Best Ways To Communicate Feedback Outcomes

Conversations of consequence are substantive conversations that allow us to directly address issues, resolve problems, and deliver great results. If we're not able to have these “conversations" at work, it’s likely that we aren't communicating effectively as an organization and limiting our ability to accomplish big things. Perhaps more importantly, when we don't have conversations of consequence, feedback is not getting to the right people at the right time. Feedback (information, data, stories) that are critical to making decisions and understanding how the business is performing in the moment. To help us all, the Center for Creative Leadership (CCL) has created an easy to understand and use model for people within organizations to have these kinds of conversations. The "Situation, Behavior, Impact" (SBI) model is a framework designed for people on your team to provide clear and actionable feedback. It helps individuals give feedback in a way that is specific, objective, and focused on observable behaviors rather than personal attributes. The model is particularly effective in professional settings, where clear communication and constructive feedback are crucial for personal and organizational growth. Here's a breakdown of each component of the SBI feedback model: Situation (S): Start by describing the specific situation where the behavior happened. This provides context and helps the recipient understand when and where the behavior took place." Example: "During our team meeting this morning..." Behavior (B): Describe the person's actions clearly and objectively, focusing on what they did without making judgments or assumptions. Example: "...when you interrupted me while I was speaking..." Impact (I): Explain the effects of the person's behavior on others or the situation. This helps them understand the consequences of their actions and how it made you feel. Example: "...it made me feel like my contributions were not valued, and disrupted the flow of the discussion." The SBI feedback model is effective because it makes the feedback clear, specific, and actionable. It avoids generalizations or personal attacks, focusing on observable actions and their consequences. Using this model, feedback is delivered in a non-confrontational way, helping individuals clearly see how their behavior impacts others. It's especially useful for those looking to improve, as the feedback is specific, constructive, and directly linked to real situations. This model can be used in many situations; performance reviews, in cases of resolving conflict, and daily communication. It can help to strengthen relationships and support personal and professional growth. Now that you have the SBI framework, try it out. It should bring a new level of confidence to those "conversations of consequence" we need to be having. #leadership #situationbehaviorimpact #CCL #execution

If your feedback isn't changing behavior, you're not giving feedback—you're just complaining. After 25 years of coaching leaders through difficult conversations, I've learned that most feedback fails because it focuses on making the giver feel better rather than making the receiver better. Why most feedback doesn't work: ↳ It's delivered months after the fact ↳ It attacks personality instead of addressing behavior ↳ It assumes the person knows what to do differently ↳ It's given when emotions are high ↳ It lacks specific examples or clear direction The feedback framework that actually changes behavior: TIMING: Soon, not eventually. Give feedback within 48 hours when possible Don't save it all for annual reviews. Address issues while they're still relevant. INTENT: Lead with purpose and use statements like - "I'm sharing this because I want to see you succeed" or "This feedback comes from a place of support." Make your positive intent explicit. STRUCTURE: Use the SBI Model. ↳Situation: When and where it happened ↳Behavior: What you observed (facts, not interpretations) ↳Impact: The effect on results, relationships, or culture COLLABORATION: Solve together by using statements such as - ↳"What's your perspective on this?" ↳"What would help you succeed in this area?" ↳"How can I better support you moving forward?" Great feedback is a gift that keeps giving. When people trust your feedback, they seek it out. When they implement it successfully, they become advocates for your leadership. Your feedback skills significantly impact your leadership effectiveness. Coaching can help; let's chat. | Joshua Miller What's the best feedback tip/advice, and what made it effective? #executivecoaching #communication #leadership #performance

MAKE YOUR HARD TALKS COUNT   Nobody dreams of delivering tough feedback. It's about as comfortable as hot yoga in a parka. But you're not being "nice" by avoiding these conversations. That's like letting someone walk around with spinach in their teeth all day. Not exactly the kindness flex you think it is.   Let's break down how to turn feedback from fearsome to transformative. (It entails a bit more than the clichéd “compliment sandwich.”)   The Setup: Mindset Matters 🧠 Stop seeing feedback as criticism and start seeing it as investment. You're not pointing out flaws – you're acknowledging someone's growth potential. And remember that the edge of your comfort is where your own growth takes root. If your palms aren't a little sweaty, maybe you’re not saying what needs to be said.   The Delivery: Make It Count 🎯 Get specific: "Your presentation could be better" is about as helpful as a broken compass. Share exactly what needs work. Stay current: Feedback has an expiration date. Serve it fresh, not a week past its "best by" date. Make it actionable: Share a clear path forward, not just a problem to solve. The Key Elements: Radical Candor With Heart ❤️ Lead with genuine care and curiosity (feedback isn’t a hall pass to be a jerk) Be detailed but digestible Focus your intent for maximum impact  Create space for dialogue, not monologue The Framework: Make It Systematic 📋 Build feedback into the rhythm of your 1:1s — it shouldn't be the surprise guest star at a meeting Thread feedback through performance plans and OKRs so it's expected, not exceptional Create accountability at every level — feedback flows up, down, and sideways Remember: when feedback becomes routine, it loses its sting but keeps its strength The Follow-Through: Keep The Door Open 🚪 Schedule a check-in Celebrate progress Stay invested in their growth Be available for questions and clarification   Always frame feedback as a collaboration, not a confrontation. You're not delivering stark assessments – you're a partner in their professional evolution.   So, leaders, I'm curious: What's your strategy for making feedback conversations more constructive and comfortable?