The Step Most Managers Skip When Giving Corrective Feedback
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Early in my management career, I avoided a corrective feedback conversation for weeks.
By the time I finally spoke up, it landed like a character trial instead of a coaching moment. The person on the other side of the table looked blindsided. It was clear that whatever window I had to share developmental feedback had just slammed shut.
That experience changed how I think about feedback. Not just the courage it takes to have the conversation, but the structure that makes it productive when you do.
The Middle Gear Most Managers Are Missing
Most managers don’t have a middle gear for corrective feedback. They either feather the gas pedal or they floor it. The conversation comes out too soft (and the person walks away thinking everything is fine) or too hard (and the person shuts down entirely). Leaders have to find the sweet spot that’s hiding in the middle, because that’s what will bring their team’s performance up to speed.
Enter “S(A)BI”
The SBI model (Situation, Behavior, Impact), developed by the Center for Creative Leadership, is the framework I’ve found easiest to recall in the moment. I like it because it’s simple and research-based.
After years of using it, though, I found it was missing something. This one small addition turns marching orders into a conversation. My amended version is S(a)BI…
S: Situation
Don’t reference a pattern. Don’t lead with a feeling. Ground the conversation in a single, specific moment. A specific moment creates a shared reality. That’s your starting point.
(a): Ask
Before you share your take, ask them for theirs. “How do you think that went?” This single question determines the path of the entire conversation:
If they see the issue, you’re in the fast lane. You can move straight to solutioning together.
If they don’t, the opportunity for growth is in their blind spot. You’ll need to be more explicit as you move through the rest of the model.
In opening this door, there’s a chance that they may praise their own actions (either the behavior you’re targeting or another one). If there is an element of the behavior that’s worth praising, it’s okay to echo it.
Whatever you do, though, avoid the “sandwich method” of wrapping corrective feedback between two compliments. Research shows that we have primacy and recency bias: we remember the first and last things said, and often forget what’s in the middle.
B: Behavior
Name the words or actions you observed, not your interpretation of them. Two missteps to avoid here:
Don’t let judgment color your words or tone (stay neutral)
Don’t add intention or meaning (keep it factual to what you saw or heard, without adding backstory)
Our brains like to fill in the details of a situation. We assume intent, without truly knowing it. Stick to what you heard and what you saw.
I: Impact
Explain what the behavior caused, focusing on what’s observable: the effect on the team, the client, the project, or the person’s own reputation. If others were present, share the impact you perceived, labeling it as your perception, not a statement of fact. And remember: impact is not intent. Re-affirm that you don’t believe this is the outcome they were trying to create.
Then name what you’d like to see instead and connect it to the impact it would have. Give them a clear path forward, not just a problem to sit with.
Hear it in action
"I've been thinking about yesterday's client onboarding call...how do you think it went?"
(Situation + Ask)
"I think it went great! I was nervous, but I feel like I gave them a clear idea of the project phases!"
"You did walk them through each phase clearly. What would you do differently next time?"
(Ask)
"I'm not sure. What do you think?"
"I noticed that when the clients were sharing their concerns with the timeline, you interrupted them at least three times. The client had a visible reaction to that. I'm worried that they felt as though we weren't listening to their concerns."
(Behavior)
"I know you didn't intend to make them feel that way. Next time, let them finish their sharing. Then, ask a follow-up question to show we truly want to understand their concern. After they answer, you’re free to offer solutions that will put their minds at ease. A slower approach will signal that we're listening, which builds the kind of trust that keeps clients coming back."
(Impact)
One more thing
S(a)BI gives you the structure for a corrective feedback conversation. Admittedly, it doesn’t answer a harder question: what do you do when the feedback doesn’t produce change?
Performance coaching requires both skill potential and motivation. If both are missing, or if you find yourself coaching in circles, it’s worth engaging your HR team to discuss options for formal performance improvement.
The S(a)BI approach frames corrective feedback as conversation rather than marching orders.
If giving corrective feedback is a pain point for you, I’d love to help. I offer a complimentary 60-minute coaching session where we can work through a real challenge you’re facing, uncover the root cause, and build your confidence to address it.
Book your session at https://calendly.com/lessknots/coaching-discovery
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