saw or heard.

A useful question to ask yourself is:

“Would somebody watching the same situation describe it the same way?”

If the answer is yes, you’re probably describing behaviour rather than judgement.

Impact

The final stage explains why the behaviour mattered.

Importantly, the impact doesn’t have to be presented as fact.

It can simply describe the impression the behaviour created.

For example:

“I got the impression that you weren’t really engaged in the discussion.”

This opens a conversation rather than closing one.

The employee explains they were listening but became disengaged because too many people were speaking at once.

That changes the conversation completely.

Instead of debating whether someone was engaged, both people gain a better understanding of what happened and identify ways to improve future meetings.

The purpose of the Impact stage isn’t to prove you’re right.

It’s to explain how the behaviour was perceived and invite discussion.

Why the SBI Feedback Model works

One of the biggest challenges with feedback is that people often confuse behaviour with intent.

We naturally fill in the gaps.

Someone misses a deadline, so we assume they’re disorganised.

Someone looks away during a meeting, so we assume they’re bored.

The SBI model slows that thinking down.

By focusing on situations, observable behaviours and their impact, it helps managers have conversations based on evidence rather than assumptions.

That creates feedback that’s less personal and much easier to discuss constructively.

Practical Examples of the SBI Model

Example 1: Team meeting

Situation

“During this morning’s planning meeting…”

Behaviour

“I noticed you spent a lot of the discussion looking down rather than engaging with the conversation.”

Impact

“I got the impression you weren’t fully involved, although I’d like to understand your perspective.”

Example 2: Positive feedback

Situation

“During yesterday’s client presentation…”

Behaviour

“You summarised the client’s concerns before answering each question.”

Impact

“It helped the client feel heard and made the conversation much more productive.”

Example 3: Project delivery

Situation

“During last week’s product launch…”

Behaviour

“You shared progress updates with the team every afternoon.”

Impact

“It meant everyone knew where the project stood and could respond quickly when priorities changed.”

Using the SBI Model for praise and development

Although the SBI model is often associated with constructive feedback, it works just as well when recognising great performance.

The structure remains exactly the same.

Describe the situation.

Explain the behaviour.

Highlight the positive impact.

Whether you’re celebrating success or discussing an area for improvement, the focus stays on observable behaviours rather than personal characteristics.

Limitations of the SBI Feedback Model

The SBI model is one of the most widely used feedback frameworks because it’s simple and objective.

However, it isn’t the right tool for every conversation.

For example, SBI focuses on describing what happened and the impact it had, but it doesn’t naturally include a discussion about what should happen next.

In those situations, another model may be more appropriate.

SBI: Delivering objective, evidence-based feedback.
AID: Agreeing desired behaviours and actions moving forward.
COIN: Structuring complete feedback conversations from beginning to end.
ACT: Helping employees receive feedback constructively.
FAST: Creating ongoing coaching and goal-setting conversations.

Rather than replacing the SBI model, these frameworks complement it depending on the conversation you’re having.

Common Mistakes the SBI model helps solve

Assuming someone’s intentions

Describe behaviour, not motivation.

Giving vague feedback

Be specific about the situation you’re referring to.

Making feedback personal

Focus on observable actions rather than personality traits.

Ignoring the impact

Help people understand why the behaviour mattered.

Turning feedback into judgement

The aim is to create understanding, not assign blame.

Frequently asked questions about the SBI Feedback Model

What is the SBI feedback model?

The SBI feedback model is a framework for delivering constructive feedback by focusing on the Situation, Behaviour and Impact.

What is the SBI formula for feedback?

The model follows three simple steps:

Situation
Behaviour
Impact

These stages help managers describe feedback objectively and reduce assumptions.

How do you use the SBI feedback model?

Start by describing the situation you’re referring to.

Next, explain the observable behaviour.

Finally, describe the impact that behaviour had on you, the team or the wider organisation.

How does the SBI feedback model differ from other feedback models?

The SBI model is designed to help managers deliver objective, evidence-based feedback without making assumptions about someone’s intentions.

Unlike AID or COIN, it doesn’t include a stage for agreeing future actions, while ACT focuses on receiving feedback and FAST supports ongoing coaching and goal setting.

The right model depends on the type of conversation you’re having.