Coaching practices for How to Set Up a Feedback Conversation

Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For How to Set Up a Feedback Conversation, these are the strongest matches in the current practice library.

Does this sound like the set of challenges you might be facing?

• I deliver my feedback as a finished verdict and then the other person just sits there closed off
• My feedback conversations end with the person nodding and saying "yeah, makes sense, got it"
• Feedback in my one-on-ones only ever flows one way
• I blurt out corrections in the heat of the moment, often right in front of other people, and instead of taking it in they just get humiliated and dig in
• I tell someone what went wrong but never say what I actually want instead, so they walk away knowing they messed up with no idea what "right" looks like

Practices that may help

1. Invite a response after delivering SBI
   Close SBI by asking what the other person makes of it — not with a verdict.
   The SBI Feedback Model, Made Practical
2. Close feedback by checking understanding, not agreement
   Ask "What did you take from that?" rather than "Do you agree?"
   The Feedback Sandwich: Why It Doesn’t Work and What to Do Instead
3. Make feedback flow in both directions
   Give timely, specific feedback — and ask for it on your own management.
   Effective One-on-Ones, Made Practical
4. Choose the right moment and setting for feedback
   Feedback lands in proportion to how safe and ready the receiver feels — timing and privacy matter.
   The SBI Feedback Model, Made Practical
5. Add a forward-looking request to SBI
   Pair the impact statement with a specific, doable request for next time.
   The SBI Feedback Model, Made Practical
6. The Feedback Sandwich: Why It Doesn’t Work and What to Do Instead
   The feedback sandwich (positive–negative–positive) is the dominant model for giving feedback in workplaces, but research and practitioner experience suggest it routinely fails: recipients either remember only the positive parts or dismiss the negative as softened insincerity. The practices below cover why it fails mechanistically and what specific alternatives are better supported.
7. Establish shared purpose before delivering critique
   Frame critique as help toward a shared goal, not an evaluation from above.
   The Feedback Sandwich: Why It Doesn’t Work and What to Do Instead
8. Apply reciprocity in feedback conversations
   Offer a genuine concession or acknowledgment of your own role before asking someone to change.
   The Rule of Reciprocity, Made Practical
9. Ask for ideas about the future, not assessments of the past
   Replace "how did I do?" with "what ideas do you have for how I could do better?"
   Feedforward: Future-Focused Feedback That Actually Changes Behavior
10. Anchor feedback to a specific situation
    Name the exact time and place before you say anything else.
    The SBI Feedback Model, Made Practical

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