Onboarding
All staff
~20 min
Speak Up
Your guide to giving, receiving, and navigating feedback
At Luminary, your voice matters from day one, whether you're talking to a direct report, a peer, or the CEO. This module gives you four tools to use it well.
By the end of this module, you will be able to:
- Identify which of the four feedback frameworks fits a given situation
- Apply SBI to give clear, evidence-based, peer feedback
- Use SBAR to surface a data-driven concern or risk to leadership
- Apply AID to coach a teammate toward a specific behavior change
- Use courageous inquiry to challenge a decision or assumption respectfully and without accusation
- Respond constructively when receiving feedback from anyone at any level
It's your third week. This lands in your Slack.
Kappa, Project Manager 9:37 am Hey – just flagging. You can push back on anything in today's roadmap review. Including stuff I say. That's the norm around here.
Sound too good to be true? It’s not. Here’s your toolkit.
You 9:39 am ...for real?
Kappa, Project Manager 9:40 am For real! We have four ways to do it (and a useful guide). You'll learn them today.
Four frameworks. One goal: say the thing that needs to be said.
You observed something specific. You want to name it directly.
SBI · Situation, Behavior, Impact
You found a problem or a risk. Leadership needs to know.
SBAR · Situation, Background, Assessment, Recommendation
Something doesn't add up, and you need to ask about it without accusation.
CI · Courageous inquiry
You want to help someone grow, not just tell them what went wrong.
AID · Action, Impact, Do differently
A quick-reference job aid summarizing all four frameworks is available digitally in Notion and as a laminated card in your onboarding packet. Keep it handy!
Try it!
SBI · Situation, Behavior, Impact
Situation: When and where did it happen? Behavior: What did you observe, specifically and factually? Impact: What effect did it have on you, the team, or the work?
SBI works best when something specific happened, and you want to name it without making it personal. It's evidence, not opinion.
Try it!
SBAR · Situation, Background, Assessment, Recommendation
Situation: What is happening right now? Background: What context does leadership need to understand it? Assessment: What do you think is going on, and what's the risk? Recommendation: What do you think should happen next?
SBAR isn't feedback on a person. It's a structured way to say, “Here's what I found, here's why it matters, and here's what I think we should do about it.”
Try it!
AID · Action, Impact, Do differently
Action: What did the person do? (Keep this observable, not interpretive.) Impact: What was the effect on the outcome, the team, or the work? Do differently: What's one concrete thing they could try next time?
You could also try using AID for positive feedback! For example, a teammate might do something that inspires you to try something different in the future.
Try it!
CI · Courageous inquiry
When something doesn't add up, ask.There are no stupid questions at Luminary!
- Name what you're observing, not what you're concluding.
- Ask a question that invites explanation rather than defense.
- Hold your ground if the answer doesn't resolve the concern.
Courageous inquiry isn’t an accusation. It just means there a need for clarity, more data, or a different perspective. Stay curious in a moment when curiosity takes nerve.
When someone gives you feedback at Luminary...
This works whether the feedback comes from your intern, your manager, or the CEO. The direction doesn't matter.
Drag each framework to the scenario that fits it best.
SBI
AID
CI
SBAR
Your teammate talks quickly in standups and shuts down if they’re questioned. They seem nervous, and you want to help them feel more confident without making them feel criticized.
You've discovered that the carbon offset calculations in next month's report use outdated methodology. The report goes to regulators in two weeks.
Your teammate has been talking over others in brainstorms. You want to name a specific instance and its effect on the group.
A VP cites a statistic in an all-hands that contradicts the primary source you read this morning. The claim is going into a press release.
You're ready. Here's what to do next.
By the end of the week, use one of the four frameworks with a peer, in Slack, or in a meeting. Small counts. Positive feedback is also always appreciated!
At your 30-day check-in, tell your manager about one feedback conversation you had and how it went. They want to hear about it!
Add the Friday debrief to your calendar if you haven’t yet. It's a natural home for feedback reflection.
Remember: your quick-reference Feedback Guide is found in the New Hire Notion space and your onboarding packet. Keep it. Use it.Spill coffee on it. (It’s laminated!)
Speak Up
Natalie
Created on April 20, 2026
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Transcript
Onboarding
All staff
~20 min
Speak Up
Your guide to giving, receiving, and navigating feedback
At Luminary, your voice matters from day one, whether you're talking to a direct report, a peer, or the CEO. This module gives you four tools to use it well.
By the end of this module, you will be able to:
It's your third week. This lands in your Slack.
Kappa, Project Manager 9:37 am Hey – just flagging. You can push back on anything in today's roadmap review. Including stuff I say. That's the norm around here.
Sound too good to be true? It’s not. Here’s your toolkit.
You 9:39 am ...for real?
Kappa, Project Manager 9:40 am For real! We have four ways to do it (and a useful guide). You'll learn them today.
Four frameworks. One goal: say the thing that needs to be said.
You observed something specific. You want to name it directly.
SBI · Situation, Behavior, Impact
You found a problem or a risk. Leadership needs to know.
SBAR · Situation, Background, Assessment, Recommendation
Something doesn't add up, and you need to ask about it without accusation.
CI · Courageous inquiry
You want to help someone grow, not just tell them what went wrong.
AID · Action, Impact, Do differently
A quick-reference job aid summarizing all four frameworks is available digitally in Notion and as a laminated card in your onboarding packet. Keep it handy!
Try it!
SBI · Situation, Behavior, Impact
Situation: When and where did it happen? Behavior: What did you observe, specifically and factually? Impact: What effect did it have on you, the team, or the work?
SBI works best when something specific happened, and you want to name it without making it personal. It's evidence, not opinion.
Try it!
SBAR · Situation, Background, Assessment, Recommendation
Situation: What is happening right now? Background: What context does leadership need to understand it? Assessment: What do you think is going on, and what's the risk? Recommendation: What do you think should happen next?
SBAR isn't feedback on a person. It's a structured way to say, “Here's what I found, here's why it matters, and here's what I think we should do about it.”
Try it!
AID · Action, Impact, Do differently
Action: What did the person do? (Keep this observable, not interpretive.) Impact: What was the effect on the outcome, the team, or the work? Do differently: What's one concrete thing they could try next time?
You could also try using AID for positive feedback! For example, a teammate might do something that inspires you to try something different in the future.
Try it!
CI · Courageous inquiry
When something doesn't add up, ask.There are no stupid questions at Luminary!
Courageous inquiry isn’t an accusation. It just means there a need for clarity, more data, or a different perspective. Stay curious in a moment when curiosity takes nerve.
When someone gives you feedback at Luminary...
This works whether the feedback comes from your intern, your manager, or the CEO. The direction doesn't matter.
Drag each framework to the scenario that fits it best.
SBI
AID
CI
SBAR
Your teammate talks quickly in standups and shuts down if they’re questioned. They seem nervous, and you want to help them feel more confident without making them feel criticized.
You've discovered that the carbon offset calculations in next month's report use outdated methodology. The report goes to regulators in two weeks.
Your teammate has been talking over others in brainstorms. You want to name a specific instance and its effect on the group.
A VP cites a statistic in an all-hands that contradicts the primary source you read this morning. The claim is going into a press release.
You're ready. Here's what to do next.
By the end of the week, use one of the four frameworks with a peer, in Slack, or in a meeting. Small counts. Positive feedback is also always appreciated!
At your 30-day check-in, tell your manager about one feedback conversation you had and how it went. They want to hear about it!
Add the Friday debrief to your calendar if you haven’t yet. It's a natural home for feedback reflection.
Remember: your quick-reference Feedback Guide is found in the New Hire Notion space and your onboarding packet. Keep it. Use it.Spill coffee on it. (It’s laminated!)