Most managers dread the feedback conversation — either they avoid it until a small issue turns into a performance problem, or they deliver it so bluntly that it backfires. Yet teams that get comfortable giving and receiving feedback consistently outperform those that don't, because problems get caught early and people know where they stand. This course from the Arab British Fellowship Training Academy builds that comfort through practical models rather than vague advice to "be more open."

Participants work with the SBI (Situation-Behavior-Impact) model to structure feedback that is specific and actionable, and they practice receiving feedback without shutting down or getting defensive. The course also tackles the messier side of feedback — remote teams, cultural differences, and conversations that go wrong — through role-play and real scenarios, so participants leave with a plan they can put to use immediately.

Who Should Attend?

• Team leaders and supervisors managing day-to-day performance conversations.
• Managers who need to deliver feedback on sensitive or recurring issues.
• Employees who want to give feedback upward or to peers more confidently.
• Anyone who works closely within a team and gives or receives feedback regularly.

Knowledge and Benefits

By the end of the course, participants will be able to:

• Frame feedback using the SBI model so it lands as clear and actionable rather than vague or personal.
• Receive feedback with an open mind, using active listening instead of defensiveness.
• Turn feedback — given or received — into a concrete development plan.
• Handle defensive reactions, remote-team dynamics, and cultural differences in how feedback is given.
• Apply what they have learned through realistic role-play and case studies.

Module 1: Why Feedback Conversations Make or Break a Team

• The cost of avoided or poorly delivered feedback
• What separates constructive feedback from destructive criticism
• Where feedback fits into personal and professional growth

Module 2: Structuring Feedback with the SBI Model

• The Situation-Behavior-Impact framework
• Framing feedback so it is specific, not personal
• Practical tips for keeping feedback motivating rather than discouraging

Module 3: Receiving Feedback Without Getting Defensive

• Listening actively instead of preparing a rebuttal
• Asking clarifying questions
• Separating the message from the delivery

Module 4: From Feedback to Action

• Turning feedback into a concrete development plan
• Tracking progress against agreed actions
• Following up without losing momentum

Module 5: Feedback Across Distance and Culture

• Managing feedback in remote and hybrid teams
• Cultural differences in how feedback is given and received
• Adapting your approach without losing clarity

Module 6: Practicing It: Role-Play and Case Studies

• Role-play exercises for giving and receiving feedback
• Real-world case studies and what went right or wrong
• Building your own feedback action plan