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The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
The situation   behavior - impact
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The situation behavior - impact

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Situation- Behaviour-Impact tool of feedback. Feedback is important to go forward correcting. We'll commit only new mistakes. Feedback has to be simple and understood easily by those intended. If a …

Situation- Behaviour-Impact tool of feedback. Feedback is important to go forward correcting. We'll commit only new mistakes. Feedback has to be simple and understood easily by those intended. If a colleague shows delay in implementing the suggested modifications we need to think about comprehension of the given feedback by that colleague. Analyse, understand that the person understands the given feedback well. SBI tool helps you here. Please find out how.

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  • 1. The Situation - Behavior - ImpactFeedback ToolBabu Appat
  • 2. Keep Feedback Simple!People need feedbackto get better at their work.
  • 3. But, all too often,feedback misses the markbecause its too vague tobe useful.
  • 4. We’ll have a look atThe Situation - Behavior - Impact (SBI)Feedback Tool, helps you give clear,actionable feedback. The process has justthree steps, but its highly effective!
  • 5. Providing Clear, SpecificFeedbackImagine that you recently gavesome feedback to amember of your team.
  • 6. You told him that his meetingagendas looked great, but heneeded to improve hispresentation skills
  • 7. You follow up a few weeks laterto find out why he hasnt madeany changes
  • 8. You discover that he didntunderstand what he could do toimprove - your feedback simplyprompted more questions
  • 9. He was left thinking "Whatsgood about my agendas that Ican transfer to otherdocuments?" and "Whatswrong with my presentationskills?"
  • 10. The Situation - Behavior -Impact (SBI) Feedback toolhelps you deliver more effectivefeedback
  • 11. It focuses your comments onspecific situations andbehaviors, and then highlightsthe impact that these behaviorshave on others
  • 12. About the ToolDeveloped by The Center forCreative Leadership, the SBIFeedback Tool outlines a simplestructure that you can use to givefeedback
  • 13. When you structure feedback inthis way, your people willunderstand precisely what youare commenting on, and why.
  • 14. And when you show the impactof their behavior on others,youre giving them the chance toreflect on their actions, and thinkabout what needs to change.
  • 15. The tool also helps you avoidmaking assumptions that couldupset the other person anddamage your relationship withthem.
  • 16. Applying the ToolLets look at each part of the SBI Feedbacktool, and discuss how to apply it.
  • 17. SituationFirst, define the where and when ofthe situation youre referring to.This puts the feedback intocontext, and gives the otherperson a specific setting as areference
  • 18. For example:• "During yesterday mornings teammeeting, when you gave yourpresentation..."• "At the client meeting on Mondayafternoon..."
  • 19. BehaviorYour next step is to describe thespecific behaviors that you wantto address.
  • 20. This is the most challenging partof the process, because youmust communicate only thebehaviors that you observeddirectly.
  • 21. You must not make assumptionsor subjective judgments aboutthose behaviors. These could bewrong, and this will undermineyour feedback.
  • 22. For example, if you observed that acolleague made mistakes in apresentation, you should notassume that they hadnt preparedthoroughly.
  • 23. You should simply comment thatyour colleague made mistakes -and, ideally, you should notewhat the mistakes were.
  • 24. Dont rely on hearsay, as thismay contain others subjectivejudgments.
  • 25. Again, this could undermine yourfeedback and jeopardize yourrelationship
  • 26. The examples below include adescription of behaviorDuring yesterday mornings teammeeting, when you gave yourpresentation, you were uncertain abouttwo of the slides, and your salescalculations were incorrect."
  • 27. At the client meeting on Mondayafternoon, you ensured that themeeting started on time and thateveryone had handouts inadvance.
  • 28. All of your research was correct,and each of the clientsquestions was answered."
  • 29. Tip:Aim to use measurable informationin your description of the behavior.This helps to ensure that yourcomments are objective.
  • 30. ImpactThe last step is to use "I"statements to describe how theother persons action has affectedyou or others.
  • 31. For example:During yesterday mornings teammeeting, when you gave yourpresentation, you were uncertainabout two of the slides and yoursales calculations were incorrect.
  • 32. I felt embarrassed because theentire board was there.Im worried that this has affectedthe reputation of our team."
  • 33. At the client meeting on Mondayafternoon, you ensured that themeeting started on time and thateveryone had handouts inadvance.
  • 34. All of your research was correct,and each of the clientsquestions was answered.
  • 35. Im proud that you did such anexcellent job and put theorganization in a good light.
  • 36. I feel confident that well get theaccount, thanks to your hardwork
  • 37. Next stepsOnce youve delivered yourfeedback, encourage the otherperson to think about the situationand to understand the impact ofhis or her behavior.
  • 38. (The Perceptual Positionstechnique can help them explorehow other people may think.)
  • 39. Allow the other person time toabsorb what you have said, andthen go over specific actions thatwill help him or her to improve.
  • 40. Also, where someone has donesomething well, help them thinkabout how they can build on this
  • 41. Key PointsThe Center for Creative Leadershipdeveloped the SBI Feedback toolto help managers deliver clear,specific feedback.
  • 42. SBI stands forSituation.Behavior.Impact.
  • 43. To use the tool, describe the"when" and "where" of thesituation.
  • 44. Next, describe the otherpersons behavior, onlymentioning actions that youhave observed.
  • 45. Then, communicate the impactof his or her behavior on youand others.
  • 46. Finally, discuss what your teammember needs to do to changethis behavior in the future, or, iftheir behavior had a positiveimpact, explore how they canbuild on this
  • 47. A Final NoteWhen you are very specific aboutwhat your people are doing rightand wrong, you give them theinformation they need to makeimportant changes.
  • 48. Try using the SBI Feedback Tool -youll find it very useful!
  • 49. babuappat@gmail.comwww.youtube.com/TheTrainingclasses

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