Which option best illustrates SBI-style feedback?

Which option best illustrates SBI-style feedback?

• A. In the sales meeting yesterday (S), you interrupted the client (B), which reduced trust in our process (I).
• B. You were late
• C. We should stop meeting
• D. This isn't good

Answer: (A)

SBI-style feedback focuses on three parts: a concrete situation, the specific behavior observed, and the impact of that behavior. This keeps feedback objective and actionable by naming what happened, not labeling the person, and by showing why it matters. The strongest example uses that structure clearly: it sets the situation (“In the sales meeting yesterday”), states the exact behavior observed (“you interrupted the client”), and explains the impact (“which reduced trust in our process”). Because it ties a concrete event to a concrete action and its effect, it’s easy for the recipient to understand what to change and why it matters. The other statements don’t fit SBI. They’re vague or judgmental or don’t tie a specific behavior to an observed impact, making them hard to act on. Saying someone was late lacks the context and the impact; telling someone to stop meeting is prescriptive without referencing a particular behavior or its outcomes; and saying “This isn’t good” evaluates the situation without identifying what was done or how it affected results.

SBI-style feedback focuses on three parts: a concrete situation, the specific behavior observed, and the impact of that behavior. This keeps feedback objective and actionable by naming what happened, not labeling the person, and by showing why it matters.

The strongest example uses that structure clearly: it sets the situation (“In the sales meeting yesterday”), states the exact behavior observed (“you interrupted the client”), and explains the impact (“which reduced trust in our process”). Because it ties a concrete event to a concrete action and its effect, it’s easy for the recipient to understand what to change and why it matters.

The other statements don’t fit SBI. They’re vague or judgmental or don’t tie a specific behavior to an observed impact, making them hard to act on. Saying someone was late lacks the context and the impact; telling someone to stop meeting is prescriptive without referencing a particular behavior or its outcomes; and saying “This isn’t good” evaluates the situation without identifying what was done or how it affected results.