Coaching practices for The Sbi Feedback Model for My Teenager
Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For The Sbi Feedback Model for My Teenager, 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
- 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 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
- When I give someone feedback it slides into labeling who they are
- All the feedback I get is about whether I hit the target, and none of it touches the assumptions underneath how I’m even seeing the situation
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. - 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 - 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 - 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 - Describe behavior, not character
Say what the person did — actions, words — not what that says about who they are.
The SBI Feedback Model, Made Practical - Seek developmental feedback, not just performance feedback
Ask for feedback that challenges your assumptions about how you see, not just how you perform.
Kegan’s Subject-Object Theory, Made Practical - Build the child’s inner wealth narrative over time
Consistently reflect back who the child is becoming, not just what they’re doing.
The Nurtured Heart Approach (Howard Glasser) - Use SBI for positive feedback, not just correction
Name the situation, behavior, and impact when someone does something right.
The SBI Feedback Model, Made Practical - Feedback Loops and Behavior Change
Feedback loops are the mechanism by which information about the gap between current and desired performance reaches the actor and drives adjustment. Cybernetics established the theoretical foundation; decades of applied research confirm that self-monitoring and feedback are among the most robust behavior-change techniques — particularly for health behaviors. The key design questions are feedback frequency, the right metric, and the gap between signal and response. - 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
Related concerns
- 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.
- Behavior Vs Person Feedback
Feedback loops are the mechanism by which information about the gap between current and desired performance reaches the actor and drives adjustment. Cybernetics established the theoretical foundation; decades of applied research confirm that self-monitoring and feedback are among the most robust behavior-change techniques — particularly for health behaviors. The key design questions are feedback frequency, the right metric, and the gap between signal and response.
- Specific Feedback
Close SBI by asking what the other person makes of it — not with a verdict.
Invite a response after delivering SBI
- 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 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.
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