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Manager Feedback Template

A manager feedback template using the SBI model to deliver clear, specific, and kind feedback — positive or constructive — that people can act on.

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What you get

An SBI (Situation–Behaviour–Impact) structure for clear feedback
Worked examples for both praise and constructive feedback
A pre-conversation prep checklist
A feedback log to track patterns and follow-ups

Template preview

A preview of the structure. Download the PDF or CSV for the complete, ready-to-use version.

The SBI model

Describe the Situation (when and where), the Behaviour you observed (what they actually did), and the Impact it had — on the work, the team, or you. Stick to observable facts, not labels.

Build your feedback

Situation— When and where did it happen?
Behaviour— What specifically did they do? Observable, not judged.
Impact— What effect did it have?
Request / next step— What do you want to happen next?

Example — positive

Situation: 'In yesterday's client call.' Behaviour: 'you spotted the billing error before they did and flagged it.' Impact: 'it saved an awkward correction later and built real trust. Please keep doing that.'

Example — constructive

Situation: 'In this morning's stand-up.' Behaviour: 'you interrupted Priya twice before she finished.' Impact: 'she went quiet for the rest of the meeting and we may have missed her input. Can we make space for that?'

Before you give feedback

Is it timely — close to the event?
Is it about behaviour I observed, not hearsay?
Is my intent to help, not to vent?
Constructive feedback in private; praise can be public

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How to use this template

1
Prep with SBI
Before the conversation, write the specific Situation, the observable Behaviour, and its Impact.
2
Deliver it timely and direct
Give feedback close to the event, in private for constructive notes, and lead with the facts not your judgement.
3
Make it a dialogue
Share your observation, then ask for their perspective and agree a next step together.

Frequently asked questions

What is the SBI feedback model?

SBI stands for Situation, Behaviour, and Impact. You describe when something happened, exactly what the person did, and the effect it had. It keeps feedback specific and factual instead of vague or personal.

How do I give constructive feedback without demotivating someone?

Focus on a specific behaviour and its impact, not the person's character. Give it privately, lead with facts, and ask for their perspective. Framed as 'here's what I noticed and why it matters,' it lands as help, not attack.

Should I use the feedback sandwich?

Generally no. Burying criticism between two compliments dilutes the message and makes praise feel insincere. Be direct and kind: give clear positive feedback and clear constructive feedback as separate, honest things.