Feedback is an essential tool for personal and professional development. It allows individuals, like you and me, to identify areas for improvement and make positive changes. However, giving feedback can be challenging, especially if it is not done in a structured and effective way.
Research has shown that structured feedback is more likely to be accepted and acted upon than unstructured feedback. This is because structured feedback is clear, specific, and actionable. It also helps to reduce defensiveness and foster a more open and productive conversation.
The S-B-I method of giving feedback is a simple and effective framework for giving structured feedback. Broken down, S-B-I stands for Situation, Behaviour, and Impact.
Let's have a quick look at what each of these mean:
Situation
The first step is to describe the specific situation in which the behaviour occurred. In this step, it is important to be as detailed as possible, so that the person receiving the feedback can clearly understand the context. Without the specific situation, it becomes near impossible for the person receiving the feedback to place it into context.
For example: "During the recent team meeting, when we were discussing the technology implementation strategy..."
From the example above, it becomes clear to the person receiving the feedback when their behaviour was observed. This leads on well, to the second part of the structure.
Behaviour
In the next part of the structure, describe the specific behaviour that you have observed want to address. Once again, be as specific as possible, and avoid using vague or judgmental language and avoid making a personal attack.
For example: "You were rude by telling your colleague, Ram, to shut up."
From the example above, it becomes clear to the person receiving the feedback what specific behaviour was observed by you. This leads on to the third part of the structure.
Impact
In the final part of the structure, describe the impact of the behaviour. This could be a positive or negative impact. Once again, be specific and avoid generalisations. Explaining the impact gives the person receiving the feedback an insight into how their behaviour has impacted the organisation or other employees.
For example: "Your behaviour went directly against our organisation value of 'Respect for all'. As a result, the meeting was derailed and we got no further in our discussions. In the future, do not be rude."
From the example above, it becomes clear to the person receiving the feedback what the impact of their behaviour was. In this step, remember to include a statement about what future effective behaviour looks like.
Let's look at one example of using the S-B-I method of structuring positive feedback:
Situation: "During the recent client meeting, when you presented our product proposal..."
Behaviour: "You were very clear and concise in your presentation. You also did an excellent job of answering the client's questions."
Impact: "Your presentation helped the client to understand our product and its benefits. They were very impressed with your knowledge and expertise. This made our organisation look professional and well prepared."
Now that you have understood the S-B-I method of structuring feedback, let's look at a few examples of when no structure is used to provide feedback. These examples may seem all too familiar.
"You're always negative."
"You never listen to anyone else."
"You're just not good at this."
This type of feedback is vague, judgmental, and unhelpful. It is likely to make the person receiving the feedback feel defensive and resentful. There is nothing in the feedback that the receiver can use to get better. This is one of the foremost reasons why feedback conversations turn into conflict situations. We have a blog on this topic.
Structured feedback, on the other hand, is clear, specific, and actionable. It is more likely to be accepted and acted upon. When feedback is delivered in a structured and respectful way, it can be a powerful tool for personal and professional development.
Using structured feedback to grow
Receiving structured feedback can help an individual accept the feedback and grow in the following ways:
Clarity of understanding: Structured feedback provides a clear and concise understanding of the behaviour being addressed, allowing the individual to accurately assess their actions.
Reduced defensiveness: By focusing on specific behaviours and their impact, structured feedback minimises the chances of defensiveness and fosters a more open and receptive environment.
Actionable insights: Structured feedback provides actionable insights that can be directly applied to improve future behaviour, promoting personal growth and development.
Enhanced self-awareness: Structured feedback helps individuals develop a deeper understanding of their strengths and areas for improvement, enhancing self-awareness and fostering a growth mindset.
Improved relationships: Structured feedback, when delivered respectfully and constructively, can strengthen relationships by fostering open communication and mutual respect.
At Unlock More, we run workshops on giving and receiving feedback for teams and organisations.
Prepare for your feedback conversations
The final tip that we want to leave you through this blog is to always prepare for your feedback conversations - no matter how often you have given feedback in the past. Each feedback conversation needs careful consideration to ensure that you give the feedback in a structured manner and the person receiving the feedback gets the most out of the conversation.
We also recommend writing down the feedback. This helps you structure the feedback and cover all the attributes of feedback. So, the next time you need to deliver feedback to someone, take the time to prepare for it, structure it carefully and deliver it with respect.
