How situation behavior impact shapes the growth of high potential employees

Understanding the situation behavior impact model

Exploring the Foundation of Situation Behavior Impact

The Situation Behavior Impact (SBI) model is a practical framework designed to make feedback conversations more effective and constructive. Developed by the Center for Creative Leadership (CCL), this model helps leaders and teams focus on observable actions and their impact, rather than assumptions or personal judgments. By using the SBI approach, organizations can foster talent development and leadership growth through clear, specific, and actionable feedback.

At its core, the SBI model breaks down feedback into three key elements:

• Situation: Describe the context or specific event where the behavior occurred. This helps the person understand exactly when and where the action took place.
• Behavior: Focus on the observable actions, not on interpretations or intentions. This ensures the feedback is objective and fair.
• Impact: Explain the effect the behavior had on others, the team, or the organization. This highlights why the feedback matters and encourages positive change.

For example, instead of saying, “You’re always late,” an effective feedback conversation using the SBI model would be: “During yesterday’s team meeting (Situation), you arrived 15 minutes after the scheduled start time (Behavior), which delayed our discussion and impacted the team’s ability to cover all agenda items (Impact).” This approach makes the feedback more constructive and easier to act upon.

High potential employees often thrive in environments where feedback is clear and actionable. The SBI model supports their growth by encouraging leaders to have talent conversations that focus on development, not just evaluation. This method is especially valuable in creative leadership and coaching, where understanding the intent and impact of behavior can drive positive change and improve talent outcomes.

Organizations looking to improve talent and leadership development can benefit from integrating the SBI feedback model into their regular practices. It not only strengthens feedback conversations but also helps teams learn from specific examples and observable actions. For more insights on how high potential employees leverage feedback and behavioral models to accelerate their growth, you can explore the top three work-related strengths of high potential employees.

Recognizing high potential employees through behavioral cues

Spotting High Potentials Through Observable Actions

Recognizing high potential employees is not just about intuition or gut feeling. It’s about observing specific, consistent behaviors that signal readiness for leadership and talent development. The situation behavior impact (SBI) model, widely used in effective feedback conversations, helps leaders and coaches identify these cues in a structured way. By focusing on what a person does in a particular situation and the impact of their actions, organizations can make more objective decisions about talent.

High potential employees often stand out through their proactive approach, adaptability, and willingness to learn. They engage in constructive feedback, seek out coaching, and contribute positively to team conversations. Their behavior in challenging situations—such as taking initiative or supporting others—often leads to positive change and improved team performance. These observable actions are key indicators of creative leadership and future growth.

• Initiative: Volunteering for new projects or responsibilities, showing intent to drive impact.
• Collaboration: Facilitating effective conversations and encouraging input from the team.
• Resilience: Responding constructively to feedback and setbacks, demonstrating a growth mindset.
• Influence: Inspiring others through specific, positive behaviors that align with organizational goals.

Using the SBI feedback model, leaders can describe the situation, the behavior observed, and the impact it had. For example, during a team meeting (situation), a high potential employee might propose a creative solution (behavior) that leads to a breakthrough in project development (impact). This approach not only clarifies what makes someone high potential but also supports ongoing talent development and leadership growth.

For a deeper dive into the strengths that set high potential employees apart, explore this resource on top three work-related strengths of high potential employees. Understanding these strengths can further refine your ability to spot and support emerging talent within your organization.

Adapting feedback using the SBI approach

Making Feedback Conversations Count with the SBI Model

Giving feedback to high potential employees is a crucial part of leadership development and talent conversations. The Situation-Behavior-Impact (SBI) model, developed by the Center for Creative Leadership (CCL), offers a clear and effective way to structure these conversations. This approach helps leaders describe specific situations, observable behaviors, and the impact of those behaviors, making feedback more constructive and actionable.

• Situation: Start by describing the specific situation where the behavior occurred. This sets the context and ensures clarity for both the person giving and receiving feedback.
• Behavior: Focus on observable actions, not assumptions or interpretations. This keeps the conversation objective and fair, which is essential for talent development.
• Impact: Explain the effect of the behavior on the team, project, or organization. Highlighting the impact helps the person understand why their actions matter and how they contribute to positive change.

For example, instead of saying, "You’re not a team player," an effective feedback conversation using the SBI model might sound like: "During yesterday’s team meeting (situation), you interrupted others several times (behavior), which made it difficult for the team to share their ideas (impact)." This approach is more likely to lead to learning and improvement. The SBI feedback model is especially valuable for high potential employees because it supports their growth by making feedback specific and actionable. It also encourages open conversations about intent and impact, which are key for creative leadership and ongoing coaching. Leaders who use this model can help their teams learn from both successes and challenges, ultimately improving talent and leadership development outcomes. If you’re interested in how leadership roles influence feedback and development, you can read more about the differences between executive director and CEO roles and their impact on talent growth.

Challenges high potential employees face in different situations

Common Obstacles in Dynamic Work Environments

High potential employees often face unique challenges as they navigate different situations within their teams and organizations. The situation behavior impact (SBI) model, which emphasizes observable actions and their effects, helps clarify these obstacles. However, even with effective feedback and leadership development, the path is rarely straightforward.

• Ambiguity in Expectations: High potential talent may encounter unclear goals or shifting priorities. This can lead to confusion about which behaviors are valued and what impact is expected, making it harder to align actions with organizational objectives.
• Feedback Overload: While constructive feedback is essential for growth, too much or poorly delivered feedback can overwhelm. Without specific examples and clear intent impact, feedback conversations may lose effectiveness, reducing motivation and stalling development.
• Pressure to Perform: Being recognized as high potential often brings increased visibility and higher expectations. This pressure can create stress, especially if the person feels their behavior is constantly under scrutiny or if leadership support is inconsistent.
• Limited Opportunities for Creative Leadership: In some environments, rigid structures or risk-averse cultures limit opportunities for creative leadership and innovation. This stifles the ability of high potential employees to learn, experiment, and demonstrate their full range of talents.
• Misalignment in Talent Conversations: Sometimes, talent conversations focus more on short-term results than on long-term development. This can lead to missed opportunities for coaching and for using the SBI model to drive positive change and improve talent outcomes.

Why Context Matters in Feedback and Development

The impact of feedback and the effectiveness of the SBI feedback model depend heavily on the situation. For example, a team environment that encourages open conversations and values observable actions will support high potential employees better than one that avoids direct feedback. The Center for Creative Leadership (CCL) highlights that leadership development thrives when feedback is specific, timely, and linked to real situations.

High potential employees benefit most when feedback is tailored to the context, focusing on the behavior impact and intent impact. This approach not only clarifies expectations but also fosters a culture of continuous learning and positive change. By understanding the challenges unique to each situation, organizations can better support their talent and drive effective leadership development.

Supporting high potential employees with tailored strategies

Personalized Support for High Potentials

High potential employees often stand out for their adaptability, drive, and leadership qualities. However, their journey is rarely straightforward. To help them thrive, organizations need to provide support that matches their unique needs and situations. This means moving beyond generic feedback and embracing a more nuanced approach, such as the Situation-Behavior-Impact (SBI) model, to guide their development.

Strategies for Effective Development

• Use specific feedback: Rely on observable actions and clear examples when giving feedback. The SBI model encourages leaders to describe the situation, the behavior observed, and the impact it had. This clarity helps high potentials understand exactly what to continue or adjust.
• Foster open conversations: Encourage regular talent conversations that focus on growth, not just performance. These discussions should explore the intent behind behaviors and the impact on the team or organization, creating a safe space for learning and positive change.
• Leverage coaching and mentoring: Pair high potential employees with experienced coaches or mentors. This relationship supports leadership development and helps navigate challenges unique to their roles.
• Tailor development opportunities: Offer projects or assignments that stretch their abilities. Creative leadership programs, like those advocated by the Center for Creative Leadership (CCL), can accelerate growth by exposing talent to new situations and feedback models.
• Promote peer learning: Facilitate team-based learning where high potentials can observe and discuss effective behaviors. This approach reinforces the impact of constructive feedback and fosters a culture of continuous improvement.

Addressing Unique Challenges

High potential employees may face increased pressure, higher expectations, and more complex situations. Support strategies should acknowledge these realities. For example, leaders can use the SBI feedback model to provide timely, actionable insights during high-stakes projects. This helps individuals learn from specific situations and understand the broader impact of their actions.

Ultimately, supporting high potential employees is about more than just recognition. It requires intentional, ongoing development that leverages effective feedback, creative leadership practices, and a deep understanding of behavior impact. By focusing on these elements, organizations can improve talent development and ensure their future leaders are equipped for success.

Measuring the long-term impact of SBI on talent development

Tracking Progress with Observable Actions

Measuring the long-term impact of the SBI (Situation-Behavior-Impact) model on talent development requires a focus on observable actions and outcomes. When leaders and teams use the SBI feedback model consistently, they create a culture where feedback conversations are specific, constructive, and tied to real situations. This approach allows organizations to track changes in behavior over time, making it easier to see how high potential employees grow and adapt.

• Behavioral Changes: Regular SBI feedback highlights shifts in how a person responds to challenges, collaborates with others, and demonstrates leadership potential. These changes can be documented through performance reviews, coaching sessions, and talent conversations.
• Team Dynamics: As feedback becomes more effective, teams often report improved communication and stronger collaboration. The Center for Creative Leadership (CCL) notes that creative leadership flourishes in environments where feedback is clear and intent impact is discussed openly.
• Leadership Development: The model helps identify specific examples of growth, such as an employee taking initiative or showing resilience in difficult situations. These examples can be used to inform leadership development programs and succession planning.

Evaluating Talent Development Outcomes

Organizations looking to improve talent and leadership development should consider both qualitative and quantitative measures. Surveys, 360-degree feedback, and regular coaching conversations can provide insights into how the SBI model is shaping behaviors and driving positive change. Over time, patterns emerge that reveal which strategies are most effective for supporting high potential employees.

Method	What It Measures	Impact on Talent
Feedback Conversations	Quality and frequency of feedback	Builds trust, encourages growth
Performance Reviews	Behavioral changes over time	Identifies development needs
Coaching Sessions	Application of feedback in real situations	Supports ongoing learning
Team Surveys	Perceived impact of leadership and feedback	Highlights areas for improvement

Driving Positive Change Through Consistency

The true value of the SBI model lies in its ability to create lasting, positive change. When feedback is grounded in specific situations and observable behaviors, high potential employees are more likely to understand the impact of their actions and adjust accordingly. This not only benefits the individual but also strengthens the overall talent pipeline. Consistent use of the model feedback approach ensures that development is intentional, measurable, and aligned with organizational goals. By focusing on effective feedback and the real impact of behavior, organizations can foster a culture of continuous improvement and creative leadership. This approach supports both individual and team growth, ensuring that high potential employees are equipped to meet future challenges.