Enter your mobile number or email address below and we'll send you a link to download the free Kindle App. Then you can start reading Kindle books on your smartphone, tablet, or computer - no Kindle device required.
To get the free app, enter your mobile phone number.
Other Sellers on Amazon
+ Free Shipping
+ Free Shipping
+ Free Shipping
Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity Hardcover – March 14, 2017
|New from||Used from|
"Rebound" by Kwame Alexander
Don't miss best-selling author Kwame Alexander's "Rebound," a new companion novel to his Newbery Award-winner, "The Crossover,"" illustrated with striking graphic novel panels. Pre-order today
Frequently bought together
Customers who bought this item also bought
Customers who viewed this item also viewed
"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
Kim Scott is the author of Radical Candor: How To Be a Kickass Boss without Losing your Humanity, to be published by St Martin's Press in March 2017. Kim is also the co-founder of Candor, Inc., which builds tools to make it easier to follow the advice she offers in the book. She is also the author of three novels.
Author interviews, book reviews, editors picks, and more. Read it now
Top customer reviews
There was a problem filtering reviews right now. Please try again later.
If you're a new leader and relatively hard charging or curious about how Google or Apple does it, buy the book. If you are a new leader that is patient and careful, there are better books for you. Don't get me wrong, there are a couple things I pulled from it but overall I think I was put off by the authors (what I perceived) ego. For example, I bought the audio book... she reads it. I know now why authors hire professional readers. She can read but the voice just kills me. Unfair, I know, probably a wonderful woman, very very accomplished, and incredibly smart. I would love to know her, just not in this format.
She's not afraid to illustrate the number one rule to getting ahead in big corporations: know the senior boss personally (in this case Sheryl Sandberg), and have her support you no matter how you screw up. After she joined Google (immediately as a manager, by the way --- she didn't have to work there as a leaf node), she managed to piss off enough of her team to lose several team members to transfers and departures. She writes:
The great thing about working at Google was that the company gave me a chance to fix my mistake. My boss explained exactly what I’d done wrong—and then let me hire people to replace those I’d lost. I was able to bring several people who’d worked for me at Juice to Google. (Kindle Loc. 1558)
Sounds kinda like she got rewarded for pissing off and demoralizing her existing team, doesn't it? In my experience, that was par for the course at large corporations, so don't hold it against her.
In any case, the book is actually a good one. Her thesis is that everything in management starts from relationships. Fundamentally, you have to have great relations with your team, to the point where when you provide negative feedback, they see it as being helpful, rather than becoming defensive or quitting. The tools she provides in the book to do so are labeled "Radical Candor." Her example is that if you see someone with their fly down, you should call it out instead of ignoring it and not giving them a chance to correct it. The same applies to verbal tics, annoyances, and of course, poor performance on the job. The book covers many such examples.
One of the best points of the book is that you need both "Rock Stars" and "Super Stars." The idea is that "Rock Stars" are high performers who are satisfied with their role, while "Super Stars" are constantly looking for the next challenge who will leave if you don't move them up quickly enough. This initially sounded to me like she was encouraging you to pigeon hole your employees but fortunately she mentions that the whole point of relationship building with your team is that you understand what phase of life she's in, and what she expects out of her work. She points out that because it is human nature to over-worship "Super Stars", you shouldn't actually make a big deal out of promotions:
Announcing promotions breeds unhealthy competition for the wrong things: documentation of status rather than development of skill. (Kindle Loc. 3656)
Note: Google isn't a great example: promotions were always a big deal, at least in engineering. Similarly, I'll note that Twitter had a singularly poor engineering culture, so her constant use of Dick Costolo as being a great manager kinda lost points with me rather than being the great examples she intended. Of course, Costolo himself might or might not have been responsible for Twitter's poor engineering culture, but bear in mind that her book's probably not intended to apply to engineering management.
With all that in mind, I enjoyed the book. Everything she writes about 1:1s, skip reporting, and management by walking around rings true. The emphasis on asking for feedback in order to model desired behavior (you want every employee to be constantly asking for feedback in order to improve) is first rate. The book's readable and full of specific examples and case studies.
My biggest criticism of the book is that Scott's ego-centricism means that she barely references prior work and doesn't even mention classics of management literature (I suspect that this means that she never read them!). But that in itself is not enough for me to avoid recommending this book for every manager, engineer or not.
The content I've listened to seems good so far, but the format is terrible.
The author uses enough clear examples that it’s almost as if the reader is practicing the skills in a workshop format. But it’s not tedious, and not fake like some kind of role-playing practice. The message is shared in story form, and it’s fun and engaging at the same time that you’re actually picking up the intended skills. Again, once you’ve read it, the skills just naturally begin showing up in daily life.
The chart in the book about how to “Get Stuff Done Without Telling People What To Do” is excellent. It cuts right to the heart of how to be an effective leader. I recommend it to anyone who is a boss of any kind.
Radical Candor book is refreshing, surprising, and effective. It’s not a typical business book. In fact, I it’s an instant classic. My copy will be on the shelf with Good to Great, 7 Habits, The Cashflow Quadrant, the writings of Peter Drucker, Warren Bennis, etc. Oh, and one of the best sections discusses different types of meetings and what each is good for (and not…). This segment is brilliant! Everyone who attends meetings should read it.
Note that the examples, principles and skills apply to people working in large corporations (e.g. the author worked at Google and Apple), midsize companies and small startups (where the author also has personal experience). Excellent book. 5 Stars.
Good times. Thanks Kim. Is it too passive aggressive for me to give my current manager a copy of this book?