What is it?

This process is called the FBI Model and helps you give constructive 1-on-1 feedback.

Why is it useful?

• It’s easy to deliver difficult feedback that elicits a positive reaction.
• You won’t have to spend much time thinking about what you’re going to say.
• You’ll position yourself as a leader who cares deeply about the culture of the company/team.

The FBI (Feeling, Behaviour, Impact) Feedback Model was developed by the Center for Creative Leadership in the 1980s as a structured approach to delivering constructive feedback.

Objectives

• To improve your relationship with people you work with
• To improve team performance
• To teach others how to give feedback correctly

Process

Prepare in advance

Never give feedback on the spur of the moment (unless it’s only positive). You need to prepare exactly what you’re going to say in advance. Practice in front of a mirror if you have to.

When preparing, consider these:

• Relate to specific tasks and behaviour
• Keep it short and targeted
• Focus on the present and future
• Be genuine and sincere (don’t sugarcoat)
• Avoid personal attacks or getting defensive
• Avoid language that is harsh, demeaning, or accusatory
• Be willing to listen to the person's response (feedback is a two-way street)

Ask for permission

Have a private 1:1 conversation in-person. Never do this in public. DO NOT email, text, chat, Slack or WhatsApp.

If face-to-face is impossible, video chat is the next best option. The phone is a last resort.

Here’s the FBI Model — you must do all three for this to work:

• Feelings

  • Say how you feel
  • Be specific (not just “happy/sad/angry”)
  • It must be your own feelings (not someone else’s)
  • This reduces how much the person can dispute your statement

• Behaviour

  • State the behaviour that caused the feeling
  • Be specific and avoid words like “always” or “never”
  • Focus on one specific instance

• Impact

  • Say the impact if that behaviour continues
  • How will it affect their job, your job, the project, the relationship, or the team culture?
  • Be specific, not generic

Examples:

• "I feel concerned about your commitment because last week (F), you didn’t help the customer find a satisfactory solution to the problem they were experiencing (B), and the impact was we had to give them a refund, and I don’t want that to keep happening as each customer costs $1500 to nurture them to that point (I)."
• "During yesterday’s team meeting, your body language was negative during my presentation (B), which made me feel like you didn’t agree with what was being said even though I took you through the main points before the meeting started (F). I’m now concerned I won’t be able to trust you to stand alongside me in future meetings of this nature (I)."

Secret Sauce

• Feedback is about helping people improve, not about making them feel bad
• Never do feedback in public (or via email, text, chat, Slack, WhatsApp)
• Never give feedback on the spur of the moment (unless it’s only positive)
• Prepare exactly what you’re going to say in advance