This is the fastest way to improve talent development because individual leaders are in the best position to influence and develop talent \u2014 or shut it down. Managers can give employees good reasons to be engaged, work effectively, and build their skills.<\/p>\n
Most importantly, a talent conversation isn\u2019t done to<\/em> someone, but with<\/em> someone. It’s about building a relationship that allows managers to influence employees toward improved performance, development, and positive outcomes.<\/p>\n It’s one of the simplest yet most\u00a0effective ways to develop others. And, if the employee has been given honest, ongoing feedback, these\u00a0conversations don\u2019t come as surprises.<\/p>\n Some of the most valuable types of feedback<\/a> are given in the moment and on routine, day-to-day behaviors. When feedback is given consistently and well, managers establish and strengthen trust.<\/strong> The more trust and rapport managers can build, the more\u00a0readily subordinates will accept and act on future feedback, creating a pattern of learning and growth.<\/p>\n First and foremost, make sure your managers know that giving feedback on a regular basis is more effective than saving it all for the performance review. Ongoing feedback conversations can:<\/p>\n Secondly, we recommend sharing any feedback using our SBI feedback model. It\u2019s a simple ways for leaders to structure feedback conversations to capture and clarify the Situation<\/em>,<\/strong>\u00a0describe the specific\u00a0Behaviors<\/em>,<\/strong>\u00a0and explain the\u00a0Impact<\/strong>\u00a0<\/em>that the person\u2019s behavior had.<\/p>\n Our SBI feedback model can be used to give both positive and negative feedback. It\u2019s a process that may feel awkward or formal at first, but once managers get some practice, they tell us that they find it\u2019s incredibly helpful.<\/p>\n Describe the specific situation in which the behavior occurred. Include the time and place to reduce any confusion.<\/p>\n Describe the actual, observable behavior being discussed. Keep to facts only and avoid inserting any opinions or judgments.<\/p>\n Describe the results of the behavior in terms of the impact it had, whether the effect was positive or negative.<\/p>\n Our SBI feedback model can be even more helpful when accompanied with an inquiry about intent<\/em>.<\/strong>\u00a0This turns the one-way act of giving feedback into a two-way dialogue, a\u00a0feedback conversation, <\/em>where both parties can have a clarifying discussion around intentions versus impact. Learn more about using SBI to explore intent vs. impact<\/a>.<\/p>\n Feedback conversations can be thought of as talent conversations. They\u2019re an opportunity for managers to influence their direct reports towards improved performance, development, and positive outcomes.<\/p>\n Feedback conversations can happen at any time, and\u00a0are part of what it takes to coach your people<\/a> on an ongoing basis.\u00a0But one of the most critical moments for holding effective talent conversations is during your organization’s regular performance review process.<\/p>\n Here are some guidelines to consider for those times.<\/p>\n Managers need to be prepared to hold 4 types of talent conversations, based on how an employee is doing. The first step is to clarify whether the employee is considered top talent, a solid performer, a potential performer, or an underperformer. The feedback conversation will have a different focus, depending on how the employee is viewed. From there, you will know where to focus the feedback conversation.<\/p>\n Focus on future investment<\/em>.<\/strong> Individuals who clearly meet or exceed expectations and deliver superior results are top talent. These are the individuals who are seen as the future leaders in the organization. Be sure you\u2019re being thoughtful about engaging this high-potential talent<\/a>.<\/p>\n Focus on maintaining or building value<\/em>.<\/strong> Solid performers are typically individual contributors who are valued by the organization but could take on more responsibility.<\/p>\n Focus on short-term success<\/em> for now.<\/strong> Potential performers are individuals who may not have had enough time in their role to show significant results but are expected to bring a lot to the role they\u2019re in.<\/p>\n Focus on improving performance<\/em>.<\/strong> Underperformers are not meeting expectations. The feedback conversation should remain focused on the here and now rather than future options, new tasks, or additional responsibilities. Learn more about managing a difficult employee<\/a>.<\/p>\n Whatever other formal talent management or leadership development systems are in place, feedback conversations are where development becomes real. It\u2019s the best time for managers to build their direct report\u2019s commitment to the organization and engagement in the work.<\/p>\n So the feedback conversation itself should have a structure, too.\u00a0Things will go more smoothly if you follow these 6 steps:<\/p>\n Learn even more about our recommendations for holding feedback conversations with your direct reports in our guidebook, Talent Conversations: What They Are, Why They\u2019re Crucial, and How to Do Them Right<\/em><\/a>.<\/p>\n Demands placed on managers to meet performance goals can be relentless, and priorities and challenges shift frequently. That\u2019s why the key to improving your talent development processes is ensuring that your managers can hold meaningful feedback conversations with talent (and again, our SBI feedback model is a great tool for that).<\/p>\n Upskill your team\u2019s capacity for holding effective feedback conversations. We can create a customized learning journey for your leaders using our research-based modules. Available leadership topics<\/a> include Conflict Resolution, Emotional Intelligence, Feedback That Works, Listening to Understand, Psychological Safety, and Talent Conversations<\/a>.<\/em><\/strong><\/p>\n","protected":false},"excerpt":{"rendered":" Help managers hold more effective talent conversations and give more constructive feedback, and you’ll greatly improve your talent development processes.<\/p>\n","protected":false},"author":130,"featured_media":48912,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"_acf_changed":false,"_oasis_is_in_workflow":0,"_oasis_original":0,"_oasis_task_priority":"","footnotes":"","_links_to":"","_links_to_target":""},"tags":[],"class_list":["post-48910","articles","type-articles","status-publish","has-post-thumbnail","hentry","categories-conversations-coaching-skills","categories-feedback-sbi","categories-leadership-systems-models-dac","categories-talent-development","audience-hr-consultants","article-type-leading-effectively-articles"],"acf":[],"yoast_head":"\n![\"Cover](\"\/wp-content\/uploads\/2025\/05\/supporting-talent-development-challenge-report-cover-ccl-center-for-creative-leadership.jpg\")
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\nIn the face of unrelenting disruption, effective leadership is what\u2019s needed most. Download our Talent Development report<\/a> to learn how investing in talent development today will position your organization to succeed tomorrow.<\/p>\nHold More Constructive Feedback Conversations With Our SBI Feedback Model<\/h2>\n
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The SBI Feedback Model in 3 Simple Steps<\/h3>\n
![\"Infographic:](\"\/wp-content\/uploads\/2020\/11\/situation-behavior-impact-SBI-for-social-Center-for-Creative-Leadership.png\")
<\/p>\n1. Describe the S<\/em>ituation.<\/h4>\n
2. Describe the B<\/em>ehavior.<\/h4>\n
3. Describe the I<\/em>mpact.<\/h4>\n
Take the Feedback Even Further by Asking About Intentions<\/h3>\n
Feedback Conversations Can Be Talent Conversations<\/h2>\n
First, Understand the 4 Types of Talent Conversations<\/h3>\n
![\"Infographic:](\"\/wp-content\/uploads\/2020\/11\/infographic-4-types-of-talent-conversations-center-for-creative-leadership-ccl.png\")
<\/p>\nThe Top Talent Conversation<\/h4>\n
The Solid Performer Conversation<\/h4>\n
The Potential Performer Conversation<\/h4>\n
The Underperformer Conversation<\/h4>\n
![\"Talent](\"\/wp-content\/uploads\/2016\/08\/talent-conversations-book-center-for-creative-leadership.jpg\")
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\nDiscover how to use talent conversations<\/a> to build relationships based on rapport, collaboration, and mutual commitment and help your team improve performance, focus development, and reach positive outcomes.<\/div>\nHow to Structure a Feedback Conversation With Your Talent<\/h3>\n
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Ready to Take the Next Step?<\/h2>\n