Radical Candor by Kim Scott

radical candor

Kim called the people on her team who got exceptional results of the war on a more gradual Growth trajectory ~rock stars.~

The people who are on a steeper growth trajectory the ones who go crazy if they were still doing the same job in a year she called ~superstars.~

At Apple as a Google the bosses ability to achieve results had a lot more to do with listening and seeking to understand that he did with telling people what to do; more to do with the baiting the directing; what to do with pushing people to the side then with being that the decider; more to do with persuading them with giving orders; more to do with learning then with knowing.

Ultimately, though, bosses are responsible for results. They achieve these results now by doing all the work themselves but my God and the people on their teams. Bosses guide a team to achieve results. Guidance team and results: these are the responsibilities of any boss. Establishing a trust relationship with each person who reports directly to you.

Move Towards Radical Candor

~The first dimension~ is about being more than just professional it’s about giving and then sharing more than just your work self and encouraging everyone reports to you to do the same this is about caring personally.

~The second dimension~ involves telling people when the work isn’t good enough and when it is this is about challenging directly.

~Radical Candor~ is what happens when you put care personally and challenge directly together radical candor builds trust and open the door for the kind of communication helps you achieve the results you’re aiming for. As the people who report to you become more radically candid with each other, you spent last time meeting.

Part of the job is to figure out how to create more joy in last misery.

Show some vulnerability to the people who report to you admitting when you’re having a bad day creating a safe place for others to do the same.

There are few things more damaging to human relationships than a sense of superiority.

Challenging others and encouraging them to challenge you helps build trust and relationships because it shows you care enough to the point of both the things that are going well in those that are in that you are willing to admit when you’re wrong and that you are committed to fixing mistakes that you or others have made. But because challenging often involves disagreeing or say no, this approach embraces conflict rather than avoiding it.

You have to except that sometimes people on your team will be mad at you. In fact, if nobody is ever met you, you probably are challenging your team enough. The hardest part of building the trust is inviting people to challenging, encourage them to Challenger directly enough that you may be the one who feels upset or angry.

~Read page 22.~

~Obnoxious aggression.~ When you criticize someone without taking even two seconds to show you care, your guidance feels obnoxiously aggressive to the recipient.

~Ruinous empathy.~ There’s a Russian anecdote about a guy who has to amputate his dogs tail but he loves him so much they cut it off an inch each day rather than all at once. His desire to spare the dog pain and suffering only leads to more pain and suffering. Don’t allow yourself to become that kind of boss! Ruinous empathy is responsible for the vast majority of management mistakes I’ve seen in my career.

When giving people praise, investigate until you really understand who did work and why it was so great being specific and thorough with praise as with criticism. Go deep into the details.

Moving toward radical candor. Start by getting feedback when you do start giving you start with praise no criticism. Make sure you understand what the border between radical candor and obnoxious aggression is.

Your job is not to provide purpose but instead to get to know each of your direct reports well enough to understand how each one derives meeting from their work.

You don’t want to be an absentee manager anymore than you want to be a micromanager. Instead, do you want to be a partner that is, you must take the time to help the people doing the best work overcome obstacles and make their good work even better. This is time-consuming because it requires that you know enough about the details of the person’s work to understand the nuances. It often requires you to help do the work, rather than just advising. It requires that you are you ask a lot of questions and that you challenge people that you roll up your own sleeves.

~Listen -> Clarify -> Debate -> Decide -> Persuade -> Execute -> Learn -> Repeat~

First, you have to listen to the ideas of people on your team have them create a culture in which they listen to each other. Next, you have to create space in which ideas can be sharpened and clarified, so make sure these ideas don’t get crushed before everyone fully understands or potential usefulness. But just because an idea is easy to understand doesn’t mean it’s a good one. Next you have to debate ideas intestine more rigorously. Then you need to decide quickly but not too quickly. Since not everyone will have been involved in the lesson clarify the day the side part of the cycle for every idea, the next step is to bring the broader team along. You have to persuade those weren’t involved in the decision that it was a good one, so that everyone can execute it effectively then, have an executed, you have to learn from the results whether or not you did the right thing and start the whole process over again.

You’ll be heard more accurately if you take the time to understand the people you were talking to. You need to push them to communicate with such precision and clarity that it’s impossible not to grasp their arguments.

The bad decisions that result are among the biggest drivers of organizational mediocrity and employee dissatisfaction. Create a clear decision making process that empowers people closest to the facts to make as many decisions as possible.

What did you do to address their emotions? Sometimes the logic may seem self evident to you so you fail to share with others when you know something deeply it’s hard to remember the others don’t therefore show your work.

Execute. As the boss, part of your job is to take a lot of the collaboration tax on yourself so that your team can spend more time executing. Don’t waste your teams time keep the dirt under your fingernails and block time to execute.

Relationships

I learn to focus first on staying center myself so that I could build relationships with each of the people who work for me. Be relentless insistent on bringing your fullest and best self to work and taking it back home again.

If you have to use someone else’s name or authority to get a point across there’s a little merit to the point you might not believe in yourself

When somebody is frustrated or angry or upset enough about the situation at work that they react emotionally question this is your cue to keep asking questions until you understand what the real issue is. If you feel guilty about the fact that they are upset, you’re more likely to have a defensive reaction than a compassionate one. Your defensive reaction can lead you, intern, to unintentionally patronize or cold behavior.

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