<b><i>Leadership:</i></b> Giving Feedback

The SBI Model

The SBI (Situation, Behavior and Impact) model, taught by the Center for Creative Leadership in its executive training programs, provides a structure for a conversation that encourages effective feedback that gives the receiver the best chance to take ownership for change.

When giving feedback, focus on:

• Situation ' what was the time, place and situation in which you observed the behavior that you are about to discuss? This brings the receiver mentally to that place and situation. He or she can visualize it in their heads and recall their perception of what happened.
• Behavior ' What was the specific behavior that you (or others) observed? Focus on the facts, not opinions. Include what was said, actions taken and the sequence of events.
• Impact ' What was the impact the behavior had on you and others? How did you observe that impact? Focus on the feelings and results of the behavior. Use impact words (see below).

Giving Feedback

When giving feedback, put aside judgment or attribution of motive. Don't make guesses about why someone behaved in a certain way. Focus on the facts, not opinions. While it is tempting to give advice, instead, focus on helping the other person develop his or her own path to improve the behavior that results in a better impact and result the next time. Ask them what they could have done differently or could do differently next time.

The SBI model works well for both positive feedback, when you want to reinforce an effective behavior or attitude, as well as constructive feedback, when you want to change a behavior or attitude.

Consider this example of an SBI: “Chris, at the end of the team meeting this morning (situation), you gave a summary of the key action steps we had discussed (behavior). I was really glad you did that (impact on me) and it seemed to bring a good sense of closure to the meeting (impact on others).”

Can you see how that feedback might be more effective than, “Hey, Chris, nice meeting today.”

Or, consider this example of constructive feedback: “Pat, during our conference call yesterday (situation), I noticed that you interrupted others and me on several occasions (behavior). I felt frustrated at times (impact on me) and I sensed that others were starting to get irritated by it as well (impact on others).

This is more effective than, “Pat, you were really rude yesterday.”

Once you realize the power of giving effective feedback, you become a student of human behavior, seeking to give, and receive, feedback frequently. Look for behavior you want to encourage in your team and practice giving positive feedback for behaviors like leading others, taking personal responsibility, going the extra mile, involving others in a project, teaching others a new skill and improving processes.

Likewise, look for behaviors and attitudes that distract your team, such as interrupting, spreading rumors, avoiding conflict, being passive-aggressive, and lack of responsiveness. Use the SBI model to help team members be more aware of their blind spots and behaviors that affect others.

Teams that improve their ability and frequency of giving both positive and constructive feedback can rapidly improve their performance, trust level and learning speed because they are focusing their energy on improving together rather than being defensive, blaming others and protecting their turf.

Impact Words

One of the biggest challenges in using the SBI model is finding the right “impact words” without being judgmental or providing advice. For positive impact, use words that completes this sentence: “When I saw what you did, it made me feel … .” Consider words like calm, relieved, confident, safe, welcome, agreeable, bold, affirmed, content, impressed, and so forth.

Constructive, or negative, impact words are more challenging. Consider words that reflect your feelings or concern, such as stressed, shocked, uncertain, skeptical, trapped, pressured, rushed, weak, troubled, worried, discontente , and so forth.

Here are some tips on giving effective feedback:

• Consider why you want to give feedback. Is it because the other person can benefit, or does it have more to do with your ego or issues?
• Talk about issues over which the individual has control.
• Report on specific observable behavior, not conclusions.
• Give examples. Be specific.
• Avoid inferences and interpretations.
• Avoid loaded terms and inflammatory labels.
• Communicate acceptance.
• Be honest, kind, sincere and warm.
• If requested, identify ways to improve performance.

Effective feedback is a two-way street. When receiving feedback, consider:

• Feedback is a gift, an opportunity to see through other's eyes.
• Ignorance is not bliss ' it is better to know than not to know.
• Listen carefully ' practice active listening.
• Paraphrase what you hear to check your perceptions.
• Ask questions for clarification.
• Mentally note questions or disagreements.
• Carefully evaluate the accuracy and its potential value.
• Is this something you've heard before from others? Is there a trend?
• Ask for suggested solutions for change.
• Make moderate changes and evaluate outcomes.

Conclusion

High-performing teams understand the value of giving and receiving feedback frequently and effectively. Team members and leaders engage in both positive and constructive feedback on a daily basis. They practice SBIs regularly to make it part of the group's culture and values. By doing so, they reduce the stress and defensiveness that comes with criticism and focus on how they can work better together.

Mark Beese, a member of this newsletter's Board of Editors, is president of Leadership for Lawyers LLC, a consultancy focused on helping lawyers become better leaders. He is a Legal Marketing Association Hall of Fame Inductee and a Fellow of the College of Law Practice Management. Mark is former chair of the Lawyer Leader Task Force of the ABA Law Practice Division, and an adjunct faculty member at the Center for Creative Leadership and the Sturm College of Law at the University of Denver. (http://www.leadershipforlawyers.com). E-mail: [email protected].