In many Nigerian workplaces, feedback comes in one of two forms. Either nobody says anything until the annual appraisal, or the boss shouts at you in front of everyone. Neither one helps anyone grow. Giving good feedback is a skill, and learning it can transform your team, your relationships and your own career.
Feedback that helps people grow is specific, timely, focused on behaviour (not personality), explains the impact, and is delivered with genuine care for the person’s success. Simple frameworks like the Situation–Behaviour–Impact (SBI) model make it easier to give clear feedback, whether it is praise or constructive criticism.
Key takeaways
- Describe the specific behaviour and its impact rather than labelling the person.
- Give feedback soon after the event, and in private for corrective feedback.
- Balance care and candour: be honest because you care.
- Make it a two-way conversation and agree next steps.
Why feedback often fails
- It is too vague: “You need to be more professional.”
- It attacks the person: “You’re careless.”
- It comes too late: months later during an appraisal.
- It is given publicly, causing embarrassment.
- It is avoided entirely because the giver fears conflict.
The SBI feedback model
Developed by the Center for Creative Leadership, the SBI model has three parts:
- Situation: When and where did it happen?
- Behaviour: What exactly did the person do or say? (Observable facts, not interpretations.)
- Impact: What was the effect on you, the team, the client or results?
Example (constructive): “In yesterday’s client meeting (situation), you interrupted the client several times while they were explaining their concerns (behaviour). I noticed they became frustrated and ended the call early, which puts the renewal at risk (impact). Can we talk about how to handle the next meeting?”
Example (positive): “During the product launch (situation), you stayed late to fix the payment bug and kept the team updated (behaviour). Because of that, we launched on time and customers had no issues (impact). Thank you.”
Care personally, challenge directly
In Radical Candor, Kim Scott argues that the best feedback combines genuine care for the person with a willingness to challenge them directly. Caring without challenging leads to “ruinous empathy”, where problems never get addressed. Challenging without caring comes across as “obnoxious aggression.”
How to deliver difficult feedback
- Prepare: clarify the facts and the outcome you want.
- Choose the right setting: private, calm, not rushed.
- Use SBI: be specific and factual.
- Listen: ask for their perspective. There may be context you don’t know.
- Agree on next steps and offer support.
- Follow up and recognise improvement.
How to receive feedback well
- Listen without interrupting or defending immediately.
- Ask clarifying questions.
- Thank the person, even if it was hard to hear.
- Reflect, then decide what to act on.
Try this this week
Think of one person on your team who did something well this week. Before Friday, give them specific positive feedback using the SBI model: the situation, the behaviour and the impact. Positive feedback builds the trust you’ll need when harder conversations come.
Frequently asked questions
Should I use the “feedback sandwich”?
Sandwiching criticism between two compliments can dilute the message and make praise feel insincere. Being clear, kind and direct usually works better.
How often should managers give feedback?
Regularly, ideally weekly in informal check-ins, rather than only in annual reviews.
Related reading
Sources
- Center for Creative Leadership. Use Situation-Behavior-Impact (SBI) to understand intent.
- Scott, K. (2017). Radical Candor. St. Martin’s Press.
Written and fact-checked by the Mindset.ng Editorial Team in line with our Editorial Policy. Last updated: 23 September 2026.
