Structure matters: Enter the SBIS feedback framework

When it comes to giving effective feedback, structure is everything. One of the most widely used — and practical — models is SBIS:

• Situation: Set the scene → “During Tuesday’s team meeting…”

• Behavior: Describe the behavior → “…you interrupted Paul several times.”

• Impact: Explain the effect → “…it made the conversation tense, and Paul shut down.”

• Suggestion (optional): Offer a way forward → “Maybe next time, let’s make sure everyone gets to finish before jumping in.”

This model does two powerful things:

1. It grounds feedback in observable facts, not personal judgments.

2. It invites dialogue and change, rather than defensiveness.

Many companies — from startups to Fortune 500s — have adopted SBIS because it’s simple, repeatable, and adaptable across contexts, including hybrid and remote teams.

Feedback is about culture, not just performance

Let’s be clear: giving feedback isn’t just about fixing mistakes or handing out gold stars. It’s about building a culture of clarity, trust, and growth. At Pixar, every project involves a “braintrust” — a ritual where creators offer candid but respectful feedback to help each other improve. At Netflix, radical candor is seen as a business imperative, not just a communication style.

Yet in many French companies (as observed in Blify’s field research), feedback remains taboo. Managers either avoid it, sugarcoat it, or deliver it too late. The result? Missed opportunities for growth, and a culture that plays it safe.

Feedback should be woven into the daily rhythm of work — like standups, one-on-ones, or performance check-ins. It should be taught, modeled, and rewarded.

5 common mistakes managers still make

Let’s not sugarcoat it. Here are the feedback fails we still see all too often:

1. The compliment sandwich: Wrapping criticism between two praises might sound nice, but it often blurs the message.

2. Vague or judgmental wording: “You’re being negative” is less useful than “You rolled your eyes when Sarah presented her idea.”

3. No concrete examples: Feedback without specifics is like a map without landmarks.

4. Bad timing: Giving feedback when emotions are high — or weeks after the fact — kills its effectiveness.

5. One-way monologues: Feedback should be a two-way conversation, not a performance review.

From boss to coach: the new feedback mindset

In today’s workplace, employees don’t just want direction — they want development. That’s why the most effective managers now act more like coaches. They listen. They ask questions. They challenge and support. And yes, they give regular, meaningful feedback.

Research from Deloitte shows that high-performing organizations embed feedback into their leadership rituals. It’s not a side dish — it’s the main course.

At Blify, we’ve seen firsthand how shifting feedback from a dreaded obligation to a daily habit can transform not just performance, but morale.

Bottom line: Feedback needs intention, not perfection

You don’t need to be a certified coach or have a perfect script. But you do need a clear intention. Good feedback is:

• Honest, not brutal

• Specific, not vague

• Regular, not reactive

• Collaborative, not top-down

As a manager, ask yourself: is feedback in your team a culture — or an afterthought?

If it’s the latter, it might be time to rethink your approach.