Tiếng Việt
In the modern workplace, feedback is no longer just a tool for “correcting” mistakes; it has become a lever for personal capacity development and building a learning culture. However, giving feedback—especially constructive feedback—often carries the risk of creating pressure, causing hurt, or triggering defensiveness in the recipient.
The secret to overcoming this barrier lies in the art of positive feedback – a sophisticated and structured method that places growth at its core. The most powerful tool supporting the art of positive feedback is the SBI (Situation – Behavior – Impact) model.
This article will delve into the 5 steps to mastering the SBI model, analyzing why it is the key to building the art of positive feedback within an organization, while providing detailed guidance so you can transform feedback into a powerful motivator, driving work performance while maintaining a collaborative relationship built on trust.
1. POSITIVE FEEDBACK – THE CORE DIFFERENCE FROM TRADITIONAL METHODS
Traditional feedback often focuses on shortcomings, is highly evaluative, and usually occurs late (e.g., during year-end reviews). In contrast, the art of positive feedback is a continuous process that focuses on describing behavior and impact, aiming toward the future and development.
1.1. Mindset Shift: From Evaluation to Coaching
In the old model, the manager plays the role of a “Judge”—the one who renders a verdict on performance. In the art of positive feedback, the manager becomes a “Coach”—the one who helps employees gain self-awareness and find their own solutions.
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Traditional model: “You did poorly on this project; the results are unsatisfactory.” (Focuses on errors and triggers defensiveness).
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The art of positive feedback (using SBI): “During this morning’s meeting (Situation), I noticed you repeatedly interrupted your colleagues (Behavior). This caused them to lose morale and extended the meeting by 15 minutes (Impact).” (Focuses on specific events and behaviors, inviting dialogue).
1.2. Constructive Feedback (Correctional Feedback) Is a Part of Positivity
Many people mistakenly believe that positive feedback is only about praise. In reality, the art of positive feedback includes constructive feedback. The difference lies in the method of delivery: instead of criticism, feedback is provided in the form of factual data (through SBI) so that employees can draw their own lessons. This eliminates emotional bias and builds the art of positive feedback based on objective truth.
2. SBI – THE STANDARD FRAMEWORK FOR THE ART OF POSITIVE FEEDBACK
The SBI (Situation – Behavior – Impact) model is a framework that helps structure feedback into three clear parts, eliminating ambiguity and emotion, making it easier for the recipient to accept and take action.
2.1. S – Situation
Content: Describe in detail the specific time, location, and context of the incident.
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Purpose: To ensure that both the giver and receiver of feedback are discussing the same event. This helps the feedback remain “timely” and avoids over-generalization.
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Incorrect example: “You are always late.” (Too general).
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Correct example (S): “During the 9:00 AM meeting this Tuesday regarding Project A,…”
2.2. B – Behavior
Content: Describe the behavior you observed objectively, without interpretation or judgment.
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Purpose: Focus on observable behavior rather than personality.
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Incorrect example: “You appeared unprofessional and lazy.” (Evaluative).
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Correct example (B): “…I noticed that you submitted the report 2 days later than the specified deadline.” (Describes a specific action).
2.3. I – Impact
Content: Explain the specific impact that the behavior had on you, the team, the customers, or the work results.
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Purpose: To help the recipient understand the consequences of that behavior, thereby creating internal motivation for change. When employees understand the impact, they will take the initiative to adjust.
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Incorrect example: “That was terrible.” (Not specific).
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Correct example (I): “…The delay in the report forced the technical team to work overtime to make adjustments, and we lost the opportunity to sign the contract with Client C.” (Clearly states the consequences).
Applying SBI is the foundation for successfully implementing the art of positive feedback.
3. APPLYING SBI TO PRACTICE THE ART OF POSITIVE FEEDBACK (FOR BOTH PRAISE AND CRITICISM)
The art of positive feedback is used not only for correction but also for reinforcing good behavior. Below is how to use SBI for both purposes:
3.1. SBI for Reinforcing Feedback (Praise)
The goal of the art of positive feedback in praising is to help employees understand exactly which behaviors led to good results so they can repeat them.
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Incorrect praise: “Great job, keep it up!” (Vague).
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Correct praise (using SBI): “During the client meeting yesterday afternoon (S), you took the initiative to summarize the key points before ending the meeting (B). This action helped us finalize 90% of the requirements on the spot and saved us 2 days of work (I).”
3.2. SBI for Constructive Feedback (Alignment)
When behavior needs adjustment, SBI helps managers maintain a data-driven stance and avoid personal attacks.
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Step 1: Reduce Emotional Impact: Ensure privacy and use a coaching tone.
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Step 2: Use S-B-I Data: Provide feedback according to the structured art of positive feedback learned.
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Step 3: Invite Action: This is the most important part of the art of positive feedback. Instead of offering a solution, ask: “What do you think you could do differently to avoid this impact next time?” or “How can we support you in changing this behavior?”
4. 5 REFINED STEPS TO MASTER THE ART OF POSITIVE FEEDBACK
Applying SBI effectively requires subtlety and continuous practice. Here are the 5 steps to mastering the art of positive feedback in any situation.
4.1. Step 1: The Golden Timing (Timing)
Feedback must be given as soon as possible after the behavior occurs. Delay reduces the connection between behavior and impact. This is a core principle of the art of positive feedback and also a principle of Lean (feedback at the source).
4.2. Step 2: Create a Safe Environment
Always provide constructive feedback in a private setting, not publicly in front of the team. Start with an open-ended question to invite dialogue, for example: “Do you have 5 minutes for us to review this morning’s situation together?” Establishing this environment is a prerequisite for the art of positive feedback.
4.3. Step 3: Strictly Adhere to the SBI Structure
Before speaking, tell yourself: “When did it happen? (S). What did they do? (B). How did that affect things? (I).” This ensures you are providing data, not judgment. Maintaining this structure helps you elevate the art of positive feedback.
4.4. Step 4: The Questioning Principle (Coaching Stance)
After providing the SBI, pause and listen. Avoid offering solutions. Transfer the responsibility for change to the recipient by asking questions:
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“Do you agree with this impact (I)?”
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“In your opinion, what could we do differently in this situation?”
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“What support do you need from me to ensure this behavior doesn’t happen again?”
4.5. Step 5: Sustainable Feedback (Follow-up)
The art of positive feedback does not end after the conversation. Record the action commitment and monitor progress in subsequent check-in sessions. This follow-up reinforces the commitment to change and demonstrates care, turning feedback into part of a sustainable development cycle.
5. BUILDING A COMPREHENSIVE FEEDBACK CULTURE
The art of positive feedback can only reach its full potential when it becomes a cultural norm, not a single event.
5.1. 360-Degree Feedback and Continuity
Encourage feedback not only from the top down but also between peers (Peer-to-Peer) and from subordinates upward (Upward Feedback). When feedback becomes a daily activity, its sensitivity decreases, and the art of positive feedback will be more widely accepted.
5.2. Principle 5:1 (Praise to Criticize Ratio)
Research indicates that for a relationship (or a team) to thrive, a ratio of 5 praises (positive) for every 1 criticism (constructive) is needed. This creates a positive “emotional bank account,” making it easier for the recipient to accept tougher feedback. Maintaining this ratio is a key factor in reinforcing the art of positive feedback.
5.3. Linking Feedback to Goals and Motivation
Feedback must always be linked to individual goals (Goals) and organizational objectives (KPIs/OKRs). When feedback is delivered using the SBI structure, it becomes performance measurement data, helping employees clearly see their development path. This fosters intrinsic motivation rather than working out of fear.
Conclusion
The art of positive feedback is an indispensable leadership skill in the 21st century. It serves as the bridge between an employee’s current performance and their future potential. By applying the SBI model, managers can transform difficult feedback moments into breakthrough growth opportunities, building trust and fostering a culture of continuous learning.
Mastering the art of positive feedback not only helps your team work more effectively but also builds a humane and sustainable work environment. Start today by practicing the S-B-I structure in all your interactions!
