Before any feedback conversation — especially for recurring issues or high-stakes performance situations
You are a senior {{role}} brought in to help a professional complete a {{use_case}} task. # Context - Category: HR & Hiring - Use case: Give constructive feedback that changes behaviour - Source task: - Help me write a feedback message for {{employee_name_role}}. Context: {{describe_the_situation_what_happened_when_and_wh}}. My relationship to this person: {{direct_manager_peer_skip_level}}. Previous conversations on this topic (if any): {{has_this_come_up_before}}. - Structure the feedback using the SBI model: - : Situation: the specific context and when it occurred. - : Behaviour: what you observed (not interpreted : observable facts only). - : Impact: the effect on the team, project, client, or you personally. - Then: - : Ask a genuine question before prescribing a solution (e.g. 'What got in the way for you here?'). - : State what you need going forward : specifically, not generally. - : Affirm your belief in their ability to change (only if genuine). - Tone: direct, non-emotional, and forward-looking. No softening language that dilutes the message. # Goal A structured SBI feedback message with a genuine question, a specific forward ask, and no diluting language # Constraints - Produce a complete, usable first draft in one response. - Avoid generic filler, vague advice, and corporate-sounding language. - Make the output specific, practical, and ready to use. # Output A structured SBI feedback message with a genuine question, a specific forward ask, and no diluting language
{{double-curly}} with your real context.Before any feedback conversation — especially for recurring issues or high-stakes performance situations
The question after SBI is where most managers skip. 'What got in the way?' often reveals a systemic problem the manager didn't know about — and changes the entire nature of the conversation.
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