Radical Candor
How To Get What You Want By Saying What You Mean
Kim Scott
"A revised edition of Kim Scott's perennial bestseller that created a cultural revolution and took workplaces worldwide by storm. Radical Candor is back with an all new foreword, afterword, FAQ, and radically candid performance review. From the time we learn to speak, we're told that if you don't have anything nice to say, don't say anything at all. When you become a manager, i...
Synopsis
"A revised edition of Kim Scott's perennial bestseller that created a cultural revolution and took workplaces worldwide by storm. Radical Candor is back with an all new foreword, afterword, FAQ, and radically candid performance review. From the time we learn to speak, we're told that if you don't have anything nice to say, don't say anything at all. When you become a manager, it's your job to say it-and your obligation. Author Kim Scott was an executive at Google and then Apple, where she worked with a team to develop a class on how to be a good boss. What emerged was her vital new approach to effective management, Radical Candor. 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, building a cohesive team, and achieving results you're all proud of. Radical Candor offers a guide to those bewildered or exhausted by management, for bosses and those who manage bosses. Taken from the author's experience and 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 love both their work and their colleagues"--rovided by publisher.
Related Articles
