Radical Candor: Be a Kickass Boss Without Losing Your Humanity<\/a>.<\/p>\nWe highly recommend the book. But if you want the highlights, or simply a sneak peek, read on.<\/p>\n
The three responsibilities of a leader<\/h2>\n
According to Scott, a leader must accomplish three things: create a feedback culture (praise and <\/i>criticism), form a cohesive team, and produce results everyone is happy with.<\/p>\n
Okay, that\u2019s easier said than done. But Scott says it all comes down to your communication style.<\/p>\n
The four types of communication<\/h2>\nManipulative insincerity<\/h3>\n
You don\u2019t give negative feedback because you want to avoid the awkwardness it\u2019ll cause or <\/i>are too lazy to voice your concerns.<\/p>\nRuinous empathy<\/h3>\n
You don\u2019t give negative feedback because you\u2019re worried you\u2019ll make your employee feel bad.<\/p>\n
Obnoxious aggression<\/h3>\n
You give negative feedback, but you don\u2019t care about your employee, so it\u2019s hurtful.<\/p>\n
Radical candor<\/h3>\n
You give negative feedback, but you care about your employee and deliver it with empathy, so it\u2019s effective.<\/p>\n
Unsurprisingly, Scott wants us all to practice radical candor.<\/p>\n
But how?<\/p>\n
Figure out what drives your employees<\/h2>\n
To care about your direct reports, you need to understand what motivates them. Scott gives us two more categories:<\/p>\n
Superstars<\/h3>\n
\u201cAgents of change\u201d\u2014highly motivated, always looking for opportunities to grow.<\/p>\n
Rockstars<\/h3>\n
\u201cAgents of stability\u201d\u2014content with the status quo, looking for stability.<\/p>\n
Neither type is better than the other. If everyone on your team is a superstar, you\u2019ll have trouble keeping them all satisfied and engaged. If, on the other hand, everyone is a rockstar, you\u2019ll struggle to keep the team\u2019s momentum.<\/p>\n
Identify the superstars and rockstars on your team. Then go a step further and probe into their long-term goals. How does this role fit into the bigger picture for them?<\/p>\n
Knowing these details about each person you manage will show them that you\u2019re invested in their growth and help you help them<\/i>.<\/p>\nEncourage healthy debate<\/h2>\n
A leader should not be a dictator. Scott explains that making big decisions by yourself\u2014even though it might seem like the most efficient route\u2014will alienate your team. And that\u2019ll sabotage your plan because, remember, they\u2019re the ones who will be executing it!<\/p>\n
If you want your employees\u2019 buy-in, you must involve them in the discussion. Scott shares this framework:<\/p>\n
Listen<\/h3>\n
Really listen, rather than waiting for your turn to talk. Make it clear you care about your team\u2019s opinions.<\/p>\n
Clarify<\/h3>\n
Don\u2019t react until they\u2019ve had a chance to fully explain their idea. Ask questions rather than immediately saying, \u201cThat won\u2019t work because\u2026\u201d or \u201cWe shouldn\u2019t do that since\u2026\u201d<\/p>\n
Debate<\/h3>\n
Encourage (respectful) discussion. The best ideas are born from a lot of back-and-forth.<\/p>\n
Decide<\/h3>\n
Now make the call. As the leader, you have the final say.<\/p>\n
Persuade<\/h3>\n
Share the plan with the larger team. It\u2019s your job to sell this idea to the higher-ups.<\/p>\n
Execute<\/h3>\n
Manage the plan\u2019s execution.<\/p>\n
Learn<\/h3>\n
Reflect on the results, ask yourself whether you\u2019d do the same thing again and\/or what you would change, and then apply those takeaways to the next project.<\/p>\n
Solicit feedback<\/h2>\n
There\u2019s a simple way to earn your team\u2019s respect and show them you\u2019re receptive to hearing feedback, too.<\/p>\n
Ask them, \u201cHow can I support you more effectively? Is there anything I\u2019m doing that makes your job harder?\u201d<\/p>\n
Take what you learn and apply it. After you\u2019ve done this a few times, it\u2019ll be clear that you\u2019re invested in the process.<\/p>\n
Scott also encourages managers to print out the Radical Candor matrix (which lays out the four communication types) and follow up with employees after their last interaction to see where they\u2019d place it on the grid. Finally, radically candid bosses should eliminate any potential for backstabbing. Don\u2019t act as the go-between for two of your reports; get them to talk to each other and try to resolve their issues first before coming to you. This makes your team culture healthier and more honest.<\/p>\n","protected":false},"excerpt":{"rendered":"
\u200bLots of professionals have stories about their coworker, mentor and, most commonly, boss being really honest with them\u2014and that …<\/p>\n","protected":false},"author":70,"featured_media":521,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[10,26,27],"tags":[],"class_list":["post-520","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-blog","category-client","category-consultant"],"acf":[],"yoast_head":"\n
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