I found the parts around the "SBI model" (Situation, Behaviour, Impact) triggered me to reflect on how I give/seek feedback. In short, the model breaks down effective feedback into 3 steps:
- Situation - specify a real incident that happened, e.g. "when we talked with Alfred on Wednesday..."
- Behaviour - state a fact, e.g. "you spoke across me multiple times..."
- Impact - describe how it affected you, e.g. "I felt that I my opinions were being ignored"
Step 3 is what I find most interesting and uncomfortable. The model is pushing me to focus on how I was affected, which I feel is very self centred. This brings up an uncomfortable truth: when I am giving feedback I am an attempting to control the other person. For me it boils down to:
- Positive feedback: "...and that helped me avoid some pain - keep it up"
- Negative feedback: "...and that caused me some pain - please stop"
Curiously enough, this isn't always going to be my mentors, who I traditionally turn to for feedback. Taking the SBI model to heart, I can get effective feedback from people that I impact. If I'm not impacting the person I'm talking to, I'm unlikely to get effective feedback.
My conclusion of all of this is that I can get the most effective feedback from people that I impact the most: i.e. those that are highly dependent on me.
Time to start teaching my kids about SBI... "Last night you gave me a popsicle and read me a story, that made me feel like I love you 3000"