“Feedback Frameworks Every Coach and Leader Should Know”
In today’s fast-moving business landscape, leaders and coaches need more than good intentions to help people grow—they need practical, proven feedback frameworks. When feedback is structured, it becomes clearer, fairer, and easier for people to act on. When it’s not, even well-meant conversations can feel vague or discouraging.
Whether you are coaching executives, developing managers, or guiding teams, these frameworks will help you create conversations that spark insight, strengthen relationships, and inspire meaningful change.
Why Frameworks Matter in Feedback
Many leaders avoid feedback because they fear conflict, discomfort, or damaging morale. Others give feedback, but what they share feels too general, too emotional, or doesn’t lead anywhere.
- A good feedback framework solves this by:
- Giving structure to a potentially difficult conversation
- Helping leaders focus on observable behaviour, not assumptions
- Encouraging accountability and shared ownership
- Creating psychological safety through clarity and transparency
1. The SBI Framework: Situation – Behaviour – Impact
Best for: Clear, factual, quick feedback conversations
SBI is one of the simplest and most reliable feedback structures. It helps leaders describe what happened without judgment or emotional interpretations.
How it works:
1. Situation: Describe the context
2. Behaviour: Specify what the person said or did.
3. Impact: Explain how it affected you, the team, or the project.
Example:
In yesterday’s project meeting (Situation), you interrupted Jane twice while she was presenting (Behaviour). It caused her to shut down and slowed our decision-making process (Impact).*”
Why it works: It feels objective, fair, and easy to digest. The receiver immediately understands what needs to change.
2. The COIN Model: Context – Observation – Impact – Next Steps
Best for: Forward-focused development conversations
COIN builds on SBI but includes a clear action step at the end.
How it works:
1. Context: Set the scene.
2. Observation: Describe the behaviour.
3. Impact: Share the effect.
4. Next Steps: Agree on what happens moving forward.
Example:
In last week’s client review (Context), you delivered the update very confidently but skipped the risk section (Observation). It left the client uncertain about potential delays (Impact). Next time, let’s include the full overview—even if the risks are small (Next Steps)
Why it works: It creates clarity and commitment to what needs to happen next.
3. Feedforward (Marshall Goldsmith)
Best for: Strength-based, future-oriented coaching
Feedforward is a favourite in executive coaching because it focuses entirely on the future—not on criticizing the past.
How it works:
- Identify one behaviour the person wants to improve.
- Offer ideas or suggestions for how they can be more effective going forward.
- No judgment. No analysis of what went wrong.
Example:
Instead of: “Your presentations lack energy.”
Try: “For your next presentation, try varying your tone and adding one story to make it more engaging.”
Why it works: It reduces defensiveness and builds motivation by focusing on possibility rather than mistakes.
4. The GROW Model for Feedback
Best for: Coaching conversations where the coachee leads the thinking
While GROW is often used for general coaching, it also works beautifully for feedback because it invites self-reflection.
How it works:
1. Goal: What do you want to improve?
2. Reality: What’s happening now?
3. Options: What could you try?
4. Will: What will you commit to?
Example:
Ask: What was your objective for that meeting?”
Then, “What worked well? What didn’t?”
Then, “Which approaches could make next time more successful?”
Finally, “What’s the first step you’ll take?
Why it works: It gives ownership to the coachee and increases commitment to change.
5. The AID Model: Action – Impact – Desired Outcome
Best for: Quick, direct performance conversations
AID provides feedback that is concise but still developmental.
How it works:
1. Action: The behaviour you observed
2. Impact: The effect of that behaviour
Latest https://www.youtube.com/watch?v=WZ0k_vextK0
3. Desired Outcome: What you want to see instead
Example:
“When you submitted the report late (Action), the finance team couldn’t complete the final numbers (Impact). Going forward, please send your reports by the agreed deadline (Desired Outcome).”
Why it works: It is especially helpful for performance management or expectations setting.
6. The 3:1 Balanced Feedback Ratio
Best for: Maintaining morale and motivation
Good leaders balance reinforcement with correction—otherwise feedback feels negative or discouraging. The 3:1 ratio suggests offering three pieces of positive, reinforcing feedback for every one corrective point.
This does not mean sugar-coating problems. It means recognising strengths as much as improvements.
Why it works: People stay motivated when they feel valued, not criticised.
7. The DESC Script for Difficult Conversations
Best for: Handling conflict or emotionally charged issues
DESC provides a respectful and assertive way to address challenging behaviour.
How it works:
1. Describe the situation
2. Express how it affects you
3. Specify what you want
4. Consequences if the issue continues
Example:
When deadlines are missed repeatedly (Describe), it puts pressure on the whole team and affects client trust (Express). I need you to manage your time more proactively (Specify). Otherwise, we’ll have to reconsider your workload or adjust responsibilities (Consequences).”
Why it works: It balances empathy with accountability.
Using Feedback Frameworks Strategically
- To make the most of these models:
- Choose the right framework for the situation
- Prepare your feedback in advance
- Focus on behaviour, not personality
- Ask questions to ensure understanding
- Invite the other person to share their perspective
- Agree on follow-up actions
- Recognise progress regularly
Feedback is not a once-off event—it’s a leadership habit.
Final Thoughts
Great feedback is not about being tough or soft; it’s about being clear, fair, and helpful. When leaders consistently use structured frameworks, they build trust, remove ambiguity, and create a culture where people actually want to improve.
Choose one or two of these frameworks and start using them this week. With practice, they’ll become natural—and your coaching and leadership impact will grow exponentially.
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