How to use the SBii Model to give Clear, Impactful Feedback

If you’re in a leadership role, you already know this:

Feedback is part of any job. Giving feedback that actually lands, that achieves what you intend it to, can be quite tricky. I’m speaking from experience – having learnt how to give feedback after getting it wrong many times. Do you know that feeling where your intent of the feedback didn’t match the impact of the feedback? Perhaps you’ve had feedback that felt like a punch in the gut, and someone else was trying to be helpful?

We’re all human, so we can make mistakes.

This model is very useful, and can keep you on track. If you’ve recently stepped up into a more senior leadership role, are still feeling like an imposter – and want to gain confidence, clarity and build your executive presence and make an impact: Try this model.

What is the SBI Model?

The SBI Model (Situation – Behaviour – Impact) is a simple, structured way to give feedback. It’s easy to remember, even when situations get heated. It removes ambiguity and focuses the conversation on observable facts, not assumptions or stereotypes. While the SBI model was popularised by the Centre for Creative Leadership, it’s grounded in behaviourism, psychology and adult learning principles.

You may already be familiar with it:

1. Name the situation
2. Talk about the Behaviour that you observed
3. Explain the impact it had (on yourself or what you observed on others)

While there are some leaders who still use fear-based feedback, and talk in general terms about what others have shared with them, it is important to use specific examples, and what you have observed directly. Toxic work environments thrive on gossip, and feedback being based on second-or-third hand information does nothing for changing behaviour or building morale.

What is the SBii model?

The SBii model uses the SBI model and adds a critical element – the intent.

As a leader, when you give feedback and share the situation, the behaviour you observed and the impact – without asking about the individuals intent, you’re only viewing it from one perspective. It’s possible you don’t have the context and have taken the situation in isolation.

By asking the individual about what their intention was, it means more to them when you share the actual impact. We are all tuned into radio WIIFM – “What’s in it for me.” When you give feedback, are you focused on delivering the feedback, or are you thinking of what’s going on for that person, and how you could help them do better in the workplace?

I have been amazed, in my years as a corporate leader, how many times the person I was providing feedback to was genuinely surprised by the impact they had, and how different it was to their intent. In many cases they appreciated the feedback and tweaked their behaviour to have the influence and impact they intended. When they knew I appreciated their intent and gave them a chance to share the context, they were more willing to take on the feedback and make changes.

Are there other feedback models?

There are several, each with their own benefits.

One that I find particularly useful is the STAR model – also useful for preparing for interviews or discussions around promotions. Whether you’re going for a promotion to a more senior role yourself, or providing feedback, the STAR model is very easy to remember:

Situation

Task

Action

Result

Learning how to use this model artfully, in both situations, can mean the difference between being able to influence the outcome and add more value to your organisation.

Most importantly:

You’re having a conversation with humans. If you’re in your head trying to remember a model and robotically tick off your dot points, no model will help you.

For senior leaders who want more than just models: If you want to lead with confidence, presence and impact in the moments that matter most, speak to Jill Hutchison about coaching. This is where coaching becomes transformational. Jill Hutchison works with leaders across Perth (and Karratha, Sydney, Brisbane, Melbourne, Beunos Ares, Cape Town … you get the picture) to amplify their natural strengths and behavioural style, so they stop second-guessing, show up powerfully in high-level conversations and lead in a way that is both effective and deeply aligned.

The result? Greater influence, stronger wellbeing, better sleep and a renewed enjoyment of leadership. If you’re ready for that shift, Jill is the coach leaders turn to.