Stands for (Situation, Behaviour and Impact) It's a simple way to remember the key components of effective, timely feedback.
It can help you structure a conversation when you need to give feedback.
Situation
The context or situation in which the behaviour occur.
Behaviour
The specific behaviour that you observed
Impact
The outcome of the behaviour on a person, project or work environment
Feedback examples
Complete examples of giving feedback using SBI
Example #1
In our last team meeting, I observed that you cut Stacy off three times.
As a result, the team did not benefit from Stacy’s ideas and it impacted our diversity of thought. I get frustrated when I feel like everyone on the team is not being heard.
Example #2
In our last team meeting, I noticed that, twice, you called out those who had not spoken yet. I really appreciate how you stepped up to ensure that everyone was being heard and how you are encouraging diversity of thought on the team.
Good feedback practices
Asume positive intent
Asume that the person giving the feedback is doing it to help foster a better relationship between you two, to help the team grow and to the help you grow.
Feedback should be timely
Ideally you should give feedback maximum two days after the behaviour happens, this helps the receiver to better remember the behaviour and for you to discuss it.
Constructive feedback should be done in private
Unless your organization is a radically transparent organization, make sure you give people feedback in private. Receiving feedback can be hard and doing privately helps the receiver to keep their pride and for you two to have an open conversation.
Receiving feedback
Feedback is a gift, whenever you can, try to ask for feedback. Other people can have very interesting insights on your work/behaviour, that can help you grow.
