How to Give Constructive Feedback: A 7-Step Model and 20 Examples

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Constructive feedback is specific, factual information about someone's behaviour and its impact, given so they can improve. The best managers give it little and often, describe what they saw rather than what they assume, and finish with a clear next step and their support.

The short version: describe the situation, the behaviour you observed and its impact. Then pause, ask what was going on, agree what good looks like and offer support. Give praise just as specifically, and far more often.

Why most feedback doesn't land

It's vague. "You need to improve your communication" gives someone nothing to act on.
It targets the person, not the behaviour. "You're careless" starts an argument. "Three figures in the report were wrong" starts a fix.
It comes too late. Feedback saved for the annual review feels like an ambush and is far harder to act on.
It's a monologue. If you don't ask for their view, you miss the reason behind the behaviour, which is usually where the fix is.

The 7-step feedback model

The first three steps are the well-known Situation-Behaviour-Impact (SBI) model, developed by the Center for Creative Leadership. The last four turn a message into a change.

Situation. Say when and where it happened. "In Tuesday's client call..."
Behaviour. Describe what you observed, without judgement or assumptions. "...you interrupted the client three times while they were explaining their brief."
Impact. Explain the effect on them, the team, the client or the work. "I think it made them feel unheard, and they went quiet for the rest of the call."
Pause. Stop talking. Give them a moment to take it in. The silence is productive, not awkward.
Be curious. Ask open questions to find the cause. "How did it feel from your side?" "What was going on for you?" Is it a skill issue, or something else?
Set expectations. Agree what good looks like and when you'll check in. "In the next call, let them finish, note your points and come back to them at the end. Let's debrief afterwards."
Support them. Ask what would help, and follow up with coaching in your 1:1s. Feedback is the message; coaching is what makes it stick.

12 constructive feedback examples

Each one shows the vague version people usually say, and an SBI version that someone can act on.

Issue	Instead of	Try
Missed deadline	"You need to manage your time better."	"The report was due Friday and arrived Tuesday. The client had to delay their board pack. What got in the way, and what would help next time?"
Errors in work	"You're too careless."	"Three figures in yesterday's forecast didn't match the source data. Finance spent the morning rechecking it. Can we agree a quick review step before it goes out?"
Interrupting	"Be more respectful in meetings."	"In this morning's stand-up you cut across Priya twice. She didn't finish her update. Can you hold your points until people are done?"
Not speaking up	"You need to contribute more."	"In the planning session you didn't share your view on the timeline, and I know you had concerns. We needed them. What would make it easier to raise them?"
Negative attitude	"Your attitude is a problem."	"When the new process was announced, you said in front of the team that it would never work. A couple of people have since been reluctant to try it. What are your actual concerns?"
Over-promising	"Stop saying yes to everything."	"You agreed to three new requests last week and two of your existing deadlines slipped. Let's look at your priorities together before you take on more."
Poor handover	"Communicate better with the team."	"When you went on leave, nobody knew where the supplier contract was. Tom spent a day finding it. Could you write a short handover note before time off?"
Late to meetings	"Be more professional."	"You've joined the last four team calls ten minutes late, so we've had to repeat the start. Is something clashing with that slot?"
Micromanaging (a team lead)	"Give your team more space."	"Your team told me you reviewed every email before it went out last month. Two of them said it slowed them down and made them feel untrusted. Which decisions could they own?"
Emails too long	"Your emails are too much."	"The update you sent the director ran to two pages, and she missed the decision she needed to make. Could you lead with the ask in the first two lines?"
Not following process	"Follow the rules."	"The discount on the Acme order skipped approval. Finance flagged it in the audit. Can you walk me through what happened?"
Feedback for your manager	"You never support us."	"When priorities changed twice last week without explanation, the team lost two days of work. Could we get a short heads-up on why things change?"

8 positive feedback examples

Praise follows the same rules: specific, timely and linked to impact. "Great job" is forgotten in a minute.

"The way you laid out three options with the data behind each made the decision easy for the leadership team. That's exactly the standard we want."
"You spotted the pricing error before it went to the client. That saved us a very awkward conversation. Thank you."
"I noticed you stayed back to help Marta with her first month-end. That's the kind of teamwork that makes this group work."
"Your handling of the complaint call was calm and clear. The customer emailed afterwards to say thanks."
"You pushed back on my plan in the meeting, and you were right. Please keep doing that."
"Your onboarding notes for the new starter were so good I'd like to use them for everyone."
"You've hit every deadline this quarter, even with the extra project. I know that took real effort."
"Since you started running the stand-ups, they finish on time and people actually leave with actions."

Ask how they like to be recognised. Some people love public praise; others would rather hear it privately. "Would you mind if I shared this with the team?" covers both.

Building a feedback culture

Make it routine. Weekly 1:1s are the natural home for feedback in both directions.
Ask for feedback yourself. "What's one thing I could do differently to help you?" Then act on it.
Give it quickly. Within a day or two, while the details are fresh.
Keep the ratio right. If people only hear from you when something's wrong, they stop listening.

Common mistakes

The feedback sandwich. Praise, criticism, praise. People learn to wait for the "but", and the praise loses its value.
Feedback by email or message. Tone gets lost. Say it in person or on a call, then follow up in writing if needed.
Using other people's words. "Someone told me..." can't be discussed fairly. Give feedback on what you saw yourself.
Giving it in public. Praise can be public; constructive feedback almost never should be.
No follow-up. If you never check in, they'll assume it didn't matter.

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FAQs

What is the SBI feedback model?

SBI stands for Situation, Behaviour, Impact. You describe when and where something happened, the specific behaviour you observed, and its effect. It was developed by the Center for Creative Leadership and keeps feedback factual rather than personal.

What is an example of constructive feedback?

"In Tuesday's client call, you interrupted the client three times while they were explaining their brief. I think it made them feel unheard. Next time, could you note your points and come back to them at the end?" It names the situation, the behaviour, the impact and a clear next step.

How often should managers give feedback?

Little and often. Weekly 1:1s are a good rhythm for both positive and constructive feedback, with urgent issues raised within a day or two. Nothing in an annual review should be a surprise.

Should you use the feedback sandwich?

Generally no. Wrapping criticism in praise makes people distrust the praise and miss the message. Be direct and kind, and give genuine positive feedback separately and often.

How do you give feedback to your manager?

Use the same model: the situation, the behaviour, its impact on you or the team, and a suggestion. Frame it around helping the team succeed, and ask first whether they're open to some feedback.