Radical Candor is a simple idea: to be a good boss, you have to Care Personally at the same time that you Challenge Directly. When you challenge without caring it’s obnoxious aggression; when you care without challenging it’s ruinous empathy. When you do neither it’s manipulative insincerity. This simple framework can help you build better relationships at work, and fulfill your three key responsibilities as a leader: creating a culture of feedback (praise and criticism), building a cohesive team, and achieving results you’re all proud of. Radical Candor offers a guide to those bewildered or exhausted by management, written for bosses and those who manage bosses. Taken from years of the author’s experience, and distilled clearly giving actionable lessons to the reader; it shows managers how to be successful while retaining their humanity, finding meaning in their job, and creating an environment where people both love their work and their colleagues.
“ "Radical candor" is the most effective of four leadership styles that Scott outlines in the book. Each leadership style, she writes, is a behavior and not a trait — meaning it can be developed. So if you're currently a mediocre or even a bad boss, you can work on that.” –Business Insider
“The kinds of relationships and results that can be achieved by radical candor are not trivial. It’s the difference between people punching a clock and people striving to realize their own, and your organization’s, dreams. As a boss, or an aspiring professional, choose radical candor over its forgeries.” – Forbes
Why do perfectly good companies have to die? They don’t. Companies can avoid or overcome almost any business challenge with the right talent. It’s when organizations don’t regenerate their talent—and with it their supply of new ideas, approaches, and solutions—that they flounder. The wisdom of talent spawner—whom we call superbosses—isn’t merely
Perhaps more than any of the other dysfunctions, the leader must set the tone for a focus on results. If team members sense that the leader values anything other than results, they will take that as permission to do the same for themselves. Team leaders must be selfless and objective and
Leaders Eat Last attempts to help us understand why we do what we do. Almost all of the systems in our bodies have evolved to help us find food, stay alive and advance the species. However, for a lot of the world, and certainly throughout the developed world, finding food and
From the time we learn to speak, we’re told “if you don’t have anything nice to say, don’t say anything at all.” While this advice may work for everyday life, it is a disaster when adopted by managers.
A central difficulty of management, the thing that goes to the heart of being a good boss but often goes overlooked, is establishing a trusting relationship with each person who reports directly to you.
It’s not enough to care only about people’s ability to perform a job. To have a good relationship, you have to be your whole self and care about each of the people who work for you as a human being. It’s not just business; it is personal.
It happens all too often that bosses view employees as lesser beings who can be degraded without conscience; that employees view their bosses as tyrants to be toppled; and that peers view one another as enemy combatants. When this is the toxic culture of guidance, criticism is a weapon rather than a tool for improvement.
When bosses are too invested in everyone getting along, they fail to encourage people to criticize one another. They create the kind of work environment where “being nice” is prioritized at the expense of critiquing, and therefore, improving actual performance.
Even though relationships don’t scale, culture does. Your relationships and your responsibilities reinforce each other, and from that interaction your success flows and your culture grows.
What we bring to work depends on our own health and well-being. Managers who create a stable foundation for themselves are invariably more effective at building teams on which people can do the best work of their lives.
Building radically candid relationships requires you to walk a fine line between respecting other people’s boundaries and encouraging them to bring their whole selves to work.