For something so basic, feedback causes an extraordinary amount of drama. Delivered well, it fuels growth, clarity, and trust. Delivered poorly, it sparks defensiveness, confusion, or resentment.
Given quality feedback is essential in knowledge based industries such as professional services and it was something which EY in the UK excels at. The key model used was the Situation–Behaviour–Impact (SBI/BI). At the time, I thought it was just another acronym in a sea of frameworks. But it stuck, because it worked. Decades later, I still see people ignoring it — and still paying the price.
Why Feedback Breaks Down
We often default to feedback styles that aren’t helpful:
Vague generalities (“That wasn’t great.”)
Character judgments (“You’re not very strategic.”)
Drive-by comments that leave people guessing what to do next.
That kind of feedback doesn’t help anyone grow.
The SBI / BI Framework
Here’s how to do it properly:
Situation – Anchor the feedback in a clear context. “In this morning’s meeting…”
Behaviour – Describe exactly what was done. “…you cut across before they finished explaining their idea.”
Impact – Explain the effect of that behaviour. “…it shut the conversation down and slowed us down.”
That’s the descriptive half. But the real growth comes from the second step:
Alternate Behaviour – Describe what could have been done differently. “…if you had waited and then asked your question after they finished…”
Alternate Impact – Show the positive effect that would have had. “…it would have signalled listening and probably drawn out more useful detail.”
This shift from SBI to BI is what makes feedback developmental instead of descriptive. It not only describes the gap but points to a better path forward.
Why It Works
Using SBI/BI changes the dynamic:
From judgment to clarity – people know exactly what happened.
From critique to choice – people can see the alternative and choose.
From static to growth – every piece of feedback becomes a micro-coaching moment.
Growth Is the Point
Feedback isn’t about scoring points, venting frustrations, or handing down verdicts. It’s about creating the conditions for growth — yours and others’.
That’s why the model I first learned at EY still matters. It’s deceptively simple, and that’s precisely why it works.