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Feedback is one of the most requested competencies in coaching, especially in organizational contexts. Leaders who need to give feedback to their teams, professionals who want to learn how to receive constructive criticism, entrepreneurs who need to process customer feedback.
The problem is that most people give feedback intuitively, and intuition in feedback usually fails. Without structure, feedback becomes one of three things: an attack disguised as honesty, empty praise that produces no change, or a message so ambiguous that the receiver doesn't know what to do with it.
Feedback models give the sender a structure that separates observation from judgment and turns criticism into action.
Feedback models solve these problems. They give the sender a clear structure that separates observation from judgment, behavior from person, and criticism from proposal. The result is feedback that the receiver can accept, process, and turn into action.
As a coach, your job is to teach these models to your clients and help them practice them until they become natural. Let's go through the three most effective ones.
Model 1: Burger Feedback (Positive - Improvement - Positive)
Structure of the Burger model
The most well-known model and the simplest to learn. It's called "Burger" because the improvement message is sandwiched between two positive layers, like meat between burger buns.
- Top bun (positive): begin by recognizing something specific the person does well. Not generic praise but a concrete observation.
- Meat (improvement): present the area of opportunity. Be specific about the observed behavior and its impact. Offer a concrete alternative.
- Bottom bun (positive): close with a genuine strength or an expression of confidence in the person's ability to improve.
Example in practice
Top bun: "Your project presentation had very well-organized data. The information structure was clear and easy to follow."
Meat: "I noticed that when the committee asked questions, you answered hastily and some points were left unresolved. If you prepare 3-4 possible objections before the presentation, you'll handle that phase with the same strength as the rest."
Bottom bun: "Your ability to synthesize complex information is a strength that few people have. I'm confident that with that extra preparation, your next presentation will be excellent."
When to use the Burger model
- With people receiving feedback for the first time or who have low receptivity to criticism.
- In contexts where the relationship is new and deep trust hasn't yet been established.
- When the improvement message is subtle and doesn't require direct confrontation.
Important limitation: if used poorly, the receiver learns to ignore the positives because they know "criticism follows the praise." The key is for the positives to be genuine and specific, not decorative filler.
Model 2: SBI Feedback (Situation - Behavior - Impact)
Structure of the SBI model
Developed by the Center for Creative Leadership, the SBI model is more direct than Burger and produces clearer results in professional contexts. It doesn't need to "wrap" the message.
- Situation (S): describe when and where the behavior occurred. Be specific: date, place, context. "In Monday's meeting with the client..."
- Behavior (B): describe what the person did or said. Only observable facts, without interpretations or judgments. "You interrupted the client three times while they were explaining their concerns."
- Impact (I): describe the effect that behavior had on you, the team, or the outcome. "The client closed off, stopped sharing information, and the meeting ended without agreement."
Example in practice
S: "In the follow-up call with the sales team last Thursday..."
B: "You presented the quarter's results without mentioning the individual contributions of each team member."
I: "Two team members told me afterward that they felt invisible, and one of them mentioned they're considering other opportunities. Public recognition is key to retention."
When to use the SBI model
- In executive and leadership coaching, where precision matters more than softness.
- When you need to teach your client to separate facts from interpretations.
- For feedback both positive and negative (works in both directions).
The key to the SBI model: the separation between Behavior and Impact is what makes the model work. By describing behavior first as observable fact and then its impact, you eliminate defensiveness. You're not telling the person that they "are" something (judgment). You're showing them what they did and what consequence it had (fact).
Facilitate these models with interactive tools
CoachPro Tools includes structured templates for SBI Feedback, Burger Feedback, and 360 Feedback, with guided fields that your client completes in real time during the session.
Explore feedback tools →Model 3: 360-Degree Feedback
How 360 Feedback works in coaching
360 feedback is not a message structure model but a collection system that gathers feedback from multiple perspectives: supervisors, peers, subordinates, clients, and the person themselves. It's the most comprehensive model and the one with the greatest long-term impact.
- Instrument design: define the competencies or behaviors to be evaluated. Customize them based on the client's role and objectives.
- Evaluator selection: the client selects 8-12 people who regularly observe them from different angles. At least 2 per category (supervisors, peers, subordinates).
- Anonymous collection: evaluators respond to anonymous questionnaires. Anonymity is essential for obtaining honest responses.
- Results analysis: the coach processes the data and looks for patterns: areas of consensus (everyone sees the same thing), blind spots (discrepancies between self-assessment and others' perception), and hidden strengths (what others value but the client doesn't recognize).
- Feedback session: the most important part of the process. The coach presents results, facilitates reflection, and guides development plan construction based on findings.
When to use 360 Feedback
- At the start of an executive or leadership coaching process, as a baseline diagnosis.
- When the client has blind spots they can't see from their own perspective.
- In company-sponsored leadership development processes.
- As a progress measurement tool: apply at the beginning and repeat at the end of the process.
Which model to choose based on context
| Criterion | Burger | SBI | 360° |
|---|---|---|---|
| Complexity | Low | Medium | High |
| Time needed | 5 minutes | 10 minutes | 2-4 weeks |
| Best for | Soft feedback, first experiences | Direct feedback, professional contexts | Complete diagnosis, leadership development |
| Main risk | Seeming superficial | May be perceived as cold | Logistical complexity |
| Client level | Any level | Professional, executive | Leaders, managers |
Practical rule: if your client needs to learn how to give feedback day-to-day, teach SBI. If they need to receive feedback as part of their development, implement a 360. If it's their first time working on feedback, start with Burger and evolve toward SBI.
How to practice feedback in a coaching session
Explaining the models is not enough. Your client needs to practice them in a safe environment before using them in real life. Here are three ways to practice in session:
- Role-play with real situations: ask the client to think of a current situation where they need to give feedback. Using the chosen model, have them construct the message. You act as the receiver and give feedback on how it felt to receive that message.
- Feedback on the process itself: ask the client to give you feedback as a coach using the SBI model. This accomplishes three things: they practice the model, you get valuable information, and it models the vulnerability of receiving feedback.
- Structured documentation: use a template of the chosen model where the client fills in each field in writing. The act of writing forces precision and eliminates the ambiguity that usually creeps into verbal feedback.
The feedback tools in CoachPro Tools
CoachPro Tools includes interactive tools for the three feedback models presented in this article. Each tool guides the client step by step through the model's structure:
- Burger Feedback with separate fields for each "layer" of the model and validation that positives are specific.
- SBI Feedback with Situation, Behavior, and Impact structure, plus an optional field for action proposal.
- 360 Feedback with collection system, pattern analysis, and visual results report.
- Feedback Form as a generic tool to collect feedback from any source in a structured way.
You can use these tools during the session to practice the models, or assign them as homework between sessions so the client prepares their feedback before delivering it in the real-world context.
Structured feedback, ready for your session
CoachPro Tools includes more than 80 interactive coaching tools, including the 3 feedback models from this article. Elevate the quality of feedback your clients generate with professional tools.
Explore CoachPro Tools →Conclusion: feedback as a trained skill
Effective feedback is not a natural talent: it's a skill that's trained with structure and practice. The three models we reviewed cover the complete spectrum: from the soft feedback of Burger to the deep diagnosis of 360, through the surgical precision of SBI.
Your role as a coach is to equip your clients with these tools, give them the safe space to practice, and accompany them as they integrate them into their daily interactions. A client who masters feedback improves their professional relationships, their leadership, and their ability to influence. And that translates into results that fully justify the investment in coaching.
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