Why have feedback conversations?
It may seem like a silly question, but, as a leader, if you're not clear on what makes a feedback conversation powerful, you'll not make them a priority. 

Feedback conversations can initially be uncomfortable, particularly when the feedback is about necessary improvements.  

And yet, unless you're happy to have disengaged employees, subpar results and high turnover, you're going to want to strengthen your feedback conversation muscle.

The younger generations, in particular, are hungry to learn from good feedback in what can be a scary world.

The Feedback Conversation
Conducting feedback conversations is a creative process that requires careful thought and skill.  Feedback is not just about pointing at errors, it’s an opportunity to 1) recognize achievements; 2) address areas for improvement; and 3) align individuals with organizational goals.

There are a number of effective feedback models you can use.  Which one you use depends on the specific context, purpose, and goals of the discussion. You'll also want to use a model that aligns with the culture of your organization. 

Here's a simple, yet powerful feedback model.

The SBI Model
The SBI (Situation-Behavior-Impact) feedback model is best suited for providing specific and actionable feedback in a variety of situations. Here's a description of each element of the SBI feedback model:

 1.  Situation: First, describe the specific situation or event in which the observed behavior occurred. This casts a light on the specifics involved and the context for the conversation.

       Example: "During yesterday's meeting with our client..."

2.  Behavior: Next, describe the specific behavior or action you observed. Stick to observable facts rather than personal interpretations.

      Example: "You actively listened, asked thoughtful questions, and provided detailed explanations of our services."

3.  Impact: Finally, explain the impact of the observed behavior. Describe the consequences or effects it had on individuals, teams and/or the organization. Emphasize both the positive impact and, if needed, any areas for improvement.

      Example: "Your active listening and thorough explanations built trust with the client. However, your use of technical language may have made it difficult for him to understand the benefits."

How to Use the SBI Model in a Conversation
The SBI model should never be a monologue. Think of it as a framework for dialogue.
Here's what a feedback conversation using the SBI model might sound like:

You:  Hey Teresa, let's take some time to talk about yesterday's meeting with Mr. Gupta.  It will give us the opportunity to talk about what went well and how future meetings could go even better.

Teresa:  Sure, happy to have the conversation.

You:  Great. Do you mind if I start?

Teresa:  Please do.

You:  During yesterday's meeting with Mr. Gupta I observed you actively listening to his concerns, asking thoughtful questions for clarification and providing a detailed explanation of our services. As you think back on the conversation, what do you think you did well?

Teresa: Wow, Thank you. I focused on active listening, as you said, and on helping him understand how our services would fit his needs.

You:  I could tell you were zeroing in on how best to serve to him. And your active listening and thorough explanations helped build trust with Mr. Gupta. May I make an observation about your description of our services?

Teresa:  Sure.

You:  As you were describing the services that Mr. Gupta could benefit from, I noticed a puzzled look on his face.  My observation was that in describing our services, you used technical language that may have made it difficult for him to fully understand what you were describing.  How does that land with you?

Teresa: Oh wow. I guess that's possible. I am so familiar with our services that I sometimes forget that our clients don't have the same frame of reference. What suggestions do you have to improve my description of our services?

You:  Great question Teresa. Let's kick around some ideas.

Practice, Practice, Practice
If you're new to feedback conversations, the one above may seem unattainable. And frankly, not every conversation will go as well. 

Here's the truth: The only thing you control is how YOU show up to the conversation.  So show up with a desire to build up and not tear down; show up with compassion; show up with a focus on continuous improvement and show up for a dialogue and not a monologue.  The only way to strengthen your feedback conversation muscle is to show up and practice. 

A Gift for You
Click here to download the Feedback Conversations Guide. 

And if you'd like some assistance framing your feedback conversations, schedule a time for us to chat here:

Schedule your complimentary conversation here.

_______________________

Passionate Leadership
is who you're being as you're leading.

About the Author

Gayle Ely is a Leadership Coach, Trainer and Facilitator and founder of Total Life Leadership. At Total Life Leadership, we partner with purpose-driven non-profit leaders and service entrepreneurs to help them answer the question “How Do I Become a Better Leader?”

Using The Six Pillars of Passionate Leadership, we equip leaders to be the best they can be.  The result is a passionate leader whose team and organization are operating for maximum impact.

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