Feedback Conversations

Overview

This skill provides frameworks for navigating difficult workplace conversations and delivering effective feedback. Whether you're addressing performance issues, resolving conflicts, or giving constructive feedback, these structured approaches lead to better outcomes.

Core insight: Research shows that employees who approach difficult conversations with preparation and a clear framework are 60% more likely to reach a positive resolution than those who engage without a plan.

When to Use This Skill

Use this skill when:

Preparing to give feedback to a colleague or direct report
Addressing performance issues or missed expectations
Navigating conflict between team members
Having 1:1 conversations about sensitive topics
Receiving feedback and wanting to respond constructively
Managing expectations with stakeholders

Keywords: feedback, difficult conversation, 1:1, one-on-one, performance, conflict, expectations, behavior, confrontation

Core Frameworks

The Preparation-Delivery-Follow-up Model

A three-part structure for difficult conversations:

Phase	Focus	Key Questions
Preparation	Understand the issue, define goals, manage emotions	What's the problem? What outcome do I want? Am I calm?
Delivery	Open neutrally, use facts not blame, encourage dialogue	How do I start? What evidence do I have? How do I involve them?
Follow-up	Document actions, set check-ins, provide support	What did we agree to? When will we check in? How do I support?

The SBI Feedback Model

Situation-Behavior-Impact (SBI) structures feedback to be specific, objective, and actionable:

Component	Description	Example
Situation	Describe the specific context	"During yesterday's code review..."
Behavior	State the observable action (not interpretation)	"...you interrupted Sarah three times while she was explaining her approach..."
Impact	Explain the effect on team/project/person	"...which made her hesitate to share ideas and slowed down our discussion."

Why it works: SBI removes assumptions and focuses on observable facts, reducing defensiveness.

Preparation Phase

Step 1: Understand the Issue

Ask yourself:

What exactly is the problem? (Be specific, not vague)
How does it impact the team, project, or company?
Have I gathered all relevant facts?
Is this a pattern or a one-time event?

Step 2: Define Your Goals

Before the conversation, clarify what you're seeking:

Goal Type	Example
Behavior change	"I want them to submit code reviews on time"
Mutual understanding	"I want to understand what's blocking them"
Expectation setting	"I want to clarify what 'done' means for features"
Problem solving	"I want to find a solution together"

Tip: Use if-then statements to clarify stakes:

"If this behavior continues, then the project timeline will suffer, leading to missed deliverables."

Step 3: Manage Your Emotions

High emotional intensity reduces cognitive processing by 30%. Before the conversation:

Am I calm and in control?
Have I separated facts from personal frustrations?
Have I considered their perspective?
Can I present this without accusation?

Reframing technique:

Accusatory	Constructive
"You always miss deadlines and it slows everyone down"	"I've noticed some recent delays and want to understand any challenges you're facing"
"You never test your code properly"	"I've seen a few bugs slip through recently. Let's talk about our testing process"

Delivery Phase

The Three-Step Delivery Formula

Open with neutrality and intent
Present the issue using facts, not blame
Encourage dialogue and solutions

Opening Lines That Work

Context	Opening
General	"I want to talk about something important to our team's success, and I'd love to hear your perspective."
Performance	"I've noticed some patterns I'd like to discuss. My goal is to support you, not criticize."
Conflict	"I sense there might be some tension, and I'd like to understand what's happening from your side."
Expectations	"I want to make sure we're aligned on expectations. Can we talk through how this project is going?"

Facts, Not Blame

Blaming	Factual
"You're not committed to this project"	"I've noticed your updates have been brief in our last three meetings. Is something affecting your workload?"
"You don't care about code quality"	"This PR had 12 bugs caught in QA. Let's talk about what happened and how we can improve"
"You're always late"	"The standup started at 9:00 and you joined at 9:15 the last three days. What's going on?"

Key principles:

Use specific examples, not generalizations ("always," "never")
Stick to

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feedback-mastery

SKILL.md