The good news? Getting feedback right doesn’t have to be a daunting task. Below, we’ve rounded up four proven feedback frameworks your leaders can use to deliver fair, structured, and clear feedback.
Ready to empower your managers to have psychologically safe conversation? These practical feedback frameworks are the perfect place to start.
The SBI Model (situation–behaviour–impact)
Want to keep feedback objective and specific? The Situation-Behaviour-Impact model is a simple, direct way of clarifying the situation, describing the specific behaviours you’ve observed and explaining their impact on you, others and the organisation as a whole.
Here’s how it works in practice.
SBI Model |
Explanation |
Example |
Situation |
Describe the specific situation where the behaviour occurred in as much detail as possible to ensure the feedback is clear and personalised. |
In our morning team meeting at 10 am today… |
Behaviour |
Describe what you’ve observed, sticking to the facts rather than making judgements and inserting your own opinions. |
I noticed you kept interrupting Sally while she was in the middle of asking a question about X project.
|
Impact |
Describe the result of the behaviours, explaining your true feelings towards the impact (without passing judgment). |
I felt frustrated when you interrupted her as she lost her train of thought and the meeting ran overtime…
|
From here, managers can go one step further to figure out the intent behind the behaviour. After delivering feedback using the SBI model, people leaders can use open-ended questions to understand what’s driving a person’s actions and what can be done differently next time to ensure a different outcome.
The SIA Model (situation, impact and action)
In our recent Art of Feedback webinar, Shelley introduced us to the SIA model, which stands for situation, impact and action. This model of feedback allows for coaching and accountability on behaviour. It is similar to the SBI model, but opens up space for development and behavioural reflection and change.
How does this work in practice? Let’s look at an example below.
SIA Model |
Explanation |
Example |
Situation |
Describe the specific situation where the behaviour occurred in as much detail as possible to ensure the feedback is clear and personalised. |
I’m concerned about your communication during recent team meetings. Last Wednesday, I noticed you interrupted Jane, rolled your eyes, and used your phone while others spoke.
Can you explain your perspective on what happened?
|
Impact |
Describe the result of the behaviours, explaining your true feelings towards the impact (without passing judgment). |
This behaviour doesn’t align with our culture where every perspective matters. Cutting people off or displaying disinterest through body language like eye-rolling or phone scrolling impacts confidence and willingness to contribute.
That’s not the team culture we’re building.
|
Action |
Discuss the actions that should be taken to ensure a repeat of this incident doesn’t occur.
Open up space for reflection and dialogue. |
I’d like your thoughts on this. For me, it’s important that phones are put away during meetings and everyone is present. In the future, I need to see you actively and respectfully engaging with other team members’ ideas. This means actively listening and asking thoughtful questions, not just shutting down ideas.
What else do you think would help in the future? Do you need any support from me?
|
This approach creates a healthy, two-way conversation for reflection and growth. It encourages you to ask questions of the person receiving feedback, which helps them understand, gives them space to share their thoughts, and fosters a growth mindset.
The BOOST Model (balanced, observed, objective, specific, timely)
Another effective feedback model is the BOOST framework, which observes psychosocial best practice and ensures respectful, emotionally intelligent conversations between employees and managers.
This five-step feedback model is all about observable evidence to remove the negative impacts of second-hand information. Plus, it encourages timely, specific conversations to respond to issues as soon as they arise.
Here’s how the BOOST model works in practice.
BOOST Model |
Explanation |
Questions to ask |
Balanced |
Ensure both positive and negative aspects are addressed. |
What information can I share that is relevant, thoughtful and will have a positive impact on future performance?
|
Objective |
Focus on actions and behaviours, rather than personal characteristics. |
What information can I share that is based on actions and behaviours?
|
Observed |
Stick to first-hand observations, not second-hand reports. |
What information can I share that is impartial and based on first-hand observations?
|
Specific |
Keep feedback focused on specific behaviours, not vague statements. |
What information can I share that is detailed enough to help the receiver understand its impact?
|
Timely |
Communicate the feedback at the first opportunity. |
What can I do to share this feedback as close to the incident as possible? |
The COIN Model (context, observation, impact, next steps)
Ready to coach your people to reach their full potential? The COIN Model is a powerful approach to feedback that focuses on helping your leaders have difficult conversations and deliver feedback in a non-confrontational way.
The goal is simple: to empower managers to have productive conversations with their teams and deliver feedback through a forward-looking lens that inspires change and action.
“We need to avoid the quick chat. This is when we ambush someone… instead, we need to give people context.” – Shelley Johnson, Founder of Boldside and Leadership Coach.
COIN Model |
Explanation |
Example |
Context |
Describe the situation when the event happened, including the time, place, people involved etc. |
On our Zoom call this morning..
During our meeting today…
At our team event yesterday…
|
Observation |
Describe the event that occurred in an objective way, such as who was speaking, behaviours you noticed and language used. |
When you did…
When you said..
I noticed…
|
Impact |
Describe the consequences of the event and how it impacts people, employees and the business operations. |
It made me/others feel…
It caused…
I felt…
|
Next steps |
Set clear next steps for what can be done to improve things in the future. |
In the future, you could try to…
What can we do to…
Next time, I suggest you…
|
Radical Candor
Have you heard of the Radical Candor approach? Developed by Kim Scott, it’s a communications and feedback framework that encourages people to ‘care personally while challenging directly’.
In the context of feedback, radical candor gives leaders a framework for how to have difficult conversations and deliver direct, honest and empathetic feedback.
The key principles of the Radical Candor framework are to reduce the risks of silence or indirectness and create a psychologically safe environment where team members can challenge each other in productive, compassionate ways.
In practical terms, feedback that embodies Radical Candor is:
- Clear and direct: Avoid overthinking what you’re going to say and focus on being concise, objective and specific about the message you’re communicating.
- Delivered in person: The sooner feedback is delivered, the better. This approach champions in person conversations to avoid misinterpretations and misunderstandings via email.
- Praise in public, critique in private: Consider the setting and ensure successes are celebrated as a team and areas of opportunity are discussed one-on-one.
“How do we communicate our concern in a clear, concise way? If we sugarcoat, the message is unclear, but the intention is kind. Clear is kind so always deliver in a kind tone.” – Shelley Johnson, Founder of Boldside and Leadership Coach.