Mastering Feedback:

How the SOS Model Builds Stronger Workplace Conversations

"Feedback is the breakfast of champions." – Ken Blanchard

If you want to build a strong, high-performing team, feedback must be part of your everyday culture—not just something saved for annual reviews. Yet for many leaders and employees, giving feedback feels uncomfortable, even risky. What if the person takes it the wrong way? What if it damages the relationship? The truth is, avoiding feedback does far more damage than offering it.

Let’s look at an example:

Imagine you have a team member, Sarah, who is brilliant at her job but has recently been missing deadlines. At first, you hope it’s a one-time thing. You don’t say anything. Then it happens again. The team starts feeling the ripple effect—projects back up, frustrations mount. Still, you hesitate to bring it up. Finally, when you do address it, it’s a big issue, and emotions are high. What could have been a small, supportive conversation has now become a stressful confrontation. The lesson? Feedback works best when it’s early, specific, and offered with care.

Why Feedback Matters

Feedback is essential because it:

• Reinforces positive behaviors

• Corrects course early before small issues become major problems

• Builds trust through open communication

• Creates a learning culture where growth is expected and supported

But to be effective, feedback needs to be clear, respectful, and action-oriented—not vague, judgmental, or punitive. That’s where a simple model comes in handy: The SOS Model.

Introducing the SOS Model for Feedback

The SOS model gives you a clear, structured way to deliver feedback that keeps the conversation focused, productive, and supportive. Here’s how it works:

1. Situation: Start with Purpose and Acknowledge the Situation: Start by explaining why you’re having the conversation. What's the goal or the reason for discussing this? Keeping this purpose positive and growth-oriented sets a constructive tone from the start. Example: “Sarah, I wanted to check in with you about project timelines because staying on schedule is critical for the team's success, and I know you take pride in your work."

By stating the situation clearly, you frame the feedback not as an attack, but as a step toward a shared goal.

2. Observation: Share the Facts: Next, stick to the observable facts—what you’ve noticed, without judgment, blame, or interpretation. Facts are neutral; interpretations can feel like accusations. Example: “I noticed that the last two reports were submitted a couple of days after the deadline.”

Notice that this isn’t phrased as “You’re always late” or “You’re being irresponsible.” It’s about specific, observable behavior, not character.

3. Solution: Collaboratively Plan: Finally, invite a solution. This part of the conversation empowers the other person, rather than making them feel cornered. Ask for their ideas and create an action plan together. Example: “What would work for you to stay on top of these deadlines going forward? Is there anything you need from me or the team to help?”

This approach shifts the dynamic from criticism to collaboration. You're not just pointing out a problem; you're partnering on a solution.

Why the SOS Model Works

The SOS model is powerful because it does three important things:

• It removes personal judgment. You're focusing on actions and facts, not criticizing the person.

• It creates psychological safety. People are more open to feedback when they feel respected and heard.

• It drives action. Instead of dwelling on the mistake, you're moving quickly toward solutions.

Used consistently, SOS helps feedback conversations become part of your regular rhythm—less dramatic, more effective.

Best Practices When Using SOS

While the SOS model gives you the structure, how you deliver it also matters. Here are a few best practices:

• Be timely. Give feedback as close to the event as possible. Don’t let issues fester.

• Stay calm and supportive. Your tone should match your goal: helping, not punishing.

• Listen actively. Allow the other person to share their perspective. Feedback should be a dialogue, not a monologue.

• Follow up. After the conversation, check in to see how the solution is working.

Final Thoughts

Giving feedback doesn’t have to be uncomfortable or confrontational. With a simple structure like SOS, you can keep feedback conversations focused, positive, and effective. When leaders and teammates are willing to have honest conversations early and often, performance improves, trust deepens, and challenges become opportunities for growth. The next time you notice something that needs to be addressed—good or bad—remember: Situation. Observation. Solution.

And as Ken Blanchard wisely said, “Feedback is the breakfast of champions.” Make sure your team is well-fed.