The Radical Candor
The author, Kim Scott was the previous Director of AdSense with over 700 direct reports. Now, she is the CEO of Candor, Inc. where she serves as an executive coach for several notable CEOs, including those at Twitter and Dropbox. Kim perceived radical candor as the ability to care personally about people you work directly with while still challenging them directly. When you care about them, you want to help them get better. Radical Candor is a simple, direct and candid book that puts emphasis on being sincere and putting a stop to beating around the bush. The author gave a formula which is:
Radical Candor = Care Personally + Challenge Directly
The first dimension, care personally, is about being more than just professional. It is about giving a damn, spending time beyond necessary work, sharing more than just your work self and encouraging everyone who reports to you to do the same. If those that report to you hide behind policies, ethical politics and strict-minded process, they should not be on your team and not join you as part of your leadership team.
The second dimension, challenge directly, involves telling people when their work is not good enough and why. This can include, being honest when they are not going to get the promotion they wanted, when you are going to hire a new boss over them or telling them when the result does not justify the investment.
Radical Candor reveals that most people are afraid to challenge directly and many fail to care personally. In Radical Candor, the author helps us to understand the essentials of communicating, precisely in terms that drive efficient team performance. She provides a practical framework to help guide your interactions and help you recognize when you are not challenging directly and caring personally. The framework includes four quadrants:
- Manipulative Insincerity: This is not caring or challenging the person at all. It is failing to give needed criticism or giving praise when you don’t really mean it.
- Ruinous Empathy: This is caring for the person but in the wrong way. It is worrying about hurting the person’s feelings so you soften the criticism to protect them or giving praise that isn’t specific enough for the person to understand what they did well.
- Obnoxious Aggression: This is challenging the person without showing that you care. Giving criticism in an unkind manner or offering praise that in a manner belittling to them or others.
- Radical Candor: This is challenging the person while showing them you care. It is being specific in your criticism so they understand how to improve. It is being clear with your praise so they know exactly what you appreciate about them and their work. In essence, giving a damn about your people that you take the time to properly give them the good and the bad when it is needed, even when it is uncomfortable.
The author urges that radical candor should be practiced not only in organizations but amidst teams as well. She said “to be radically candid; you need to practice it “up,” “down” and “sideways.” Create honest and attainable growth management plans once a year for each person who works for you. Hire the right people, fire the appropriate people, promote the deserving people and reward only the people who are doing great balanced work. Too many leaders focus on being professional and do not care personally. In doing so, we actively avoid crossing lines of friendship and ultimately wind up caring about things that actually stand in the way of our end goals.
We are in a beat-around-the-bush culture; Radical Candor dispels that mentality and helps transition managers into leaders who are able to successfully provide guidance to their people and it provides the framework for a leader to be effective when managing people in uncomfortable situations.
THE BIG THREE – KEY POINTS
Key point #1: Don’t just work hard at being professional, adopt the radical candor approach.
Key point #2: Don’t triangulate in interpersonal conflict.
Key point #3: Radical candor is about caring enough to speak directly, and as a leader, being honest with yourself and the people that report to you.
One last thing:
“When leaders are too invested in everyone getting along, they also fail to encourage the people on their team to criticize one another, other for fear of sowing discord. They create the kind of work environment where being “nice” is prioritized at the expense of critiquing and therefore improving actual performance.” -Kim Scott