10 Feedback Models To Elevate Your Team Performance 1687255057

CHRISTIANMADSEN.
ACADEMY #TRUEPOTENTIAL
10 Inspiring Feedback
Frameworks to
Elevate Your Team
Performance
BY CH RI S T I AN M ADS E N
Christian Madsen
CHRISTIANMADSEN.ACADEMY
02
Feedback is a key skill for leaders and teams

to be able to learn and develop, leading to:
Higher engagement
Improved employee relationships
Reduced employee turnover by 14.9% (Gallup)
And research suggests that 70% of feedback

recipients will perform above average.
However, 30% of feedback interventions

actually hurt performance. It’s poorly delivered.
So, leaders and organizations struggle to

build real feedback cultures. Swipe
Christian Madsen
03
Effective feedback answers three questions:
Where are you going? (the goals) FEED UP

How are you going? FEED BACK ↓
Where to next? FEED FORWARD
(By E. K. Molloy and D. Boud (2014) in the

research article Feedback Models for Learning,
Teaching and Performance).
Have these questions in mind when you have

development dialogues. (Disclaimer: not part
of all models introduced here).
Swipe
Christian Madsen
04
Next, I will introduce 10 simple feedback models.
To help you practice and try out feedback and

improve as a team and leader:
SBI STAR
BOOST EEC
STANFORD METHOD
DESC
CEDAR IDEA
SKS
SAID
Let's dive in!
Swipe
Christian Madsen
The SBI feedback model

There is no failure. Only feedback.
Swipe
Christian Madsen
06
The SBI feedback model

Developed by the Center for Creative Leadership.
SITUATION: Capture the actual situation

S you're referring to, be clear and specific.
BEHAVIOR: Refer to observable behavior,

B what was seen and heard.
IMPACT: Explain how the person's behavior

I impacted you or others, what you think,
feel or do as a result.
Swipe
Christian Madsen
07
Example of how to use

Situation:
Is this a good time to talk? At the team meeting
on Friday morning (…)
Behavior:
You involved everyone with open questions (…)
Impact:
That was great and made everyone feel at ease
and heard, which made me happy (…)
Swipe
Christian Madsen
The STAR feedback model

Improvement begins with I.
Swipe
Christian Madsen
09
The STAR feedback model

Developed by and photo credit: DDI Inc.
ST ― Situation/Task:
Explain situation or task.
A ― Action: Refer to what the

other person did in the situation.
R ― Result: Describe what was

the result of the action & why.
Swipe
Christian Madsen
10

Situation/Task:
A customer complained about poor service (…)
Action:
But you calmed her down by listening and
offering another product at a discount (…)
Result:
It turned her into a happy customer.. Great! (…)
Swipe
Christian Madsen
The SKS feedback model

Focus feedback on actions.
Swipe
Christian Madsen
12
The SKS feedback model

By Phil Daniels (HBR) Three Questions for Effective Feedback.
The SKS feedback model is a great process for

asking for feedback (or give it).
It describes a process where we ask others what

we should Stop (S), Keep (K) and Start (S) doing:
What should I (or person) stop doing?

What should I (or person) keep doing?
What should I (or person) start doing?
Swipe
Christian Madsen
13

Given your role as a leader or team member ask
others for feedback by asking them to evaluate
you on each part of the SKS feedback model.
Stop (S), Keep (K), Start (S):

S
Ask for max 3 bullets on each
K S
Swipe
Christian Madsen
The Stanford method

Mastery requires feedback.
Swipe
Christian Madsen
15
The Stanford method

Released by Stanford University as IL/IW/WI.
The Stanford method is a simple feedback

model using I-statements that encourages
constructive feedback.
It is based on 3 different statements:
I like (IL)
I wish (IW)
What if (WI)? Or I wonder..
Swipe
Christian Madsen
16

In a given situation use either of the three
statements to capture the situation:
IL: I like how you led the meeting agenda.
IW: I wish we had discussed the plan prior to

presenting it to the team.
WI: What if we had a team building exercise

to improve the team’s communication?
Swipe
Christian Madsen
The EEC feedback model

Focus feedback on actions.
Swipe
Christian Madsen
18
The EEC feedback model

Also known as the AID feedback model by Andi Roberts.
EXAMPLE Give or ask for a specific example.
EFFECT Explain/ask about the effect it had.
CHANGE/ Give example of behaviour/action

CONTINUE you want to change/continue.
Swipe
Christian Madsen
19
Example: At the team meeting this morning,

you interrupted me several times (…)
Effect: That makes me feel like you don't

value my points of view (…)
Change/Continue: Can you please let me

finish speaking the next time (…)
Swipe
Christian Madsen
The IDEA feedback model

Dig for feedback on yourself.
Swipe
Christian Madsen
21
The IDEA feedback model

Creator of the IDEA model is unknown.
Identify: Determine what to comment on.
Describe: The situation or behavior

concretely and what happened (impact).
Encourage: Continuation or convince the

receiver to change their past behavior.
Agree: On clear action and next step(s)

and close the feedback.
Swipe
Christian Madsen
22

Identify: I noticed today that you didn't spend
enough time to respond to customers (…)
Describe: And that can be detrimental to

our customer service and hit our sales (…)
Encourage: Next time you speak to a customer

try to respond to their questions longer (…)
Agree: I will help you and coach you on it

and let's review at our next 1:1 again (...)
Swipe
Christian Madsen
The DESC feedback model

We improve through feedback.
Swipe
Christian Madsen
24
The DESC feedback model

By Sharon and Gordon Bower in the book Asserting Yourself.
Describe: Explain situation and context.
Express: Your response, how it impacts

you, the team or broader organization.
Specify: What you believe could have
been done differently, offer suggestions.
Consequences: Outline the positive
consequences of the change.
Swipe
Christian Madsen
25

Describe: In our last project together, I
prepared all of the materials for the Steerco (…)
Express: It made me feel overwhelmed and

frustrated as I worked day and night (…)
Specify: I would like that we equally contribute

in preparing for the next Steerco meeting (…)
Consequences: This will save us time, so we can

gather our thoughts before the presentation (…)
Swipe
Christian Madsen
The CEDAR feedback model

When criticized consider the source.
Swipe
Christian Madsen
27
The CEDAR feedback model

Created by and photo Credit: Anna Wildman.
1. Context: Paint scene

and explain context.
2. Examples: Give clear
examples of behavior/situation.
3. Diagnosis: Ask recipient for
their diagnosis of situation.
4. Action: Ask recipient for future
actions to change/continue.
5. Review: Ask recipient review what
was discussed/agreed. Swipe
Christian Madsen
28

Context: Your programming tasks and
results are important for the team to
deliver user-friendly software (...)
Examples: Yesterday, when you coded, you
brilliantly used AI to opmize it and involved the
team to brainstorm on creative solutions (...)
Diagnosis: How did you handle those two so
well? How did you experience that? (...)
Action: How can I and the team support
you on it next? (...)
Review: Let's check in on it next week.
Swipe
Christian Madsen
The BIFF feedback model

Blame is safer than praise.
Swipe
Christian Madsen
30
The BIFF feedback model

Unknown creator of the BIFF feedback model.
B ― Behavior: Be specific about events, facts

or behaviors observed about receiver.
I ― Impact: What are the outcome of behavior
on you, team, colleagues and performance.
F ― Future: What you expect in terms of
behavior or performance from receiver.
F ― Feelings: Check-in on where the receiver
is emotionally after receiving feedback.
Swipe
Christian Madsen
31

I noticed that you yelled at one of the
B:
customers this morning (...)
Here’s my reaction. It impaired my mood

I: and the customers started to leave (...)
Going forward, I would change that yelling

F: behavior because it impacts our sales and
the working environment for colleagues (...)
F: How does this land with you? (...)

Swipe
Christian Madsen
The BOOST feedback model

Feedback is breakfast of champions.
Swipe
Christian Madsen
33
The BOOST feedback model

Unknown creator of the BOOST feedback model.
BOOST is a great model for considering how to

give or prepare feedback.
1.Balanced Also let receiver speak and ask questions.
2.Observed Feedback should be something observed.
3.Objective Fact-based about what happened.
4.Specific As accurate as possible with examples.

5.Timely Give feedback just after it happened.
Swipe
Christian Madsen
34
Preparing your feedback

Ensure that your feedback is Balanced so the
receiver can also ask questions and speak.
Are you asking for feedback as well as giving it?
Go for feedback you've Observed so it is

something actually seen or heard by yourself.
Make it based on Objective measures, i.e.

fact-based about what actually happened, not
your idea about how the person is.
Base your feedback on accurate and Specific
examples and give the feedback Timely just
after it happened.
Swipe
WWW.CHRISTIANMADSEN.ACADEMY
If you like content like this

follow me, Christian Madsen,
for inspirational updates.
LIKE, SHARE OR REPOST

#TRUEPOTENTIAL
Download pdf
for url links

10 Feedback Models To Elevate Your Team Performance 1687255057

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

10 Feedback Models To Elevate Your Team Performance 1687255057

Uploaded by

Copyright:

Available Formats

CHRISTIANMADSEN.

Feedback is a key skill for leaders and teams

And research suggests that 70% of feedback

However, 30% of feedback interventions

So, leaders and organizations struggle to

Effective feedback answers three questions:

Where are you going? (the goals) FEED UP

(By E. K. Molloy and D. Boud (2014) in the

Have these questions in mind when you have

Next, I will introduce 10 simple feedback models.

To help you practice and try out feedback and

The SBI feedback model

The SBI feedback model

SITUATION: Capture the actual situation

BEHAVIOR: Refer to observable behavior,

IMPACT: Explain how the person's behavior

Example of how to use

The STAR feedback model

The STAR feedback model

A ― Action: Refer to what the

R ― Result: Describe what was

Example of how to use

The SKS feedback model

The SKS feedback model

The SKS feedback model is a great process for

It describes a process where we ask others what

What should I (or person) stop doing?

Example of how to use

Stop (S), Keep (K), Start (S):

The Stanford method

The Stanford method

The Stanford method is a simple feedback

It is based on 3 different statements:

Example of how to use

IL: I like how you led the meeting agenda.

IW: I wish we had discussed the plan prior to

WI: What if we had a team building exercise

The EEC feedback model

The EEC feedback model

EXAMPLE Give or ask for a specific example.

EFFECT Explain/ask about the effect it had.

CHANGE/ Give example of behaviour/action

Example of how to use

Example: At the team meeting this morning,

Effect: That makes me feel like you don't

Change/Continue: Can you please let me

The IDEA feedback model

The IDEA feedback model

Identify: Determine what to comment on.

Describe: The situation or behavior

Encourage: Continuation or convince the

Agree: On clear action and next step(s)

Example of how to use

Describe: And that can be detrimental to

Encourage: Next time you speak to a customer

Agree: I will help you and coach you on it

The DESC feedback model

The DESC feedback model

Describe: Explain situation and context.

Express: Your response, how it impacts

Example of how to use

Express: It made me feel overwhelmed and