Business Finance - Operations Management Week Three Assignment 2
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FeedbackSBIModel.pdf
FEEDBACK THAT WORKS
Contents WHAT IS FEEDBACK? 2
THE SBI FEEDBACK MODEL 3
IDENTIFYING BEHAVIORS 4
POSITIVE AND NEGATIVE FEEDBACK WORDS 5
GUIDELINES FOR FEEDBACK 6
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1
What is Feedback?
What makes feedback effective?
• Makes information useful to others
• Encourages individuals to replicate and improve performance
• Is developmental in nature
• Is behaviorally anchored
Information you receive in response to actions or behaviors you have taken or have
demonstrated to others
feedback
You already know how to:
• Tell people what they did well
• Tell people what they did not do well
• Tell people what to start or stop doing
sbi is an approach that: • Expands the person’s self-awareness
• Focuses on behavior
• Is less likely to trigger defensiveness
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The Situation – Behavior – Impact (SBI)™ Feedback Model
Situation • The specific event or circumstance
• Anchors the feedback in time and place
• Helps the recipient remember and understand the context
• Mirrors back the behavior to the recipient
• Behaviors are things that can be recorded — visually or aurally
• Observable actions
• Verbal comments
Example:
“When you presented our March sales figures to the senior management team last Thursday,…”
Example:
“...you provided details when making your point and you answered tough questions directly...”
Behavior
Describes the effect their behavior had:
• On me
• On the task
• On the group
Example:
“…consequently, the CEO approved the plan and gave it full funding.”
Impact
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3
Identifying Behaviors
If you didn’t identify any, then you are right on track. None of the phrases in the list describe a behavior. Behaviors are actions that people take or things that they say. In contrast, the above list includes judgments about the person or adjectives that describe a person - not the person’s actions.
To understand how difficult identifying behaviors can be, look over the following list and identify the phrases that describe behaviors:
• Overconfident
• Very aggressive
• Needs to be less tactical and more strategic
• Arrogant
• Analytical; extremely logical in their approach
• Good team player who cares about the people in their department
• Extremely productive
• Excellent all-around manager
• Decisive
Examples of behaviors:
• Finishing other people’s sentences
• Proposing a process to the group
• Soliciting and asking for input from individuals
• Speaking when someone else is talking
• Interrupting those who are speaking
• Asking questions
• Leaning forward in one’s chair during a conversation
• Pacing back and forth
• Not speaking in a group
• Telling a joke during a serious conversation
• Speaking loudly or softly
• On the phone during a meeting
• Checking on the wellbeing of others
• Rolling eyes
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Samples of Positive and Negative Feedback Words
Words that Express Positive Impact Affectionate Agreeable Alert Amiable Amused Appreciated Befriended Bold Calm Capable Caring Challenged Charmed Cheerful Cherished Clever Comforted Confident
Congenial Content Delighted Determined Eager Ecstatic Enchanted Energetic Engaged Enhanced Enjoyed Enthused Excited Fascinated Fearless Free Friendly Fulfilled
Generous Glad Gratified Happy Helpful Honored Hopeful Important Impressed Infatuated Inspired Intrigued Jovial Joyful Kind Liked Lively Loved
Mellow Mesmerized Nice Peaceful Pleased Powerful Proud Refreshed Relaxed Relieved Rewarded Safe Satisfied Settled Tender Warm Welcome Wonderful
Words that Express Negative Impact
Abandoned Agitated Ambivalent Angry Anxious Betrayed Bitter Bored Cheated Confused Defeated Different Diminished Discontented Distracted Disturbed Empty
Envious Exasperated Exhausted Fearful Flustered Foolish Frantic Frightened Frustrated Grief Guilty Irritated Isolated Jealous Judged Left Out Lonely
Longing Low Melancholy Nervous Odd Overwhelmed Pain Panicked Persecuted Pity Pressured Quarrelsome Rejected Remorse Restless Rushed Sad
Scared Shocked Skeptical Startled Stressed Stupid Suspicious Tense Threatened Tired Trapped Troubled Uneasy Uncertain Vulnerable Weak Worried
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5
Guidelines for Giving and Receiving SBI Feedback
Giving SBI Feedback Receiving SBI Feedback
• Select a comfortable, distraction-free environment for both you and the intended recipient.
• Feedback is an initial step in a developmental conversation. Show you care about the recipient throughout the exchange.
• Pace your feedback to ensure the recipient has time to absorb and respond to one piece of feedback before moving to the next. Allow for more than one session if needed.
• Give space for recipients to ask clarifying questions, so they can better understand and absorb the feedback.
• Avoid making suggestions for behavioral changes, unless requested. If none are requested, ask if the recipient would appreciate suggestions as part of the developmental conversation.
• If the feedback is part of an ongoing developmental conversation, seek ways to support the recipient on any actions they plan to take and to follow up with them on those plans.
• After giving a piece of feedback, ask open- ended questions in order to initiate a developmental conversation such as, “How might you have created the impact you intended?”
• Make it a developmental experience for yourself. Discuss the feedback process with the recipient and ways in which to improve it.
• Embrace a growth mindset.
• Listen attentively with gratitude.
• Ask clarifying questions and eventually paraphrase the feedback you hear to demonstrate that you grasp the feedback.
• Avoid explaining your behaviors (at least initially; however, this may come out in a developmental conversation following the feedback).
• Avoid becoming defensive about the feedback you are receiving; assume the feedback is well-intentioned and targeted at helping you develop.
• When you have fully absorbed the feedback, thank the person giving you feedback and ask for suggestions to help your growth.
• Make seeking, giving, and receiving feedback part of your own practice.
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• The goal is to be helpful to the recipient - make this known
• Be specific
• Speak for yourself
• Speak to the person
• No “psychoanalyzing”
• Provide balanced feedback: more positives than negatives (approximate 4:1 ratio)
• Avoid giving advice (unless asked for at the end)
• Your job is to listen and try to understand
• LISTEN, LISTEN, LISTEN!
• Understanding does not equal agreement
• It’s OK to ask questions for clarification
• Resist the temptation to defend, justify, explain
• Treat it as a gift
• Listen for patterns
• Give yourself time to reflect
• Say “Thank You.”
Best Practices When Giving Feedback
Best Practices When Receiving Feedback
Common Mistakes when Giving Feedback • Using accusations or judging the other person
• Passing along vague feedback from others
• Giving unsolicited advice
• “Sandwiching” a negative feedback message between two positive feedback messages
• Positioning feedback as a question
• Generalizing or exaggerating your feedback with words like always or never
• Psychoanalyzing the motives behind the behavior
• The feedback goes on too long
• Using inappropriate humor
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7
Pointers: Feedback
• It’s a skill – and like any skill it takes practice
• People expect it
• People don’t get enough of it
• It’s difficult, so we resist giving it
• It can be a powerful tool for development
• Lead others by modeling this approach yourself
Feedback Do’s
• Ask permission to give feedback
• Be specific about the situation
• Describe the behavior (what would you see on a video?)
• Acknowledge the impact of the behavior
• Pay attention to nonverbal behavior (body language, facial expression, gestures, voice volume, tone and speed)
Feedback Don’ts
• Don’t delay or avoid talking about it
• Don’t be vague
• Don’t interpret, judge, or assume
• Don’t give advice unless requested
When You Are DELIVERING Your Feedback: When You Are RECEIVING Your Feedback:
• Stick to SBI – focus on the situation, the behavior, and the impact (no long backstory or lengthy explanations)
• Be totally honest and totally kind
• Listen first
• Ask questions only for clarification
• Understanding does not equal agreement
• Do not defend or justify
• You own it
• Thank your feedback giver
Tips
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