How to Give Feedback in Tech Teams (SBI Framework)
Feedback.
Just hearing the word can make people tense up.
I’ve seen it countless times - both when I was an engineering manager and now as a coach.
And I still remember the moment that changed how I approached it.
The Lesson That Changed How I Gave Feedback
Years ago, I pulled a developer aside after a sprint review.
They’d been interrupting others during demos, and I wanted to address it.
I said something like,
“You can come across as dismissive sometimes; you need to let others finish.”
It was meant to be constructive.
But the next day, they barely spoke in stand-up.
That was my wake-up call.
I’d attacked their character, not described their behaviour.
My intention was right - my delivery wasn’t.
Why Feedback Often Fails
When feedback lands badly, it’s usually because it’s:
- Too vague – “You need to be more proactive.”
- Too late – “Remember that thing from two weeks ago?”
- Too personal – “You’re always negative.”
We think we’re being helpful, but it sounds like judgement.
And when people feel judged, they shut down - so trust and performance both drop.
The SBI Framework
The Situation–Behaviour–Impact (SBI) model changed how I approached every feedback conversation.
It’s simple, practical, and rooted in respect.
1️⃣ Situation – Describe when and where it happened.
“In yesterday’s demo…”
2️⃣ Behaviour – Describe what you observed - no labels or assumptions.
“…you interrupted before the team finished presenting…”
3️⃣ Impact – Explain how it affected people or outcomes.
“…and it made others hesitant to share their ideas.”
Then pause and ask:
“How do you see it?”
“What could we try differently next time?”
That’s where the coaching begins.
Why It Works
SBI works because it:
- Keeps feedback factual and clear.
- Focuses on behaviour, not personality.
- Builds trust and psychological safety.
- Encourages shared ownership of improvement.
It turns feedback from confrontation into conversation - a chance to learn together.
How I Use It in Coaching
When I ask tech managers how confident they are in the quality of feedback across their team, I usually hear:
“We only give feedback when something’s gone wrong.”
That’s the problem.
Feedback should be a normal rhythm, not a special event.
Once we practise SBI, teams start giving micro-feedback early - reinforcing good habits and reducing big surprises later.
Try It This Week
Pick one moment this week to practise SBI. It could be:
- A positive behaviour you want to reinforce.
- A moment of friction that needs addressing.
- A meeting where you can model feedback openly.
Keep it short, clear, and calm - and notice how much lighter the conversation feels.
Free Resource: SBI Feedback Framework
I’ve created a free download to help you bring this to your team:
- Quick-reference SBI prompts
- Real examples (reinforcing + redirecting)
- A “Do & Don’t” checklist for clarity and tone
👉 Download the SBI Feedback Framework
Final Thought
Good feedback isn’t about being tough or nice - it’s about being useful and kind.
The SBI model helps you stay grounded, specific, and respectful.
“Feedback is information, not evaluation.”
When feedback becomes normal, teams stop fearing it - and start growing from it.