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The Situation - Behavior - Impact
Feedback Tool
Babu Appat
Keep Feedback Simple!
People need feedback
to get better at their work.
But, all too often,
feedback misses the mark
because it's too vague to
be useful.
We’ll have a look at
The Situation - Behavior - Impact (SBI)
Feedback Tool, helps you give clear,
actionable feedback. The process has just
three steps, but it's highly effective!
Providing Clear, Specific
Feedback
Imagine that you recently gave
some feedback to a
member of your team.
You told him that his meeting
agendas looked great, but he
needed to improve his
presentation skills
You follow up a few weeks later
to find out why he hasn't made
any changes
You discover that he didn't
understand what he could do to
improve - your feedback simply
prompted more questions
He was left thinking "What's
good about my agendas that I
can transfer to other
documents?" and "What's
wrong with my presentation
skills?"
The Situation - Behavior -
Impact (SBI) Feedback tool
helps you deliver more effective
feedback
It focuses your comments on
specific situations and
behaviors, and then highlights
the impact that these behaviors
have on others
About the Tool
Developed by The Center for
Creative Leadership, the SBI
Feedback Tool outlines a simple
structure that you can use to give
feedback
When you structure feedback in
this way, your people will
understand precisely what you
are commenting on, and why.
And when you show the impact
of their behavior on others,
you're giving them the chance to
reflect on their actions, and think
about what needs to change.
The tool also helps you avoid
making assumptions that could
upset the other person and
damage your relationship with
them.
Applying the Tool
Let's look at each part of the SBI Feedback
tool, and discuss how to apply it.
Situation
First, define the where and when of
the situation you're referring to.
This puts the feedback into
context, and gives the other
person a specific setting as a
reference
For example:
• "During yesterday morning's team
meeting, when you gave your
presentation..."
• "At the client meeting on Monday
afternoon..."
Behavior
Your next step is to describe the
specific behaviors that you want
to address.
This is the most challenging part
of the process, because you
must communicate only the
behaviors that you observed
directly.
You must not make assumptions
or subjective judgments about
those behaviors. These could be
wrong, and this will undermine
your feedback.
For example, if you observed that a
colleague made mistakes in a
presentation, you should not
assume that they hadn't prepared
thoroughly.
You should simply comment that
your colleague made mistakes -
and, ideally, you should note
what the mistakes were.
Don't rely on hearsay, as this
may contain others' subjective
judgments.
Again, this could undermine your
feedback and jeopardize your
relationship
The examples below include a
description of behavior
During yesterday morning's team
meeting, when you gave your
presentation, you were uncertain about
two of the slides, and your sales
calculations were incorrect."
At the client meeting on Monday
afternoon, you ensured that the
meeting started on time and that
everyone had handouts in
advance.
All of your research was correct,
and each of the client's
questions was answered."
Tip:
Aim to use measurable information
in your description of the behavior.
This helps to ensure that your
comments are objective.
Impact
The last step is to use "I"
statements to describe how the
other person's action has affected
you or others.
For example:
During yesterday morning's team
meeting, when you gave your
presentation, you were uncertain
about two of the slides and your
sales calculations were incorrect.
I felt embarrassed because the
entire board was there.
I'm worried that this has affected
the reputation of our team."
At the client meeting on Monday
afternoon, you ensured that the
meeting started on time and that
everyone had handouts in
advance.
All of your research was correct,
and each of the client's
questions was answered.
I'm proud that you did such an
excellent job and put the
organization in a good light.
I feel confident that we'll get the
account, thanks to your hard
work
Next steps
Once you've delivered your
feedback, encourage the other
person to think about the situation
and to understand the impact of
his or her behavior.
(The Perceptual Positions
technique can help them explore
how other people may think.)
Allow the other person time to
absorb what you have said, and
then go over specific actions that
will help him or her to improve.
Also, where someone has done
something well, help them think
about how they can build on this
Key Points
The Center for Creative Leadership
developed the SBI Feedback tool
to help managers deliver clear,
specific feedback.
SBI stands for
Situation.
Behavior.
Impact.
To use the tool, describe the
"when" and "where" of the
situation.
Next, describe the other
person's behavior, only
mentioning actions that you
have observed.
Then, communicate the impact
of his or her behavior on you
and others.
Finally, discuss what your team
member needs to do to change
this behavior in the future, or, if
their behavior had a positive
impact, explore how they can
build on this
A Final Note
When you are very specific about
what your people are doing right
and wrong, you give them the
information they need to make
important changes.
Try using the SBI Feedback Tool -
you'll find it very useful!
babuappat@gmail.com
www.youtube.com/TheTrainingclasses

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The situation behavior - impact

  • 1. The Situation - Behavior - Impact Feedback Tool Babu Appat
  • 2. Keep Feedback Simple! People need feedback to get better at their work.
  • 3. But, all too often, feedback misses the mark because it's too vague to be useful.
  • 4. We’ll have a look at The Situation - Behavior - Impact (SBI) Feedback Tool, helps you give clear, actionable feedback. The process has just three steps, but it's highly effective!
  • 5. Providing Clear, Specific Feedback Imagine that you recently gave some feedback to a member of your team.
  • 6. You told him that his meeting agendas looked great, but he needed to improve his presentation skills
  • 7. You follow up a few weeks later to find out why he hasn't made any changes
  • 8. You discover that he didn't understand what he could do to improve - your feedback simply prompted more questions
  • 9. He was left thinking "What's good about my agendas that I can transfer to other documents?" and "What's wrong with my presentation skills?"
  • 10. The Situation - Behavior - Impact (SBI) Feedback tool helps you deliver more effective feedback
  • 11. It focuses your comments on specific situations and behaviors, and then highlights the impact that these behaviors have on others
  • 12. About the Tool Developed by The Center for Creative Leadership, the SBI Feedback Tool outlines a simple structure that you can use to give feedback
  • 13. When you structure feedback in this way, your people will understand precisely what you are commenting on, and why.
  • 14. And when you show the impact of their behavior on others, you're giving them the chance to reflect on their actions, and think about what needs to change.
  • 15. The tool also helps you avoid making assumptions that could upset the other person and damage your relationship with them.
  • 16. Applying the Tool Let's look at each part of the SBI Feedback tool, and discuss how to apply it.
  • 17. Situation First, define the where and when of the situation you're referring to. This puts the feedback into context, and gives the other person a specific setting as a reference
  • 18. For example: • "During yesterday morning's team meeting, when you gave your presentation..." • "At the client meeting on Monday afternoon..."
  • 19. Behavior Your next step is to describe the specific behaviors that you want to address.
  • 20. This is the most challenging part of the process, because you must communicate only the behaviors that you observed directly.
  • 21. You must not make assumptions or subjective judgments about those behaviors. These could be wrong, and this will undermine your feedback.
  • 22. For example, if you observed that a colleague made mistakes in a presentation, you should not assume that they hadn't prepared thoroughly.
  • 23. You should simply comment that your colleague made mistakes - and, ideally, you should note what the mistakes were.
  • 24. Don't rely on hearsay, as this may contain others' subjective judgments.
  • 25. Again, this could undermine your feedback and jeopardize your relationship
  • 26. The examples below include a description of behavior During yesterday morning's team meeting, when you gave your presentation, you were uncertain about two of the slides, and your sales calculations were incorrect."
  • 27. At the client meeting on Monday afternoon, you ensured that the meeting started on time and that everyone had handouts in advance.
  • 28. All of your research was correct, and each of the client's questions was answered."
  • 29. Tip: Aim to use measurable information in your description of the behavior. This helps to ensure that your comments are objective.
  • 30. Impact The last step is to use "I" statements to describe how the other person's action has affected you or others.
  • 31. For example: During yesterday morning's team meeting, when you gave your presentation, you were uncertain about two of the slides and your sales calculations were incorrect.
  • 32. I felt embarrassed because the entire board was there. I'm worried that this has affected the reputation of our team."
  • 33. At the client meeting on Monday afternoon, you ensured that the meeting started on time and that everyone had handouts in advance.
  • 34. All of your research was correct, and each of the client's questions was answered.
  • 35. I'm proud that you did such an excellent job and put the organization in a good light.
  • 36. I feel confident that we'll get the account, thanks to your hard work
  • 37. Next steps Once you've delivered your feedback, encourage the other person to think about the situation and to understand the impact of his or her behavior.
  • 38. (The Perceptual Positions technique can help them explore how other people may think.)
  • 39. Allow the other person time to absorb what you have said, and then go over specific actions that will help him or her to improve.
  • 40. Also, where someone has done something well, help them think about how they can build on this
  • 41. Key Points The Center for Creative Leadership developed the SBI Feedback tool to help managers deliver clear, specific feedback.
  • 43. To use the tool, describe the "when" and "where" of the situation.
  • 44. Next, describe the other person's behavior, only mentioning actions that you have observed.
  • 45. Then, communicate the impact of his or her behavior on you and others.
  • 46. Finally, discuss what your team member needs to do to change this behavior in the future, or, if their behavior had a positive impact, explore how they can build on this
  • 47. A Final Note When you are very specific about what your people are doing right and wrong, you give them the information they need to make important changes.
  • 48. Try using the SBI Feedback Tool - you'll find it very useful!