Sbi situational behavior impact

How to give a positive constructive feedback for your employees

1. SBI
Situation-
Behavior
Impact
Feedback Tool

2. •According to research from Gallup
•28 %of people receive feedback a few times a
year
•19 %say they receive it once a year or less
•Employees to prefer corrective feedback over
positive feedback

3. Performance Dialogue
•Performance conversations
•stressful.
•People get defensive
•The mood turns sour
•workplace relationships damaged.
•some managers might put off giving
feedback until formal performance
reviews.

4. Providing Clear, Specific Feedback
•Manger gave some feedback to a team members.
•They were good at presenting the information
•They could improve the way they handle the
questions-and-answers section at the end.

5. Providing Clear, Specific Feedback
.
Team member hasn't made any of changes that you flagged.
It turns out that they didn't understand what you wanted them to
do.
In fact, your feedback only led to more questions:
"What's particularly good about my presentation skills?"
"What's wrong with the way I handle questions?"

6. What Is the SBI Feedback Model?
.
Developed by the Center for Creative Leadership, the SBI™ feedback
tool outlines a simple structure that you can use to deliver effective on-
the-spot feedback .
SBI stands for:
Situation:you outline the situation you're referring to, so that the
context is clear and specific.
Behavior: you discuss the precise behavior that you want to address.
Impact: finally, you highlight the impact of the person's behavior on
you, the team and the organization.

7. Example on Situation
.
When you're giving feedback, put it into context.
When and where did you observe the situation?
This gives the other person a specific reference point.
For example, you could say:
"During yesterday morning's project meeting, when you gave your
presentation..."
Avoid vague terms like "the other day" or "in that meeting last week."

8. Example on Behavior
.
Describe the specific behaviors that you want to address
“During yesterday morning's team meeting, when you gave
your presentation, I noticed that you weren't able to answer
questions about two of your slides.
Tip:
Aim to use measurable information in your description of the
behavior. This will keep your feedback specific and objective.
-Avoid Making assumption
-Avoid being Subjective “Bias”

9. Example on Impact
.
” During yesterday morning's team meeting, when you gave your
presentation, I noticed that you weren't able to answer questions about
two of your slides. Your sales calculations were also incorrect. The
entire board was there, and I'm concerned it may have affected the
reputation of our team.
Emphasize the importance of finding positive solutions, and avoid
"passing or playing the blame game
Describe how the person's behavior has impacted you, the team
or the organization. Use "I" or "we" to make the point.

10. Key Points
.
SB stands for Situation-Behavior-Impact.
Situation:describe the "when" and "where" of the situation.
Behavior:describe the other person's behavior (but only
mention the actions that you have observed yourself).
Impact: communicate the impact of the person's behavior on
you, your team and the organization.
Finally, discuss what your team member needs to do to change
this behavior in the future, or –if their behavior has a positive
impact –explore how they can build on this.

11. Warping up your SBI
.

12. Remember
.
The SBI model helps direct reports
1-understand the impact of their
behavior on other people.
2-It gives them a chance to understand
your concerns
3-Shift focus on what is needed to be
done