Difficult conversations and the SBI framework

Why specific feedback matters

Imagine an employee regularly interrupts colleagues during meetings. You could say, “I would like you to be more professional in meetings.” A specific example makes the expectation clearer. Describe the interruption, explain its effect on the meeting, and ask how the employee saw the situation. You can then agree on what should happen next.

A 2016 Harris Poll survey for Interact found that 69% of leaders were uncomfortable communicating with employees. Another 37% were uncomfortable giving direct feedback when they expected a negative reaction.

Gallup's February 2022 research found that approximately 21% of US employees strongly agreed they had received meaningful feedback during the previous week.

Why employees value clear feedback

Employees can act on feedback when they understand what went well and what should change. Research by Jack Zenger and Joseph Folkman found that 92% of respondents agreed that appropriately delivered corrective feedback was effective in improving performance. Respondents also reported valuing corrective feedback, sometimes more than praise.

Give the employee a specific example, explain its impact, and make room for their perspective. Then agree on what happens next.

How the SBI framework works

The Center for Creative Leadership developed Situation-Behavior-Impact (SBI) to help managers give specific, observable feedback. SBI and Situation-Behavior-Impact are trademarks of the Center for Creative Leadership.

Start with when it happened, describe what you observed, and explain the impact. Then ask how they saw the situation. That final question is the Intent step.

Situation Step 1

Example: "During yesterday's project meeting..."

Behavior Step 2

Example: "...you interrupted two colleagues while they were explaining their recommendations."

Impact Step 3

Example: "We moved to the next topic before hearing their full recommendations."

Intent Step 4

Ask how the employee saw the situation and what they intended.

Their answer may add important context before you agree on what happens next.

SBI in a real conversation

Consider a team meeting where one employee interrupts a colleague. Situation: “During yesterday's team meeting, when we were reviewing the project schedule...” Behavior: “...you interrupted Jordan twice while Jordan was explaining the proposed timeline.” Impact: “We moved on before the team heard the full proposal, and we had to revisit the timeline afterward.” Intent: “How did you see that discussion?”

The employee might explain that they were concerned about a deadline and wanted to raise the issue before the meeting ended. The manager can acknowledge that concern while keeping the expectation clear: “I appreciate you raising the deadline concern. Next time, let Jordan finish the explanation, then bring up the timing issue so we can discuss both.” The same approach works for attendance, missed deadlines, communication concerns, and other routine performance conversations.

Agree on the next step

Before ending, agree on the expected behavior or result, what each person will do to support it, and when you will check progress. For example: “At next week's meeting, I would like you to let each presenter finish before raising questions. We can check in afterward and talk about how it went.”

SBI gives you a clear way to begin. The conversation that follows still calls for listening, judgment, and a specific next step.