The AID Feedback Model

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The AID feedback model is a structure that will help you to deliver constructive feedback. The 3 steps of the AID model are perfect for delivering performance-based feedback to others. It helps us to structure a piece of feedback, ensuring the feedback is helpful, constructive and drives change.

The model and structure can be used for both positive and developmental (negative/critical) feedback.

The AID Feedback Model

The ADI feedback model consists of 3 parts - Action, Impact and Do/Do Differently. Each stage of the model has a purpose and an overall part to play in delivering constructive feedback.

The model works particularly well when the feedback you are delivering is based on performance. It can also work well with behavioural based feedback too. For delivering behavioural feedback, see our article on The SBI Feedback Model.

The AID feedback model helps us to point out an action that occurred in the past and the impact the action had and then provides guidance on what we would like the person to continue doing (when the feedback is positive) or do differently (when the feedback is developmental).


The first part of the AID feedback model is Action. At this stage, we need to describe the action or actions of the person that lead to the feedback being delivered.

You might say something like:

"You were 10 minites late to this mornings meeting"


"When you answer the phone to a customer"

As you can see, the statements are direct and to the point. This helps make what we are feeding back on really clear and concise.

Revolution Learning and development Leadership Skills training course - the AID feedback model


The second stage of the AID feedback model is Impact. During this stage, we should point out what we thought the impact of their actions were. The impact might be related to you, the team, other people, the customer or the business for example. As with the previous sections, this also needs to be specific and, following the same approach as Behaviour, Impact comes in 2 parts

  1. Who did it impact on and how?
  2. Why do you think this was the impact?

You might say something like:

"I think this had a negative impact on the team and the rest of the meeting (part 1) as we were had less time to cover all of the points on the agenda" (part 2)"

We not only raise what the impact was but provide examples of the impact that we saw.

Note the use of 'I think this had...' rather than 'you had...'. This is because the feedback is our perception and therefore we must take ownership of the feedback. By saying just 'you had', we give the perception of blame.

Do/Do Differently

The final stage of the AID feedback model is Do (in the case of positive feedback) or (Do Differently) in the case of negative feedback. During this stage, we should point out what we would like the person who is receiving this feedback to continue doing or do differently.

You might say something like:

"I would like you to arrive on time at future meetings or, if you are going to be late because you are held up that you let me or someone else know"

Positive and Negative Feedback

You can use the SBI feedback model for both positive and negative feedback. The process is the same as described above. Providing positive feedback in this way is incredibly useful as the person who is receiving it will know exactly what they need to continue doing.

AID Feedback and Coaching

It can be useful to use the AID feedback model as a prelude to coaching. You could for example deliver the Action stage of AID, question the person receiving the feedback on what they thought the Impact was, then move into a coaching conversation for Do Differently.

Further Learning

If you would like to learn more about the AID Feedback Model or providing effective feedback, you can find these subjects in a Leadership Skills training course. Take a look at Leadership Skills Training from our training partner, Revolution Learning and Development Ltd.

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