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Why Feedback Matters

Feedback is essential for growth, performance, and trust in teams. Yet many emerging leaders struggle with giving or receiving feedback confidently. Done well, feedback:

• Clarifies expectations and performance gaps.

• Encourages continuous learning and improvement.

• Strengthens relationships through trust and transparency.

Using structured feedback models ensures conversations are clear, objective, and actionable, reducing defensiveness and misunderstandings.

Key Feedback Models

1. SBI Model (Situation-Behaviour-Impact)

Purpose: Provide specific, objective feedback about observed behaviours.

Steps:

1. Situation: Describe when and where the behaviour occurred.

2. Behaviour: Focus on the action, not the person.

3. Impact: Explain the effect of the behaviour on the team, project, or outcome.

Example:

“During yesterday’s team meeting (Situation), you interrupted several colleagues while they were speaking (Behaviour). It made it difficult for the team to share ideas fully (Impact).”

Tip: SBI keeps feedback factual and reduces personal attacks.

2. DESC Model (Describe-Express-Specify-Consequences)

Purpose: Address difficult or recurring issues assertively and constructively.

Steps:

1. Describe: Outline the behaviour factually.

2. Express: Share your feelings or perspective.

3. Specify: Suggest an alternative or improvement.

4. Consequences: Explain potential outcomes of change or continuation.

Example:

“I’ve noticed (Describe) that reports are submitted after deadlines. This frustrates the team (Express). Please submit future reports on time (Specify). Late submissions can delay decision-making (Consequences).”

Tip: DESC is useful for more challenging conversations where behaviour change is needed.

3. Pendleton’s Model

Purpose: Encourage a two-way dialogue in feedback conversations, fostering reflection.

Steps:

1. Ask the individual what went well.

2. Add your observations of what went well.

3. Ask the individual what could be improved.

4. Add your observations and agree on actions for improvement.

Example:

“What do you think went well in your client presentation? (Step 1)”
“I noticed your clear explanations helped the client understand the proposal (Step 2)”
“What could be improved next time? (Step 3)”
“Perhaps summarising key points at the end would reinforce the message (Step 4)”

Tip: Pendleton’s Model encourages ownership and self-reflection.

Giving Feedback Effectively

• Be timely: Provide feedback close to the event for maximum impact.

• Be specific: Focus on observable behaviour, not personality.

• Balance positive and constructive: Reinforce good practice as well as areas for improvement.

• Encourage dialogue: Make it a two-way conversation, not a lecture.

Receiving Feedback Effectively

• Listen actively: Avoid interrupting or defending yourself.

• Clarify: Ask questions to fully understand the feedback.

• Reflect: Consider how you can apply the feedback for growth.

• Thank the giver: Showing appreciation encourages ongoing constructive feedback.

Example:

A team member tells you that your emails are sometimes unclear. Instead of becoming defensive, ask for specific examples and commit to clearer communication in the future.

Practical Tips for Emerging Leaders

• Prepare for tough conversations: Think through the model and examples before speaking.

• Use neutral language: Avoid judgmental or emotionally charged words.

• Follow up: Review progress or changes after feedback to reinforce learning.

• Model feedback culture: Encourage team members to give each other feedback respectfully.

Real-World Example

Sophie, an emerging leader, noticed a team member submitting inconsistent reports. Using SBI:

• Situation: “During last week’s client report submission…”

• Behaviour: “…some sections were incomplete.”

• Impact: “…it delayed the client review and required extra revisions.”

She then asked the team member for their perspective and agreed on a process to improve accuracy. The next submission was complete, and the team member reported feeling supported rather than criticised.

Common Pitfalls

• Being vague: “Do better” is ineffective; be specific.

• Focusing on personality: Target behaviour, not the person.

• Delaying feedback: Waiting too long reduces relevance and impact.

• Ignoring follow-up: Feedback is only valuable if acted upon.

Applying Feedback Models in Leadership

Emerging leaders can use structured feedback models to:

• Improve individual and team performance.

• Encourage a culture of continuous learning.

• Resolve conflicts and misunderstandings constructively.

• Build trust and psychological safety within teams.

By giving and receiving feedback effectively, leaders enhance clarity, accountability, and team growth.

Structured feedback models such as SBI, DESC, and Pendleton’s Rules provide emerging leaders with practical frameworks to give and receive constructive feedback, strengthen trust, and drive performance. Mastering feedback is a cornerstone of effective leadership and team development.