Book Recommendation: "Radical Candor" By Kim Scott

I recommend this book for aspiring Leaders, Senior Management, or anyone looking to improve how to provide meaningful and truthful feedback with compassion This book offers the reader actionable and practical information for creating "Radically Candid Relationships" with each employee or colleague The author explains that to do this, Leaders must first lay a strong foundation of trust with their teams Taking the time to understand what drives and motivates each employee, giving them the necessary support to prosper, and having their back when things get tough.

The author provides valuable strategies to create a culture where employees and leaders are open and willing to give and receive honest guidance The author explains how leaders who "Care Personally" and "Challenge Directly" can provide and receive direct feedback, even when challenging.

Clarifying the "Radical Candor" Meaning - Updated Book edition:

There are two editions of this book. In the revised edition, the author asks readers to avoid misusing "Radical Candor" as an excuse to be cruel to employees or mask hurtful and unkind behavior as candid coaching. She explains that after publishing the first edition, she realized she needed to clarify this critical misconception. Therefore, in the new edition, she emphasizes that the meaning and purpose behind the "Radical Candor" philosophy is to provide direct and honest guidance with "Compassion."

Why is being a "Radical Candid" Boss so hard:

Being "Radically Candid" is uncomfortable and may take you outside your comfort zone. To be a

" Radical Candid" Boss takes practice and conscious effort. The author explains that being "Radically Candid" is not just something you say before starting your coaching sessions, "Let me be radically candid with you," and then continue with uncaring criticism meant to deflate, discredit, or demean. Or for offering insincere flattery and praises to avoid a tough conversation.

In addition, this book introduces the reader to "The Radical Candor Quadrants." These quadrants help the reader determine the type of Boss and communication style they tend to be and use with their team.

The four quadrants below are at the core of the "Radical Candor" philosophy:

"Ruinous Empathy": This Boss cares very much for the employees but is afraid to challenge them, avoiding ruffling feathers. The fear of offending or hurt feelings obstructs any meaningful and truthful conversation. Empty praises are the main form of communication, even when the work is below average or inaccurate.

"Manipulative Insincerity": This type of Boss doesn't care about the employee. In most cases, they only care about how they are perceived. So, they play nice by providing "Manipulative" and fake praises for their own advantage. They avoid all types of confrontations or honest feedback that could help the employee. This type of Boss may also be disengaged and simply wasting time.

"Obnoxious Aggression": This type of Boss use asperity and humiliation to communicate areas of improvement. Sadly, if the Boss is not a "Radical Candid" Boss, then the next best quadrant will be this one. At a minimum, the employee will know the areas of improvement, even if they must lick their wounds after each conversation.

"Radical Candor": As per the author, this is the desired quadrant where bosses need to be. A "Radical Candid" Boss will "Care Personally" and "Challenge Directly." They will use both honest praises and criticism when sharing areas of improvement and guidance. This quadrant works when there is a strong relationship based on trust and empathy.

One of the biggest challenges in implementing this philosophy:

This book encourages leaders who want to be "Radically Candid" to start by soliciting feedback on their job performance. Showing employees that giving the boss guidance on how to do a better job is encouraged and rewarded. As eloquently stated by the author, "Prove you can take it before you start dishing it out." (Scott, 2019, p. 228)

However, convincing Leaders to invite criticism from employees is where the "Radical Candid" concept may hit the most significant roadblock. Soliciting feedback may be a tricky area to master for many leaders. Most leaders are happy to offer "Words of wisdom" but unwilling to put themselves out there to receive it back.

Paving the road before you start the "Radical Candor" journey:

The author emphasizes that as Leaders, "Is your moral obligation" to provide meaningful and honest guidance to employees. However, the author urges that before starting a challenging conversation with an employee, there must be a caring and honest relationship between them, where there is evidence, the leader is committed to the employee's well-being. However, even when you have created a strong relationship of trust with your team, it is human nature no to want to hear bad news regarding job performance. But if you have taken the time to solidify trusting and meaningful relationships, the feedback will be welcome and appreciated even when difficult to hear.

Just a matter of time:

Another important takeaway from this book is that when leaders are not honest with their employees, they are only postponing an inevitable ending; or the sad continuation of an unhealthy and turbulent working relationship based on resentment and mistrust. Without truthful and candid feedback, employees are in the dark about valuable information that could save their job or help them make a career change without unnecessary drama. Without truthful coaching, the employee keeps making the same mistakes, creating a vicious cycle of errors and low productivity. Unfortunately, the ineffective Boss stands by and does little to address areas of concern with "Candor." Instead, they will continue the unfortunate path of "Ruinous Empathy" and "Manipulative Insincerity" or may turn their frustration into "Obnoxious aggression."

Leading others:

This book resonated with my leadership style. My leadership style aligns closely with the "Inclusive Leader" philosophy. Inviting everyone to voice their opinion and ideas without fear, admitting blind spots and personal vulnerabilities, and cultivating healthy and trusting relationships while challenging the team and myself to look outside our comfort zone. Being a "Radical Candid" Leader sounds very close to this. My primary goal was to make a positive difference in my team's and my members' lives. It is rewarding when your words, actions, and guidance are a source of positive influence and inspiration for someone to thrive and achieve goals and aspirations.

Opening yourself to feedback:

I have also received candid and challenging feedback, which is seldom a comfortable space, but I knew with certainty that my Boss cared for me and only wanted me to thrive. I appreciated her honesty and compassion when providing vital information for my development. The information may have tasted like sour medicine at times, but this patient needed it. I will cherish her honesty, insight, support, and encouragement throughout the many years working together. We created a solid bond that remains even after leaving the company. I also felt comfortable giving her guidance on areas where she could improve.

I realized that not everyone is as fortunate as I was to have worked among friends. I was lucky to work for a Leader who welcomed and encouraged my "Out of the Box" ideas, where mistakes were acknowledged but not used to decimate one's self-worth. We found the silver lining even on the most trying issues and difficult days, and there were plenty of those. The work is more meaningful and engaging when you feel appreciated and heard. Finding a job where the people around you are a source of inspiration and support is a remarkable thing that I wish for everyone.

Equally important was the feedback I received from my team; I learned so much from them and will always be grateful for their "candor" and love. At the time, I didn't know we were being "Radically Candid;" Kim Scott would be proud.

"Obnoxious Aggression" Feedback with a stick:

Receiving "constructive criticism" or feedback from 'superiors" who have not taken the time to develop a meaningful working relationship with the employee is an unpleasant and even humiliating experience, even when the feedback is true. Unfortunately, most of us, at one point in our careers, have received or provided "constructive criticism" in the form "Obnoxious Aggression."

I pride myself on my resilient and optimistic nature; but when you receive "Obnoxious aggressive" feedback, it is like stepping on sharp glass. When "Obnoxious Aggression" comes disguised as well-meaning guidance, the excruciating commentary feels like a good scolding; the message stays with you and lingers. As a result, you may feel inadequate or even incompetent, but strangely, those feelings of momentary ineptitude are also excellent fuels to improve yourself and reach higher ground. So, thank you to the "Obnoxious aggressive" individuals that propelled me to be better, even if I had to pull the sharp glass from my feet after our encounter.

In closing, this book is a must-read for caring leaders looking to improve their communication style and working relationships with their teams and colleagues. What Kim Scott proposes in this book is not a simple feat, it is a challenging road, but it is not an impossible task. At the core, "Radical Candor" is about building solid relationships that will shape the path for confident and happy individuals working effectively together for a shared vision. It takes passion and commitment to create a "Radical" high-performing team that is optimistic, creative, and eager to succeed.