How to Give Negative Feedback at Work: SBI Script for Managers
Negative feedback delivered without structure turns into an argument or a spiral of defensiveness. SBI cuts through that — you describe facts, not character, and the other person can actually hear you.
The SBI Framework: Step by Step
- 1
Situation: Pin the feedback to a specific event with a date and context. 'During Tuesday's client call' beats 'you always do this'.
- 2
Behavior: Describe only what you observed — actions and words, not intent or attitude. Stay factual.
- 3
Impact: Name the real-world consequence on the team, project, or relationship. This is what makes the feedback land.
- 4
Invite: Ask a question rather than issuing a verdict. 'What was going on for you?' preserves the relationship and surfaces root causes.
Word-for-Word Sample Script
"I want to share some feedback about something specific — is now a good time?"
"During [situation], I noticed that you [behavior]. It's important to me to be direct about this."
"The impact I observed was [impact]. That affected [team/client/project] in [specific way]."
"I'm not here to assign blame — I want to understand your perspective. What was going on for you in that moment?"
"Going forward, what I'd like to see is [specific, observable change]. Does that feel doable?"
Adapt these lines to your situation and voice — the structure matters more than the exact words.
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Prep My Conversation Free →Frequently Asked Questions
What if the person gets defensive right away?
Pause and acknowledge: 'I can see this landed hard. My intent isn't to attack you — I want us to fix this together.' Then re-anchor to the specific behavior.
Should I give feedback in private or in writing first?
Always deliver significant feedback in private, in person or video first. A written follow-up summary is helpful only after the live conversation.
How soon after the incident should I give feedback?
Within 24–48 hours while the situation is still concrete. Waiting weeks turns specific feedback into a vague pattern accusation.