{"id":369,"date":"2026-04-16T20:16:23","date_gmt":"2026-04-17T03:16:23","guid":{"rendered":"https:\/\/leenewman.us\/library\/?p=369"},"modified":"2026-06-19T04:32:29","modified_gmt":"2026-06-19T11:32:29","slug":"the-feedback-model-this-ex-google-engineering-manager-used","status":"publish","type":"post","link":"https:\/\/leenewman.us\/playbook\/the-feedback-model-this-ex-google-engineering-manager-used\/","title":{"rendered":"From Dread to Delivery: The Feedback Model This xGoogle Engineering Manager Used"},"content":{"rendered":"

If I\u2019m being completely honest, giving feedback used to be one of my least favorite parts of being a manager. In fact, when I first joined Google, I dreaded it.<\/p>\n

I was worried about sounding like I was attacking my team or, worse, ruining a good working relationship. But as a leader, avoiding feedback is\u2014to put it mildly\u2014suboptimal. I realized that to help my team grow, I had to grow first.<\/p>\n

After attending several workshops and reading everything I could find, I developed a hybrid model that combines Radical Candor<\/strong>, SBI (Situation, Behavior, Impact),<\/strong> and a concept I call Recommending with Agency<\/strong>.<\/p>\n

Here is the framework that turned me from a hesitant manager into a confident coach.<\/p>\n

\n

The Framework: RC + SBI + R<\/h2>\n

By combining these three powerhouses, you get a five-part model that keeps the conversation objective, supportive, and solution-oriented.<\/p>\n

1. Radical Candor (The Foundation)<\/h3>\n
    \n
  • The Goal:<\/strong> Establishing that you are moving in the same direction while being supportive.<\/li>\n<\/ul>\n

    Before you say anything else, let the person know you are on their side. You aren’t giving feedback to tear them down; you\u2019re doing it because you want them to succeed.<\/p>\n

    2. Situation (The Context)<\/h3>\n
      \n
    • The Goal:<\/strong> Setting a clear stage so there\u2019s no confusion about what you\u2019re discussing.<\/li>\n<\/ul>\n

      Describe the exact moment the behavior happened. Keep it objective and factual.<\/p>\n

      3. Behavior (The Action)<\/h3>\n
        \n
      • The Goal:<\/strong> Providing clear, data-driven observations.<\/li>\n<\/ul>\n

        Describe what they did. Use the word \u201cyou.\u201d This was the hardest part for me! I used to avoid “you” because I felt it was an attack, but being direct is actually kinder.<\/p>\n

        4. Impact (The Result)<\/h3>\n

        Share how that behavior impacted you, the team, or the project.<\/p>\n

          \n
        • The Goal:<\/strong> Helping them see the “why” behind the feedback.<\/li>\n<\/ul>\n

          5. Recommendation (With Agency)<\/h3>\n
            \n
          • The Goal:<\/strong> Pivot into a collaborative, problem solving discussion.<\/li>\n<\/ul>\n

            Instead of leaving them guessing on what might have been a more desired behavior (from your perspective), offer a path forward. Even if they choose a different solution, you\u2019ve opened the door to a collaborative “roll-up-your-sleeves” conversation.<\/p>\n

            \n

            The Model in Action: The “Over-Answering” Tech Lead<\/h3>\n

            Imagine a Tech Lead (TL) who constantly answers every question in meetings, accidentally silencing the junior engineers they are supposed to be mentoring. Here is how I would deliver this feedback in a 1:1:<\/p>\n

              \n
            • RC:<\/strong> “I\u2019m so happy to see how effectively you\u2019re leading these three engineers to get our project across the finish line.”<\/li>\n
            • S:<\/strong> “During our product review with the Director last week…”<\/li>\n
            • B:<\/strong> “…you answered every question asked, even the ones specifically about the modules the junior developers built.”<\/li>\n
            • I:<\/strong> “Because you spoke first, those junior folks didn’t get the chance to show their expertise to the Director, which is vital for their career visibility.”<\/li>\n
            • R:<\/strong> “In the future, I suggest pausing to give the room a chance to answer. A trick I use is to press my tongue to the roof of my mouth and count to seven before speaking. What do you think about that approach?”<\/li>\n<\/ul>\n\t\t\n\t\t