Frameworks for giving/receiving feedback?

What are people’s favorite frameworks for giving/receiving feedback at an organization? I’m building a giving/receiving feedback session to be incorporated into onboarding, and would be curious as to what others do. I like a lot of what Radical Candor, by Kim Scott, for the clarity & simplicity. I also have found value in some of the content within Difficult Conversations, by Douglas Stone, Sheila Heen, and Bruce Patton.

1 Like

I find the SBI model by the Center for Creative Leadership very valuable. It stands for Situation Behaviour Impact. They have a little A5 booklet on Feedback you can purchase that goes through it.


I’ve always found the Stop, Start, Continue method to be simple and effective.

I also like framing feedback conversations around ‘What do we need to do more of, less of, and what have we got about right?’

When reviewing against values and behaviours, some people respond well to the traffic light system (red for not doing well, orange for average and green for good/great) and have the conversation based on the colour rating.

When we ask our employees for feedback, we talk about using AIDO. What was the action, what was impact of that and what is their desired outcome after providing this feedback.

For example, Bob continues to interrupt and speak over me in meetings (action). Aside from making me feel as if my opinion isn’t valued, it takes our meetings off track and is disruptive (impact). If we could address this I believe we can achieve more in our meetings and have an improved working relationship (desired outcome).

This can be used with or without a rating system, and since implementing this the value of the peer feedback being provided has increased quite significantly for us.

1 Like

There is also some interesting content in the book Thanks for the Feedback by Douglas Stone and Sheila Heen. We have been focusing much of our training lately on how to receive feedback, teaching the SARA model (Shock, Anger, Resistance, Acceptance) to help people understand the emotional processing that you often have to go through when you receive feedback that may be challenging to hear. We also focus on helping people identify the triggers that are being activated when they receive feedback (Truth, Relationship and/or Identity).

For Giving, SBI is great. I enjoyed learning about AIDO from Melissa as that is a new one for me!

We ran training sessions called “Giving Direct Feedback” for everyone to attend voluntarily within the company, which I believe over half of the company attended. We talked about how to give feedback, how to receive it and based some of the content on the Radical Candor framework. What worked really well was having many people from different teams in the sessions and communicating the content consistently across the organization. The sessions allowed for discussion during to get a better sense of how people thought and continue to think about continuous feedback. This also provided diversity of thought in ways to overcome anxiety around giving someone else the feedback directly.

Giving feedback directly and encouraging other to challenge your ideas are engrained into our values and the language we use. This helps with the consistent messaging across the organization and familiarizes individuals with how this strengthens our teams and culture.