How to Give Meaningful Feedback: Using SBI Model, Maslow Hierarchy, and Cultural Insight
As June arrives, many companies enter an important stage of their semiannual cycle: the feedback phase. More than just a formality, this moment can become a powerful step for human development when approached with empathy, structure, and intention.
As a professional dedicated to leadership and team development, as well as organizational culture, I see firsthand how feedback can fall short due to a lack of method, or how it can become highly strategic when we use the right tools.
One of these tools is the SBI technique – Situation, Behavior, and Impact – which helps structure feedback in a clear, objective way based on observable facts, reducing judgment and increasing clarity.
The Power of the SBI Technique:
The SBI technique was developed by the Center for Creative Leadership (CCL), a global authority in leadership. The SBI method is simple yet highly effective:
Situation: In what context did the behavior occur?
Behavior: What specific behavior was observed?
Impact: What was the tangible effect of that behavior?
This format helps us move away from assumptions and build more constructive conversations that lead to real learning and prevent unnecessary misunderstandings.
But what if we could go beyond structure?
When SBI Meets Maslow’s Hierarchy:
By integrating the SBI technique with Maslow’s Hierarchy of Needs, we expand the emotional and strategic impact of feedback. This is because each individual’s predominant need deeply influences how they interpret and receive what is said.
A professional seeking safety may need reassurance and guidance before any form of criticism.
Someone striving for recognition needs to hear they are making a difference.
And individuals focused on autonomy benefit from feedback that challenges, inspires, and invites self-responsibility.
The key is adjusting the emotional tone and intention, without losing the clarity of the method.
As one leader I mentor often says: Feedback changed when I began to understand the emotional need behind the behavior.
The Cross-Cultural Element:
In multicultural teams, there’s an additional layer to consider: intercultural communication. Different cultures have distinct styles of giving and receiving feedback. In some, direct feedback is valued as a sign of respect; in others, more subtle and collective approaches are preferred.
Ignoring these differences can lead to misunderstandings, or even fractures, in global teams. On the other hand, recognizing them is an opportunity to strengthen trust and connection, cornerstones of any high-performance organizational culture.
For Reflection:
How have you been guiding your team?
In what ways do you adapt your feedback based on emotional maturity and cultural context?
And how is your leadership helping (or not) to build a consistent and respectful feedback culture?
To support this process, we use multicultural training materials that connect the SBI technique with Maslow’s Hierarchy of Needs, both resources that can benefit leaders, HR professionals, mentors, and coaches across all industries.
In fact, using the SBI + Maslow model can be part of an institutionalized feedback culture, integrating it into onboarding practices, leadership development, and Individual Development Plans (IDPs). The possibilities, and development opportunities, are endless.
Now, if this resonates with you or your organization, I’m available to further explore the topic and work together in personalized sessions. Shall we?
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Article by Fernanda Cristina Alem Freitas, originally published at LinkedIn / Pulse, on June 3rd, 2025.
