12 Essential Feedback Models Every Leader Needs To Know

Feedback is essential for growth, but delivering it effectively can be a challenge. Here are 12 proven feedback models, offering examples to help you communicate with clarity and impact.

If you’ve ever walked away from a performance review or a crucial conversation feeling confused about what to do next, you’re not alone. Feedback can be one of the most challenging yet transformative parts of professional and personal growth. Delivered well, feedback builds trust, fosters accountability, and drives performance. Delivered poorly, it can hurt confidence and slow progress.

In this article, we’ll explore 12 proven feedback frameworks - each designed to help you give (and receive) clearer, more actionable insights. Whether you’re a manager or startup founder looking to inspire your team, or simply someone looking to upgrade your communication skills, these models offer practical ways to make every feedback conversation count.

1. SBI (Situation–Behavior–Impact)

Model Steps

• Situation: Describe the specific context.

• Behavior: State the behavior observed.

• Impact: Convey the effect or outcome of that behavior.

Example

“During yesterday’s client presentation (Situation), you interrupted Mark twice before he finished speaking (Behavior), which made him feel undervalued and stalled our team’s flow (Impact).”

2. AID (Action–Impact–Development)

Model Steps

• Action: Identify the action taken.

• Impact: Explain the effect of that action.

• Development: Propose next steps or growth opportunities.

Example

“You took the lead in coordinating the project timeline (Action), which ensured we met our deadline early (Impact). Next time, consider delegating tasks to build team capacity and further streamline our processes (Development).”

3. COIN (Context–Observation–Impact–Next Steps)

Model Steps

1. Context: Provide the setting or background.

2. Observation: Give a specific, objective observation.

3. Impact: Describe the result or consequence.

4. Next Steps: Suggest actions moving forward.

Example

“In Monday’s team meeting (Context), you repeatedly checked your phone (Observation), which disrupted the discussion and kept others waiting for input (Impact). For our next meetings, I expect you to put your phone away so we can keep the conversation focused (Next Steps).”

4. BOOST (Balanced–Observed–Objective–Specific–Timely)

Model Steps

1. Balanced: Include both positives and areas for improvement.

2. Observed: Base on what was directly seen/heard.

3. Objective: Remain fact-based and unbiased.

4. Specific: Give concrete examples.

5. Timely: Provide feedback as soon as feasible.

Example

“Your report was thorough, and you covered all the key data points (Balanced/Observed). The executive summary, however, lacked a clear conclusion (Objective/Specific). If you add one, you’ll give readers a more decisive take-away (Timely).”

5. DESC (Describe–Express–Specify–Consequences)

Model Steps

1. Describe: Detail the situation/behavior objectively.

2. Express: Share your feelings or the impact.

3. Specify: Outline what change or continuation you’d like.

4. Consequences: State possible outcomes.

Example

“I noticed you delegated most tasks to junior team members without explaining the context (Describe). I feel concerned because they might be overwhelmed (Express). I’d like you to walk them through the project purpose more carefully (Specify). If they understand the ‘why,’ we’ll meet deadlines more smoothly and avoid errors (Consequences).”

6. Pendleton’s Feedback Model

Model Steps

1. Let the recipient share their perspective first.

2. Clarify what was done well.

3. Discuss what could be improved.

4. Plan next steps together.

Example

You: “How do you think the client call went?” (Step 1)Them: [Self-assessment]You: “You managed the client’s initial concerns well.” (Step 2)“Next time, we could clarify our deliverables upfront so they don’t ask multiple times.” (Step 3)“Let’s do a quick role-play for that scenario.” (Step 4)

7. GROW (Goal–Reality–Options–Will/Way Forward)

Model Steps

1. Goal: Identify what the person wants to achieve.

2. Reality: Assess the current situation.

3. Options: Brainstorm solutions or approaches.

4. Will/Way Forward: Decide on next actions and commitment.

Example

Goal: You want to become more confident presenting.Reality: You currently feel nervous and rely heavily on notes.Options: Practice with a coach, record yourself, or request peer feedback in smaller sessions.Way Forward: Schedule two trial runs next week with a small group for feedback.

8. Sandwich Feedback Model

Model Steps

1. Positive Opening: Highlight something done well.

2. Constructive Feedback: Provide the main area for improvement.

3. Positive Closing: End with a supportive statement.

Example

“Your creativity in designing the new marketing materials was outstanding (Positive). I noticed some of the data charts were mislabeled and need correction (Constructive). Overall, your innovative approach really sets us apart, so keep that up (Positive).”

9. Feedforward (Marshall Goldsmith’s Approach)

Approach

• Focus primarily on future suggestions and next steps rather than past mistakes.

• Offer ideas for improvement in a forward-focused manner.

Example

“Rather than dissecting where the communication broke down last week, here are two ideas for improvement moving forward:

1. Establish a quick daily check-in for status updates.

2. Confirm deadlines in writing right after they’re assigned.”

10. STAR/AR (Situation–Task–Action–Result / Action–Result)

Model Steps

1. Situation: Context or environment.

2. Task: What needed to be done.

3. Action: The steps taken.

4. Result: Outcome of those steps.(Optionally, explore an Alternative Action/Result for improvements.)

Example

Situation: A key project for a major client was behind schedule.

Task: You were tasked with creating a plan to get the project back on track.

Action: You reorganized the project timeline, delegated tasks based on team strengths, and introduced daily check-ins to monitor progress.

Result: The project was completed on time, and the client praised our ability to adapt under pressure.

11. FBI (Feeling–Behavior–Impact)

Model Steps

1. Feeling: State how you feel about the behavior.

2. Behavior: Identify the specific action.

3. Impact: Explain the effect of that behavior.

Example

“I felt really proud (Feeling) when you volunteered to manage the onboarding of our new hires (Behavior) because it relieved pressure from the rest of the team and helped new employees settle in quickly (Impact).”

12. BIO (Behavior–Impact–Outcome)

Model Steps

1. Behavior: Pinpoint the specific, observable action.

2. Impact: Clarify the effect or consequence.

3. Outcome: Indicate what should happen next or the desired result.

Example

“When you consistently arrive 10 minutes late to project meetings (Behavior), it throws off our entire agenda and delays key decisions (Impact). Going forward, please arrive on time or notify the team in advance if you’ll be late, so our meetings stay on track (Outcome).”

Which feedback model is most recommended?

Among articles written by experts on feedback and leadership, the SBI Model consistently stands out as one of the most widely recommended feedback frameworks. It is praised for its clarity, simplicity, and adaptability to different industries and organizational levels. 

Why Experts Recommend the SBI Model

• Clarity and Focus:

  • Experts often highlight the importance of being specific and avoiding vague or generalized feedback. The SBI model ensures that feedback is tied to a clear situation and observable behavior, making it actionable and fair.

• Ease of Use:

  • It’s simple to understand and implement, making it accessible for individuals at all levels—whether you're a startup founder, middle manager, or executive leader.

• Reduction of Emotional Reactions:

  • By focusing on behavior and impact (instead of personal traits or judgments), SBI minimizes defensiveness and promotes constructive conversations.

• Universality:

  • It works well across industries, roles, and team dynamics, which is why leadership coaches and organizational psychologists frequently recommend it in articles, books, and training programs.

Ultimately, it’s up to you which one you choose. The most important part is that you continue refining your feedback delivery and take feedback on your feedback delivery.

My Point

Feedback is an art as much as it is a science. A great model can serve as a starting point, but the magic happens when you tailor your approach to the individual and the situation. By mastering one of these frameworks, you’ll be better equipped to create a culture of continuous improvement - where open dialogue, shared accountability, and personal growth are the norms.

If you’ve tried any of these models or have your own tips to share, let me know in the comments below. And if you found this post helpful, feel free to subscribe or forward it to someone else who might benefit. Until next time, happy feedback-giving!

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About Me

Hi, I’m Benonica Angelova. With 16 years as a CX Leader, People Manager, and Coach, I created this Substack to empower people to transform their careers and their relationship with work, colleagues, and themselves. I mentor startup leaders & founders, and I write about leadership, coaching, startups, and the role of AI in shaping our world. If you’re looking for a mentor, let’s talk.