People Practice

Prepare an SBI with Intent feedback conversation

Describe observed evidence and impact, then hear the other person before agreeing a next step.

Preparation: One preparation session and private conversation
Difficulty: Advanced
Task: Give observed-behaviour feedback

Back to the Task: Give observed-behaviour feedback

Before you start

Get what you need before you start

Confirm this is a feedback conversation rather than an investigation, disciplinary decision, or urgent safety matter.
Use the approved independent route for discrimination, harassment, coercion, retaliation, or safety concerns.

Steps

Work through the method

Use the listed inputs and tools. Check the evidence when you need to verify a step.

Separate observation from judgement
Write the specific situation, observed behaviour, evidence source, and impact without motive, trait, or diagnosis language.
Why it matters: Specific evidence gives the recipient something they can confirm, correct, or contextualise.
Input
First-hand observations and the agreed expectation.
Output
A reviewed SBI statement with unsupported interpretations removed.
Tools in this stepCCL SBI with Intent
Evidence for this step
- Crystal Callahan describes one programme where EIR feedback could be received differently than intended and where she joined conversations, asked for input, and addressed anxiety or miscommunication.
  Launch NY: 30 December 2022 edition, PDF page 34, Crystal Callahan quotation beginning “We found ourselves having hard conversations”
- The Center for Creative Leadership describes feedback using a specific situation, observed behaviour, impact, and a question about intent.
  Center for Creative Leadership: “What Does Situation-Behavior-Impact Mean?” and “How Can You Use the SBI Feedback Model to Explore Intent?”
- ICO guidance states that personal data must have a lawful and transparent purpose, remain limited and accurate, follow a justified retention period, and receive appropriate security.
  UK Information Commissioner's Office: “At a glance” and “What are the principles?”; updated 23 March 2026 and marked under review after the Data (Use and Access) Act, accessed 26 September 2026
Ask about intent and context
Share the observation and impact privately, ask for the recipient’s view, listen, and correct the record before proposing action.
Why it matters: The giver cannot infer intent, and the other person may hold missing context or a different impact account.
Input
The reviewed SBI statement and a safe private setting.
Output
A two-sided account with corrections and unresolved points.
Tools in this stepCCL SBI with Intent
Evidence for this step
- The Center for Creative Leadership describes feedback using a specific situation, observed behaviour, impact, and a question about intent.
  Center for Creative Leadership: “What Does Situation-Behavior-Impact Mean?” and “How Can You Use the SBI Feedback Model to Explore Intent?”
Agree and store the follow-up
Agree support, action, escalation, or no-action outcome and the next check; store only the approved record with deliberate visibility.
Why it matters: A narrow record can support follow-up without exposing sensitive People information.
Input
The corrected account and agreed outcome.
Output
An approved feedback record, visibility setting, owner, and next check.
Tools in this stepLattice
Evidence for this step
- Lattice documents feedback records with deliberately selected visibility settings.
  Lattice: “Give Feedback”, written by Adam, updated 17 August 2026
- ICO guidance states that personal data must have a lawful and transparent purpose, remain limited and accurate, follow a justified retention period, and receive appropriate security.
  UK Information Commissioner's Office: “At a glance” and “What are the principles?”; updated 23 March 2026 and marked under review after the Data (Use and Access) Act, accessed 26 September 2026

Success checks

Check the result before you finish

The record distinguishes situation, observed behaviour, impact, the recipient’s view, and agreed action.
No Tool infers motive or makes a disciplinary or employment decision.

Failure modes

Watch for these problems

Move serious conduct, discrimination, harassment, coercion, retaliation, or safety concerns to the approved independent route.
Do not generalise Crystal Callahan’s programme account to other EIR or founder relationships.

Tools