Povej mi o času, ko si dal težko povratno informacijo sovrstniku.

Question

Accepted Answer

Intervjuvarji preverjajo, ali znaš biti **neposreden in prijazen hkrati** — specifičen, zaseben in osredinjen na vedenje, ne na značaj. Koristen okvir je **Situacija-Vedenje-Vpliv (SBI)**.

## Kako se lotiti

```text
SBI FRAME
Situation → when/where it happened
Behavior  → the specific, observable action (not a label)
Impact    → the effect it had on the team or work
Then: ask for their view and agree on a change
```

## Delovni primer

```text
S: A teammate's code reviews were so blunt that juniors stopped opening PRs.
T: I wanted reviews to stay rigorous but not scare people off.
A: I spoke with him privately: "In yesterday's review, the comment 'this is
   wrong' (behavior) led the author to avoid posting today (impact)." I asked if
   he'd try phrasing suggestions as questions.
R: His tone softened, PR volume recovered, and code quality stayed high.
```

## Dobro v. šibko

```text
✓ Private, specific, behavior-focused
✓ Two-way, not a lecture
✗ Vague ("you're too harsh")
✗ Public call-out or character attack
```

## Zakaj je to važno

Zadržavanje povratne informacije, da bi bil "ljubezniv", dejansko škodi ljudem — ne morejo popraviti tega, česar ne slišijo.

Osredinjenost na vedenje in vpliv preprečuje, da bi se počutil kot osebni napad, zato se prijema.

Spobnost dajanja težke povratne informacije je predpogoj za vodenje ekipe.