Coaching practices for The Sbi Feedback Model After a Setback
Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For The Sbi Feedback Model After a Setback, these are the strongest matches in the current practice library.
Does this sound like the set of challenges you might be facing?
- 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
- I deliver my feedback as a finished verdict and then the other person just sits there closed off
- 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 hit one failure and the whole goal suddenly feels impossibly far away
- When something doesn’t land the way I hoped, I write the whole thing off as a failure and myself along with it
Practices that may help
- The SBI Feedback Model, Made Practical
The SBI model (Situation–Behavior–Impact), developed by the Center for Creative Leadership, structures feedback by anchoring it to an observable moment, describing the behavior seen rather than inferring motive, and naming the actual impact. This reduces defensiveness and attribution errors; the model is established clinical practice in leadership development, though direct RCT comparisons to other feedback approaches are limited. - 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 - 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 - 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 - Invoke the possible self during setbacks
When you fail or stall, return to the hoped-for self — not to the outcome goal — as your re-orienting anchor.
Possible Selves, Made Practical - Reframe feedback from outcome to process
After any outcome — good or bad — ask "what did I do well?" before "how did it go?"
The Confidence–Competence Loop - Name the actual impact on you or the team
Say what effect the behavior had — on you, on others, on the work.
The SBI Feedback Model, Made Practical - Run the ABCDE disputation
Map adversity → belief → consequence, then dispute the belief with evidence.
Learned Optimism: Seligman’s ABCDE Method - Negative visualization (premeditatio malorum)
Briefly imagine losing what you have, so you stop taking it for granted and brace for setbacks.
Stoicism, as a Set of Practices - Maintain approach framing after a setback
When you miss, ask "what does success look like from here?" rather than "how bad was the failure?"
Approach vs Avoidance Goals
Related concerns
- Positive Feedback Sbi
The SBI model (Situation–Behavior–Impact), developed by the Center for Creative Leadership, structures feedback by anchoring it to an observable moment, describing the behavior seen rather than inferring motive, and naming the actual impact. This reduces defensiveness and attribution errors; the model is established clinical practice in leadership development, though direct RCT comparisons to other feedback approaches are limited.
- The Sbi Feedback Model After A Loss
The SBI model (Situation–Behavior–Impact), developed by the Center for Creative Leadership, structures feedback by anchoring it to an observable moment, describing the behavior seen rather than inferring motive, and naming the actual impact. This reduces defensiveness and attribution errors; the model is established clinical practice in leadership development, though direct RCT comparisons to other feedback approaches are limited.
- The Sbi Feedback Model As A Caregiver
The SBI model (Situation–Behavior–Impact), developed by the Center for Creative Leadership, structures feedback by anchoring it to an observable moment, describing the behavior seen rather than inferring motive, and naming the actual impact. This reduces defensiveness and attribution errors; the model is established clinical practice in leadership development, though direct RCT comparisons to other feedback approaches are limited.
- The Sbi Feedback Model At Work
The SBI model (Situation–Behavior–Impact), developed by the Center for Creative Leadership, structures feedback by anchoring it to an observable moment, describing the behavior seen rather than inferring motive, and naming the actual impact. This reduces defensiveness and attribution errors; the model is established clinical practice in leadership development, though direct RCT comparisons to other feedback approaches are limited.
- The Sbi Feedback Model During A Big Change
The SBI model (Situation–Behavior–Impact), developed by the Center for Creative Leadership, structures feedback by anchoring it to an observable moment, describing the behavior seen rather than inferring motive, and naming the actual impact. This reduces defensiveness and attribution errors; the model is established clinical practice in leadership development, though direct RCT comparisons to other feedback approaches are limited.
- The Sbi Feedback Model During Conflict
The SBI model (Situation–Behavior–Impact), developed by the Center for Creative Leadership, structures feedback by anchoring it to an observable moment, describing the behavior seen rather than inferring motive, and naming the actual impact. This reduces defensiveness and attribution errors; the model is established clinical practice in leadership development, though direct RCT comparisons to other feedback approaches are limited.
Describe your situation in your own words to search the complete practice library.