A manager says “You need to be more professional”, and the employee hears a judgement of who they are without knowing what is expected. A general statement does not describe behaviour that can be changed, and it pushes the listener to defend themselves instead of thinking about their work.

Feedback does not always work either. CIPD’s evidence review notes that a classic review of hundreds of feedback instances found a positive effect overall, yet performance got worse after feedback in more than a third of the studies. The difference often lies in how it is delivered and how the recipient reacts. ^[3]

What is the SBI model?

The Situation-Behaviour-Impact model was developed by the Center for Creative Leadership (CCL) to give clear feedback that reduces anxiety for the giver and defensiveness for the recipient. CCL adds a fourth step: asking the employee about their intent. ^[1]

1. Situation

Pin down the time and place: “In this morning’s 11 am team meeting”. Avoid “always” and “every time”; they invite an argument about exceptions instead of a conversation about the situation. ^[1]

2. Behaviour

Describe only what you saw or heard, as a camera would record it. “You interrupted me while I was presenting the budget item” describes behaviour; “You were rude” judges the person. ^[1]

3. Impact

Explain what followed from the behaviour: for the work, the team or you. “I lost the thread of the presentation and approval of the item was delayed” is clearer than “That annoyed me” on its own. ^[1]

4. Intent

Ask an open question, such as “What were you hoping to achieve?” or “What was going on for you?”, then listen. You may find the employee was trying to correct a wrong figure in the presentation. The question turns one-way feedback into a conversation and can open a development discussion. ^[1]

How do you reword your usual feedback?

The new wording is longer, but it answers the employee’s question before they ask it: “What exactly do you mean?” It also separates the person from their behaviour in one specific situation.

What does the evidence say about effective feedback?

CIPD’s review sums up the research in points a supervisor can apply: ^[3]

• Specific beats general: detailed feedback on the task, its requirements and results works better than comments on overall performance.
• Explain why: negative feedback is more effective when it explains why performance fell short.
• Fairness drives acceptance: employees accept and act on feedback more when they see it as consistent, accurate and unbiased, and when they can respond.
• Source credibility: feedback carries more weight from someone who knows the job, saw the performance first-hand and is trusted.
• More is not always better: in one study, professionals who received monthly feedback improved more than those who received it weekly; quality matters more than frequency.

That explains the value of SBI: it forces you to be specific, ties the feedback to an impact on the work, and leaves room for the other person.

When should you give feedback?

CCL recommends giving feedback regularly rather than saving it for the annual review; some of the most valuable feedback is given in the moment about everyday behaviour. ^[2]

Still, choose the setting. Corrective feedback is given in private; positive feedback can be given in front of the team if that suits the employee and the team culture. And do not give feedback while you are angry; wait until you can describe the behaviour without judgement.

A hypothetical example from a Gulf workplace

An employee in the procurement section has twice this month sent the bid comparison late. Her supervisor might say:

“Last Tuesday, the comparison of bids for the equipment supply arrived two days after the agreed date. As a result, the purchasing committee postponed its decision to the following week. What happened on your side with this file?”

She might reply that one supplier sent an incomplete bid and she waited for it to be completed. The conversation now moves from “being late” to “what do we do when a supplier is late?”: Should she tell her supervisor earlier? Should the section set a final deadline for suppliers? That outcome would never have surfaced if the conversation had opened with a judgement.

Common mistakes to avoid

• Talking about personality: “You’re hasty” instead of describing what happened.
• Saving it all up: opening a long list of old incidents in one session.
• Written messages for sensitive feedback: email loses tone of voice and closes the door to asking about intent.
• No follow-up: feedback with no agreement on what will change and when you will review it.
• Neglecting positive feedback: specific praise tells the employee what to keep doing, and the same model works for it. ^[2]

Conclusion

Before any piece of feedback, write three sentences for yourself: the situation, the behaviour and the impact, plus a question about intent. That minute of preparation makes the conversation shorter and tells the employee exactly what is expected.