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Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity Hardcover – March 14, 2017
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"I think this is an incredible book for anyone who is hoping to create better relationships in the workplace. Whether you manage 1 person or an entire company, this is for YOU." ―Rachel Hollis, New York Times bestselling author
"Scott’s experiences leading teams at Google and Apple led to this book, which espouses a workplace culture where leaders care deeply about their employees and challenge them to be their best selves.” ―Jeff Kinney, author of the bestselling Diary of a Wimpy Kid series, in the New York Times
"I raced through RADICAL CANDOR―it’s thrilling to learn a framework that shows how to be both a better boss and a better colleague. RADICAL CANDOR is packed with illuminating truths, insightful advice, and practical suggestions, all illustrated with engaging (and often funny) stories from Kim Scott’s own experiences at places like Apple, Google, and various start-ups. Indispensable." ―Gretchen Rubin author of NYT bestseller THE HAPPINESS PROJECT
"Reading Radical Candor will help you build, lead, and inspire teams to do the best work of their lives. Kim Scott's insights--based on her experience, keen observational intelligence and analysis--will help you be a better leader and create a more effective organization." ―Sheryl Sandberg author of the NYT bestseller LEAN IN
"Kim Scott has a well-earned reputation as a kick-ass boss and a voice that CEOs take seriously. In this remarkable book, she draws on her extensive experience to provide clear and honest guidance on the fundamentals of leading others: how to give (and receive) feedback, how to make smart decisions, how to keep moving forward, and much more. If you manage people―whether it be 1 person or a 1,000--you need RADICAL CANDOR. Now." ―Daniel Pink author of NYT bestseller DRIVE
"I read Kim's blog on Radical Candor and was immediately convinced that we needed to modify our culture. Being nice, was not nice at all. Not only does it hurt the company, but it also hurts the person who isn't receiving important feedback. We rolled out the Radical Candor framework at a 600-person company meeting six months ago. Despite having only applied modest reinforcement to date, we are already seeing the benefits. People will often start a conversation with "In the spirit of radical candor..." I love that it has allowed us to grab onto that phrase to transition toward a radically candid company. I can't think of a better way to improve our culture and, most important, help our people improve and develop. Thank you Kim!" ―Greg Schott, CEO of Mulesoft
"When I first heard Kim's presentation of Radical Candor, I was blown away. In a nicely compact 2x2 with just eight words, she perfectly summarized what I had known my whole career, but just didn't have the right way to say it. To me, Radical Candor was business poetry. Success in business is completely dependent on having the hard conversations and exposing the truth about what needs to happen in your organization. We all know how difficult those conversations can be and they are less effective if your team can't hear the message. Radical candor is about combining a desire to push the organization and achieve the vision while communicating in a way that lets your team know you care personally about them. I am so pleased when I hear an employee start a conversation, "In the vein of radical candor…”, as I know we will be speaking the truth and on a path to accomplishing great things." ―Christa Quarles, CEO of Open Table
"With Radical Candor, Kim has bottled some of Google's magic and shared it with the world." ―Shona Brown, former SVP Business Operations at Google
"Talk. Just talk honestly and candidly. Yet in the workplace, direct conversations are events to be avoided at all costs. Ask any manager―or employee. In response to this, former Googler, Apple-r, and jill-of-many-trades Scott has developed an ingeniously simple, practical practice routine that makes most of the performance issues in the employment world go away: radical candor... Her seven-step methodology―listen, clarify, debate, decide, persuade, execute, learn―is the tool by which bosses and employees get work done well. Plus it completely overcomes the paralysis and concerns during appraisal time. An amazing process that should work, when embraced and applied." ―Booklist
About the Author
- Item Weight : 1 pounds
- Hardcover : 272 pages
- ISBN-10 : 1250103509
- ISBN-13 : 978-1250103505
- Product Dimensions : 6.42 x 1 x 9.5 inches
- Publisher : St. Martin's Press; 1st Edition (March 14, 2017)
- Language: : English
- Best Sellers Rank: #30,336 in Books (See Top 100 in Books)
- Customer Reviews:
Top reviews from the United States
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I found this inconsistency puzzling. Usually when someone gives lip service to a concept such as servant leadership but behaves another way, my first question is whether they understand the concept well enough. Maybe it's an education problem. But the author appears to be highly educated and widely read, and runs a company that helps companies implement management practices, so I don't think ignorance is the answer to the puzzle.
I don't know the answer. I'll never know it. But I have had the misfortune of working with executives who understand concepts like servant leadership, and use the language fluently, but who have terrible self-awareness blind spots (aided by a lack of listening skills) that keep them from seeing just how hierarchical and non-servant they are. This is the most charitable interpretation. I hope it's the case here. Because the other situation (I've experienced) is that the executive is a sociopath, skilled at appearing to be a culture fit, but ultimately more skilled at using people for their self-enrichment and power fantasy fulfillment.
I wish I hadn't picked up this icky vibe, which other reviewers also noticed and commented on, because it made it difficult to suspend disbelief and judgment and really read with an open mind. The self-aggrandizement is just hard to get over.
Overall, the internal inconsistency of this book makes it a dangerous tome. The sort of "management bible" that can be used to justify many good practices and many bad ones. Already, in the short time it's been out, I've seen the book used by a bullying manager to deliver obnoxiously aggressive feedback labeled as "radical candor." I fear that this book will be a greater friend to legions of sharp-elbowed jerk managers than to the cowardly types who veer into "ruinous empathy" (which, in my experience, is usually a bigger problem with a company culture, and the individual manager isn't the right locus of attention).
My conclusion is that I don't think there's nearly enough attention and thoughtfulness around the "care personally" dimension of the book's core framework. Other writers and thinkers such as Fred Koffman, Thich Nhat Hanh, Frederic Laloux, Diana Chapman, Edgar Schein, and Marshall Rosenberg... to name just a few who are leagues above this book in terms of conscious attention to the human and humane elements of working well with others.
You can learn more from several of the Patrick Lecioni books and they are more fun to read. About halfway through the book, I stopped and donated to the library. This is suitable for a newer manager to read.
Good times. Thanks Kim. Is it too passive aggressive for me to give my current manager a copy of this book?
The book was a little "round and round" on these two key points. Can really see how a newbie manager could benefit from this book.
Top reviews from other countries
Feedback is such a simple thing, but so hard for individuals and teams to get right without conscious practice. Radical Candor is an accessible and compelling companion for anyone trying to improve this aspect of their work.
I highlighted many passages and shared them with colleagues as I read this book - a sign that reading it was time well-spent.
Being too open and/or too candid in the office rather is a hindrance and not appreciated. Actually, being too open to your boss and/or coworkers opens the door for jealousy and backstabbing which is a threat to any career. (Of course, other people's experiences may vary.)