1 Start with a clear purpose

Before you give feedback, you need to have a clear purpose in mind. What are you trying to achieve with your feedback? How does it relate to the goals and expectations of the person or team you are giving feedback to? How will it help them improve their performance or behavior? Having a clear purpose will help you focus your message on the most relevant and actionable aspects of the feedback, and avoid confusion or misunderstanding.

2 Use the SBI model

One of the most widely used and effective models for structuring feedback messages is the SBI model, which stands for Situation, Behavior, and Impact. The SBI model helps you describe the specific situation in which you observed the behavior, the behavior itself, and the impact or consequence of the behavior on yourself, others, or the outcome. Using the SBI model can help you provide concrete and objective feedback, without making assumptions or judgments about the person or their intentions.

3 Balance positive and negative feedback

Feedback can be positive or negative, depending on whether it reinforces or corrects a behavior. Both types of feedback are important for learning and improvement, but they need to be balanced and delivered appropriately. Positive feedback can boost confidence, motivation, and engagement, while negative feedback can highlight areas for improvement, provide guidance, and prevent mistakes. However, too much positive feedback can create complacency, overconfidence, or unrealistic expectations, while too much negative feedback can create defensiveness, resentment, or demotivation. A good rule of thumb is to use the 3:1 ratio, which means giving three positive feedback messages for every negative one.

4 Use the sandwich technique

Another popular technique for structuring feedback messages is the sandwich technique, which consists of wrapping a negative feedback message between two positive ones. The sandwich technique can help soften the blow of negative feedback, and emphasize the strengths and potential of the person or team receiving feedback. However, the sandwich technique can also backfire if it is used too often, or if the positive feedback is not sincere or relevant. The sandwich technique should be used sparingly, and only when the negative feedback is not too serious or urgent.

5 End with a call to action

The last part of your feedback message should be a call to action, which means asking the person or team receiving feedback to do something specific as a result of the feedback. A call to action can be a request, a suggestion, a question, or a challenge, depending on the situation and the goal of the feedback. A call to action can help the person or team receiving feedback to take ownership of their improvement, and to commit to a plan or a next step. A call to action can also help you follow up on the feedback, and measure the progress or impact of the feedback.

6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?