Feedback

In Short

Structure honest, actionable feedback conversations
Best for: Feedback frameworks and tools
Feedback is a structured tool for coaching and facilitation. Structure honest, actionable feedback conversations. It provides a repeatable framework that can be adapted to individual, team, and leadership development contexts.
Type of tool: Feedback frameworks and tools
Expected outcomes:
- Improved ability to structure honest, actionable feedback conversations
- A concrete action or development plan to take forward from the Feedback process

In Detail

Feedback is a structured framework designed to help coaches, leaders, and facilitators structure honest, actionable feedback conversations. It sits within the category of Feedback frameworks and tools, making it particularly useful for practitioners working on capability development, team performance, and individual growth in organisational settings.

In practice, Feedback is delivered as a 5-step process. The process begins by use the SBI model (see Row 68): describe the Situation, the observed Behaviour, and the Impact. The session closes by ask: 'What do you want to do with this feedback?'

. The structured approach ensures that participants move through a consistent experience while leaving room for the facilitator to adapt pacing and depth to the group's needs.

Feedback provides a shared vocabulary that persists beyond the session itself. When team members reference the same model in day-to-day work, coaching outcomes become embedded in practice rather than remaining as isolated insights from a single workshop.

How to Use

1. Use the SBI model (see Row 68): describe the Situation, the observed Behaviour, and the Impact. 2. Separate feedback from judgment -- describe what you saw, not what it means about the person. 3. Share both positive and developmental feedback using the same SBI structure. 4. Give the recipient time to reflect. 5. Ask: 'What do you want to do with this feedback?'

Pros and Cons

Pros	Cons
Provides objective, data-driven insights that reduce reliance on self-perception alone Creates a concrete baseline for measuring development progress over time Gives the coachee language and evidence to discuss development needs with stakeholders	Requires validated instruments and trained practitioners to administer and interpret correctly Results can be threatening or demoralising if not framed carefully by the coach Data reflects a point-in-time snapshot and may become outdated as context changes

Created by Various

When to Use

This tool is suited to the following coaching and facilitation contexts:

Context	Relevant
Individual Coaching	✓
Team Coaching
Leadership Development
Facilitation / Workshop
Online / Virtual

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