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Use these 5 frameworks so your feedback is high quality and way easier to share
We imagine a world where every workplace is led by strong leaders who bring out the best in themselves and their teams.
Feedback can be hard on the best of days. Having the right framework can make it easy to share high quality feedback.
We've gathered our 5 favorite feedback frameworks that you can mix and match to meet the moment.
With any of these frameworks, start with: "Hey, I want to help you succeed. Can we talk about [observations/feedback/thoughts] that I think can help?".
Great for: All types of feedback! Especially complex feedback situations where it's less clear-cut and you need to explore together. Also excellent for peer-to-peer and upwards feedback.
✅ Why we like OIA: By presenting feedback as observation, this framework makes it easier for feedback to be received and orientates the discussion around discovery. This framework doesn't require explicit expectations - as is often the case with upwards and peer feedback - and focuses on the path ahead.
❌ When not to use OIA: If you've observed behaviors or actions that are truly not acceptable or jeopardize an employee's performance, it might be better to use SBI+E. Whilst you should always share feedback with curiosity, OIA doesn't force the same clarity around what's expected.
Great for: This slightly modified version of SBI is another great all-arounder. It's especially good for feedback on a direct report's working style or for delivering constructive feedback.
✅ Why we like it: Most people are familiar with this framework so they understand what to expect. It focuses feedback on objective and clear data. And with our modification, it grounds the conversation in expectations. Often, misalignment on expectations is the culprit behind underperformance or unexpected employee behavior. Don't forget to use this framework for positive feedback so people deeply understand what their strengths are and what do to MORE of!
❌ When not to use: This framework can be a bit intense and overcomplicated for feedback on work product. For example, if someone wants feedback on a presentation, the situation is already clear and there's usually a combination of behaviors, skills, and output to comment on.
Great for: Feedback on a project, meeting, or deliverable. You can even use it in Slack if you and a teammate have trust and agreement about sharing async feedback.
✅ Why we like it: Easy-to-use for rapid feedback. Pushes the giver to share constructive feedback (I wished) and consider the work more deeply (I wondered). Also leaves room for the giver to talk about situational factors and things they could do.
❌ When not to use: Do not use this to "soften the blow" on constructive feedback. We repeat: this is not a good framework for sharing about behaviors as you can fall into a feedback sandwich. This leads to confusion, hearing only positives, or fearing feedback from you.
Great for: Feedback about an employee's contributions over a time period or during a project - like performance check-ins and reviews. Also, a great tool to facilitate collective reflection during a team retrospective (check out Atlassian's playbook) or after engagement survey results come out.
✅ Why we like it: Forces positive and constructive feedback. Also helps the giver talk about trajectory - one of the most important and overlooked factors in performance. Focuses everyone on clear actions to take.
For example, "So, there's a lot we need to start and stop. This next period is going to be a period of change, but I'll support you" or "Wow, so much to continue doing - you've been on fire! We can think of the starts as tweaks and let's also stop doing those lower priority actions".
❌ When not to use: Do not use this if you actually just want to talk about a specific behavior or action. You'll muddy the focus and confuse the recipient.
Great for: Sharing feedback in the context of career progression and how to accelerate or unblock an employee's progress.
✅ Why we like it: Ever had a top performer and found most of your feedback was about getting them to the next level? This framework is a great way to articulate exactly that!
Whilst you can share about what's not working, spend most of the time on your employee's strengths and how to apply them. "Ok, so you want to become a manager? Let's talk about the strengths you're using in your current role and how they align with the skills a manager needs to flex...". Don't believe us? Gallup's data "show that simply learning their strengths makes employees 7.8% more productive, and teams that focus on strengths every day have 12.5% greater productivity".
This can also work if top performer has one improvement area holding them back from promotion or career growth. For example, "I know you want to become a sales director. What's holding you back is your ability to manage stakeholders. Good news! You have strengths you can use to unlock this skill and get to the next level. Let's talk about what's not working and how to use those strengths...".
❌ When not to use: Do not use this if an employee is underperforming in their role. You will confuse them, create false hope, or distract them from addressing gaps. It's OK to use this with your sturdy/middle-of-the-road performers assuming no critical gaps. This might be just the fuel to fire them up!
Want to upskill your leaders (or yourself) on feedback? Join the waitlist for our soon-to-be-released accelerator: Build a Feedback Culture: Grow and Win Together.
Want to upskill your new managers on feedback and all the essential skills? Get in touch with us.
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