Radical Candor: How to Get What You Want by Saying What You Mean

by Kim Malone Scott

Bosses guide a team to achieve results.

three areas of responsibility that managers do have: guidance, team-building, and results.

A good rule of thumb for any relationship is to leave three unimportant things unsaid each day.

There are two dimensions to good guidance: care personally and challenge directly.

Radically Candid criticism To keep winning, criticize the wins

The secret to winning, he said, is to point out to great players what they could have done better, even when they have just won a game.

When bosses are too invested in everyone getting along, they also fail to encourage the people on their team to criticize one another for fear of sowing discord.

Start by asking for criticism, not by giving it

asking for criticism is a great way to build trust and strengthen your relationships.

“What could I do or stop doing that would make your lives better?”

One of the most common mistakes bosses make is to ignore the people who are doing the best work because “they don’t need me” or “I don’t want to micromanage.”

The best way to keep superstars happy is to challenge them and make sure they are constantly learning.

“obligation to dissent.”

“Consistency is the hobgoblin of little minds.”

Spending time with people from work in a more relaxed setting, without the pressure of work deadlines, can be a good way to build relationships.

trust is built on a consistent pattern of acting in good faith.

Holding regular 1:1s

Having annual “career conversations” is also an excellent way to strengthen your relationship

The “platinum rule” says, figure out what makes the other person comfortable, and do that.

Guidance is the “atomic building block” of management, but it is profoundly uncomfortable for most people.

“I’m going to describe a problem I see; I may be wrong, and if I am I hope you’ll tell me; if I’m not I hope my bringing it up will help you fix it.”

GOOD guidance should happen in a conversation, in person.

When your direct reports own and set the agenda for their 1:1s, they’re more productive, because they allow you to listen to what matters to them.