Framework 3: SBI feedback that keeps trust intact

The core idea

SBI stands for Situation, Behavior, Impact. It helps managers describe what happened, what the person did, and what effect it had without sliding into labels or personality judgments.

That structure matters because feedback gets risky the moment it sounds like "this is just who you are" instead of "this is what happened and why it mattered."

How to use it in a 1:1

• Situation: Name the specific moment or context.
• Behavior: Describe what you observed, not your theory about motives.
• Impact: Explain the result on people, work, or trust.
• Finish by reopening the conversation, not closing the person down.

Why it works

SBI makes hard conversations cleaner. It reduces defensiveness because the feedback stays tied to observable moments instead of becoming a broad indictment of the person.

It also makes positive feedback stronger. Specific praise matters because people deserve to know what is working, not just what needs fixing. Good managers celebrate progress with the same clarity they use to address problems, especially when a team is stretching through change and needs to know the effort is landing.

Common mistake

Managers often smuggle judgment into the Behavior step by using words that already interpret intent. Keep it concrete. If it would not show up on a recording of the meeting, it is probably interpretation.