How can you give feedback that focuses on the issue, not the person?

The SBI model provides a solid model for leaders to use. Following the framework provides for consistency and really removes any tendency for the feedback to become "personal" in nature. One key issue is that it needs to be used on a timely basis. It affords folks the opportunity to then also talk about the actual behavior that is desired in the future.

I agree that feedback need to focus on the issue, not the person and for this, we should have the following principles - 1. Be non- judgemental 2. Timely (wouldn't say frequently) 3. Specific with an example and actionable Very important, we need to build a trust to open a channel for giving any feedback.

While the SBI (Situation, Behavior, and Impact) model has it's merit that it focusses on the specific situation and is therefore speaking with respect to something demonstrable - timing is critical. I note that people providing feedback sometimes rush into it while presenters are still presenting; and though it's well meaning, it can throw a person trying to get a job done. Especially these days, when firms have several communication channels flowing simultaneously, it's common to have someone messaging feedback while you're still presenting. I've seen this derail presenters. For those providing feedback, they must put themselves in the performers shoes and ask, 'must I wait?'

"The most effective feedback is directed towards a specific habit, behavior, or statement, focusing solely on its impact rather than targeting the individual. Utilizing the X, Y, Z approach ensures clarity and constructive communication. For instance, 'When you interrupted me during the meeting (X), it made me feel disregarded (Y). In the future, I would appreciate it if you could allow me to finish speaking before responding (Z).'"

The SBI Model works extremely well when done artfully. The key ingredient to ensuring it works is creating a space where there is no resistance to feedback and the other person wants your feedback. Start with an invitation to discuss learn, understand and/or grow. 1. First seek to understand what transpired or what was the situation then: - what their personal experience was - what they believe they did well - what they believe their opportunities to improve are 2. Ask if they would like to hear what they did well that they may not be aware of. - use the SBI 3. Ask if they would like to hear what they can improve that they may not be aware of. - use the SBI End positively sharing what worked for you & what worked for the other.

In my experience, being timely and frequent with feedback is crucial. It ensures issues are addressed promptly, preventing them from escalating. Moreover, frequent feedback fosters a culture of continuous improvement and allows for timely course corrections. This approach not only helps in resolving issues efficiently but also contributes to the overall growth and development of individuals and teams. People feel supported, seen, and empowered knowing they are receiving regular guidance for growth.

I certainly agree that feedback should be timely and frequent. It should also be; - Balanced - Objective - Observed - Specific - Timely Adopting a model of leadership such as the Situational Leadership model from Hershey and Blanchard is one option. Going back to the early 1960's Management by Wandering Around is another option. My preference was what I called "Active Management" which involved adopting the role of Coach/Facilitator and engaging with all of my teams where they were and doing so regularly and frequently.

The goal here is to have feedback become a standard part of a high intimacy, trusted relationship. It presupposes mutual trust and alignment on creating better quality outcomes.

While giving feedback a quick check of the previous session is quite handy so that mutual agreeable action steps can be derived.

Engage the coachee in choosing alternative, actionable behaviors for their development. Timing is key, but so is the right environment to avoid defensiveness. Acknowledge positive actions too. Use the Start, Stop, Continue model to reinforce good behaviors while addressing the undesired ones.

This approach of asking permission to criticize someone or tell them what they did wrong feels like a joke. It doesn't really work. As an executive leadership coach, I believe this does not align with real-life experiences. Following models and suggestions may sound interesting and easy to apply, but they don't work in practice and can lead to resentment or perceptions of arrogance. Even if permission is granted, the recipient may still resent the feedback. Let's be mindful that feedback, especially when solicited this way, can result in resentment and resistance.

I don't generally like step by step frameworks as feedback rarely works that way. However, one I have found useful which guides the conversation rather than a process to follow is CUES: Connection - before correction Understand - the issue Explore - possible ideas Solve - together Happy to share this model in more detail (I have a simple PDF). Just message me and I'll happily send.

What you should strive for as a leader in a business of any size is to create a culture of feedback. That is one where people willingly seek feedback. When people proactively seek feedback it’s a lot easier for a people to give it. When providing feedback always make sure it is TRU. That is Timely, Relevant and Useful to the person it is intended for. When asking for feedback consider why do I need it? Who would be best placed to give it ? And when is the best time? This makes it easier for both parties .

Unsolicited feedback can be perceived as destructive criticism. Ensure the coachee is receptive and non-judgmental before proceeding. Exercise empathy and involve yourself in finding a solution. Besides asking for permission to give feedback, offer assistance when needed.

The response to this is based on the leader’s/coach's relationship with the person being coached. I first assume this is either an informal or formal coaching session between the leader and a subordinate. In that case, permission is assumed to be granted based on that relationship. When I was a call center supervisor and operations manager, I held periodic formal and ad hoc coaching sessions with my employees that included kudos and improvement opportunities. To ask permission in this context would have been counter-intuitive and potentially degrading to the relationship. As a pastor/minister and leadership coach, the relationship is not as defined. I can see where asking permission could be beneficial to strengthening the relationship.

Effective feedback should focus on specific behaviors, provides actionable suggestions, and aim to support growth and improvement. However in my experience, in many companies, feedback is provided twice a year as part of performance evaluations. During this assessment, individuals are rated based on their strengths and areas for improvement and it impacts on their salaries and possibilities to grow in their carrers

I find the SBI model simple and powerful. I however add a "AT" at the end A - Actions and T - Timelines Actions - A discussion on learnings and actions to avoid a similar situation in the future T - Timelines – A discussion on timelines for making the required changes While following the SBIAT structure, I ensure a) The feedback is conversational with the objective to make things better. I ask questions at every stage "What do you think?" "What went wrong?" "What could have been done better?" etc. b) When I ask questions, I actively listen. Listening is the often ignored part of giving feedback. By actively listening, I often uncover challenges that the person faced and what support they might need to make a change.

Obtaining "valuable feedback" concerning any process is more of an than a science or statistics. Due care should be exercised to avoid personalisation or generalization. "Feedback" should be should be sought on 'specific and actionable issues'. It would help to share what actions would be taken, based on the Feedback obtained.

To effectively focus feedback on the issue rather than the person, start by pinpointing the specific behavior or outcome that requires attention. Clarify the impact of this issue on team or project goals to provide context. Then, propose clear, actionable steps for improvement. This approach depersonalizes feedback, framing it as a matter of professional growth and problem-solving. By encouraging a dialogue where the coachee can also contribute solutions, you foster a constructive and collaborative atmosphere, minimizing the perception of personal criticism.

When giving feedback in a sales or operations environment, it is important to have metrics and KPIs on hand. This helps to keep emotions out of the conversation and allows you to guide employees through their monthly or quarterly metrics, highlighting areas of success and areas that need improvement. If there is a behavior that needs to be corrected, it is crucial to be specific about the behavior, the people involved, and the time frame. This will give you more insight into the situation and help you find a solution to the issue.

There are several feedback techniques one can use. One of the model I personally prefer is SBI (Situation, Behaviour, Impact). The feedback consists of these three main pillars, where one has to describe the situation where the behaviour occurred and explain what was the impact it had on them. Following this model removes the focus from the person to the specific situation/ displayed behaviour.

While feedback focuses on the past, feedforward gives the opportunity to move towards the future to develop professionally, unlock their potential and improve future performance. Some steps to consider *Ask the coachee how they perceive the feedback they are receiving, if it makes sense to them and is relevant for their development *Validate their feelings and understanding of the feedback and clarify any misunderstandings *Explore the challenges the coachee is facing, Understand what is holding them back *Work collaboratively with the coachee to design an action plan Set specific goals and concrete actions to overcome the challenges *Visualize how they will apply the changes and stay focused on growth

Problem thinking creates problems, solution thinking creates solutions. I am usually inviting coachees to imagine a future where the problem is not there anymore. They then can build up motivation to find new solutions and methods to move form the problem. Also, using feedforward instead of feedback, helps build a strong image of the future where behaviors and actions are described, and not necessarily the traits or personal issues which should change.

"Feedback" is an essential element of providing "stability to the system". It should be made clear that "feedback" is sought only for improvement of future processes and not for hurting or penalizing any of the stakeholders. Involving the participants in the process by goading or otherwise would be very helpful!

During my coaching sessions, I let my coachees visualize their successful future. This gives them a clear picture of what their goal is in life and what steps are required to achieve it. Ultimately, this boosts their morale to strategize and to bring necessary changes in their behavior.

-Be Specific: focus on the specific behaviours/actions that need improvement rather than generalising. For example, instead of saying, "You always make mistakes," say, "I noticed a few errors in xxx." -Use "I" Statements: using "I" statements can express how you feel or what you observe. eg, say,I felt confused by the way information was presented, instead of "You confused me." -Offer Constructive Criticism: Provide suggestions for improvement along with your feedback. -Focus on Behavior Change: Encourage the person to focus on changing their actions rather than criticizing their character or abilities. -Maintain a Positive Tone: Keep your feedback constructive and supportive.

Avoid giving sandwich feedback.This will lead to confusing situation. Discuss strong points and areas of improvement with pause. This will make the session objective and more transparent. This will help to win trust and mutual respect. Also backing a point with examples will make sessions more impactful.

● Start with a positive comment, address the issue,and end with another positive note to balance the feedback ● Recognise any positive efforts the person has made ,even if the overall performance needs improvement

We should also consider to: 6. Ensure feedback remains objective, using neutral language and avoiding personal attacks. 7. Offer potential solutions and provide context to aid understanding. 9. Encourage open dialogue and focus on improvement rather than dwelling on mistakes. 10. Acknowledge efforts and follow up to monitor progress, fostering a positive learning environment conducive to growth.

There are certain approaches that can be used to give a feedback without offending the person: 1) Ask Questions Rather than directly pointing out the issue ask questions that will lead the other person to his or her role in the situation. 2) Generalize It Instead using the words 'you' use 'we'. Instead of saying 'you did this or that' say 'some of us tend to this or that'. 3) Show It Give references of similar events where someone else is conducting the exact actions that the coachee is taking. Show the coachee the consequences. 4) Explain The End This is the last approach. If the coachee tends to repeat again and again the same pattern, explain the final consequences. This way he or she might get offended but will accept the reality.