The SBI framework: Situation, Behaviour, Impact
The most reliable framework for giving feedback is SBI: Situation, Behaviour, Impact. It strips out judgment, leaving only observable facts and their consequences.
Situation: "In yesterday's client presentation..." Behaviour: "...you interrupted the client three times while they were explaining their requirements..." Impact: "...which made it harder to understand what they need, and they became less engaged."
Compare this to "you need to listen more in meetings." The SBI version references a specific event, describes what happened, and explains why it mattered. The person knows exactly what to change.
SBI works for positive feedback too. "In the sprint retro, you acknowledged the team's frustration and proposed the automated testing solution, which made people feel heard and gave us a clear path forward" is far more meaningful than "great job in the retro."
Specific positive feedback reinforces exactly the behaviour you want more of. Specific constructive feedback makes it clear what to change without making the person feel attacked.
Timing and delivery
Give feedback within 24-48 hours. Waiting until a quarterly review to address something from two months ago is frustrating for both parties.
Always give constructive feedback privately. Never in a meeting, never in a group Slack channel. Public criticism humiliates rather than helps. Positive feedback is often more powerful when given publicly.
Ask permission before giving feedback. "I noticed something in the meeting today that I think could be helpful — is now a good time?" This gives the person agency and puts them in a receptive mindset.
Your tone matters more than your words. If you deliver perfect SBI feedback with a frustrated tone, the person hears your frustration, not your content. Approach feedback with genuine curiosity and care.
Orvo helps you track feedback patterns over time. Log what was discussed, and in your next 1-on-1, reference the specific conversation and acknowledge progress. This follow-through transforms feedback from a one-time event into development.
Giving feedback to peers and upward
With peers, frame feedback as collaboration. "I want to make sure our cross-functional work goes smoothly. When requirements change mid-sprint without a conversation, it creates rework for my team. Can we agree on a process for flagging changes?" This is feedback as a shared problem, not criticism.
With managers, frame upward feedback around impact: "When priorities change multiple times in a week, it is hard for the team to build momentum. Would it be possible to batch priority changes to our Monday sync?"
The key is to focus on behaviour and its impact — not on character or intent. "You do not care about quality" is a character judgment. "When we ship without code review, we accumulate technical debt" is a behaviour observation with clear impact. One triggers defensiveness, the other opens dialogue.
The professionals who give feedback well at every level are consistently rated as the most effective leaders. Not because they are critical, but because they create environments where honest conversation is normal and growth is expected.
Key Takeaways
- ✓ Use the SBI framework: Situation, Behaviour, Impact — for both positive and constructive feedback
- ✓ Give feedback within 24-48 hours, not in quarterly reviews
- ✓ Always give constructive feedback privately and ask permission first
- ✓ With peers and managers, frame feedback as shared problem-solving
- ✓ Follow up on feedback — acknowledge progress in subsequent conversations