1. Situation

Start with the situation where the behavior occurred. This helps with making the feedback specific and the other person can more easily relate to it.

2. Behavior

Describe the specific behavior you're giving feedback about. Tell the other person what they've done or what you've seen, not your interpretation of it. This is critical to leave your judgement out of the feedback.

3. Impact

Explain what kind of impact their behavior had. This can range from what you thought and felt and why, to broader impact on others or the whole team.

Plus: Intent

Sometimes, you may want to ask what the intention was behind their behavior. They might have a sound reason that you don't know about or is different from your assumptions.

This can greatly help explain the gap between their intent and the actual impact.

4. Encourage reflection

Feedback is only useful when it's considered and acted upon. Encourage the other person to reflect on what you've said and think how they might act differently in the future.

Events:
What is happening right now?

Patterns:
What has been happening over time? What are the trends? 

Structures:
What's influencing these patterns?
Where are the connections between patterns?

Mental models:
What values, beliefs or assumptions shape the system?

1. "What do you mean by...?"
   Clarification
   
   

   
   

2. "What could we assume instead?"
   Probing assumptions

   
   
   

3. "Why do you think this is true?"
   Probing reasons/evidence

   
   
   

4. "What effect would that have?"
   Implications and consequences
   
   

   
   

5. "What would be an alternative?"
   Different viewpoints

   
   

6. Questioning the original question – "What was the point of this question?"

• Top 3 priorities:

• To-dos for the day:

• Daily Habits & Goals:

• Exercise & Health: