Corporate Coach Group Logo
Corporate
Coach Group
People Management · 2 min read

The AID Feedback Model

Learn the AID feedback model: Action, Impact, Do differently. Give clear, objective feedback that drives behaviour change, engagement and better results at work

Chris Farmer, Founder of Corporate Coach Group

“The AID feedback model turns feedback into three simple moves: state the Action, show the Impact, and ask what to Do differently, so the other person sees facts not blame and knows the next step to improve.”

Chris Farmer — Founder, Corporate Coach Group

The AID Feedback Model

The AID Feedback Model

Definition: The AID feedback model is a three-step method to give constructive criticism (feedback) in order to create positive changes in behaviour. AID is an acronym with each letter standing for a concept:

A = Action.
I = Impact.
D= Do differently.

Let us look at each in turn.

1. Action.

We begin the feedback by clearly and objectively identifying the action or omission, that is the subject of the discussion.

Please note the terms "clearly and objectively". We identify the wrong action in specific, factual language, not with vague and emotive language.

Examples of effective use of objective language:

  • "You were twenty minutes late for the meeting and did not explain your lateness".
  • "You failed to pick up the visitor from the station as arranged".

Examples of the ineffective use of emotive, subjective language:

  • "You were very rude this morning when you were 20 minutes late for the meeting and you couldn't even be bothered to explain your lateness".
  • "You failed to pick up the visitor from the station and you let us all down, especially yourself"

2. Impact.

Next, we state the negative consequences of the action or the inaction, and again we try to keep to a minimum the verbalisation of negative emotions. Instead of negative emotions we explain the negative factual consequences. For example:

Action: You were twenty minutes late for the meeting and did not explain your lateness.

Impact: Consequently, we had to spend time repeating what had been said in your absence, which was a waste of time for everyone else.

3. Do differently.

In this final step, we suggest a specific corrective action which we ask the other person to commit to, in the future.

We introduce the corrective action with the phrase: "In future would you please ...... (insert here a request for a specific corrective action)".

Now the full script reads:

Action: You were twenty minutes late for the meeting and did not explain your lateness.

Impact: Consequently, we had to spend time repeating what had been said, in your absence, which was a waste of time for everyone else.

Do differently: In future, would you please ensure you arrive on time, or early, for meetings?

AID Feedback Summary.

The AID feedback model is a three-step protocol to give constructive criticism (feedback) in order to create positive changes in behaviour.

  • Action: Name the negative action in specific, objective terms.
  • Impact: Name the factual negative consequences which the action caused.
  • Do differently: Using the phrase, "In future, would you please ... (and name the suggested corrective action and ask the person to commit to in the future)".

Communication Skills Training

To learn more about effective feedback, please attend our one-day Communication Skills Training.

AID feedback model

The AID feedback model is a people-management method for giving feedback. It breaks a talk into three steps: name the Action, show its Impact, and agree what to Do differently. The model uses clear, fact-based words, looks to future improvement and helps change behaviour without blame.

CG4D Definition

Context: People management
Genus: Feedback model

  • Splits feedback into action, impact and do differently steps
  • Requires clear, objective and fact-based wording
  • Centres on future corrective action and commitment
  • Seeks positive behaviour change without personal blame

Article Summary

The AID feedback model turns feedback into three simple moves: state the Action, show the Impact, and ask what to Do differently, so the other person sees facts not blame and knows the next step to improve.

Chris Farmer, Founder of Corporate Coach Group

Written by Chris Farmer

Founder & Lead Trainer, Corporate Coach Group

Chris Farmer is the founder of the Corporate Coach Group and has over 25 years experience designing and delivering leadership and management training across both the public and private sectors. His programmes are structured, practical and built around real-world performance. Read more about Chris and the story of how the Corporate Coach Group was founded.

Get new blogs by email

A new article each week — 5–10 minutes of practical thinking from our lead trainer.

Register Free

Key Statistics

Gallup 2024 State of the Global Workplace report finds that staff who receive useful feedback at least once a week are 3.2 times more likely to feel engaged at work than those who do not.

LinkedIn Learning 2024 Workplace Learning Report shows that 90% of workers say they would stay at a company that gives clear, regular feedback.

Frequently Asked Questions

Common questions about this topic

A stands for Action, the behaviour seen. I is Impact, the effect that behaviour had. D means Do differently, the agreed change for next time.
The AID feedback model keeps talk factual and future-focused. It avoids blame, shows real effects, and ends with a clear request. This turns criticism into constructive feedback that drives behaviour change.
Describe the action with time, place and facts only. Drop words that guess motive or emotion. Example: “You were twenty minutes late for the 9am meeting.” That is objective feedback.
Pick impacts you can measure: wasted time, lost money, extra effort, missed target, hurt trust. State one or two facts, not feelings, so the listener sees the real cost.
Start with “In future, would you please…”. Add the specific action you want: arrive on time, call ahead, check facts. Keep it simple, doable and positive.
Yes. Swap a negative impact for a positive one. Praise the good result and ask the person to keep or repeat the helpful action next time.
Give feedback as soon as you can while details are fresh and emotions calm. Same day often works best; delay lets memory fade and weakens impact.

Thought of something that has not been answered? Ask us today.

Leadership and Management Training

Build resilience and a productive mindset

Our Leadership and Management Training covers exactly these themes; handling pressure, building a productive mindset, and leading with clarity.