This year was a big year for Candor, Inc. We launched a podcast, Radical Candor: How Not To Hate the Boss You Have or Be the Boss You Hate. We also launched a new app, the Candor Coach. It was also a big year for me personally. In March, my book...
Read More
This note from a nurse-midwife who decided to become a manager made our week. When a really good person decides to become a manager, the world becomes a better place. It's not only managerial leverage, it's good person leverage!
As we’ve mentioned in a couple of podcast episodes (Ep 13: Help! My Boss is a Micromanager and Ep 8: How to Give Feedback to Your Boss), sometimes no matter how hard you try, no matter how much great feedback you solicit and give, a job just isn’t...
Two of my goals in starting Candor, Inc. and also in writing Radical Candor are to help others learn from my mistakes, and to encourage leaders to be open about the mistakes they make. There are several benefits to being self-critical publicly. One,...
When talking about Radical Candor, I often get asked about how it applies to different cultures. Can Radical Candor be used for feedback and interactions across countries and cultures? Do you have to approach it differently for different cultures?...
Radical Candor can be applied not just in feedback conversations, but in all interactions. Think for example about Radical Candor during meetings, brainstorming, public relations, etc. Each of these types of communications have their own unique...
When you’re the boss, it’s really hard to get people to tell you what they really think -- to be Radically Candid with you. Showing that you want feedback and genuinely appreciate it when it’s given is key. The worst thing you can do is to criticize...
Giving feedback in person is one of the tenets of our HIP approach to Radically Candid feedback. Having real, human, in-person feedback conversations is important for two reasons:
A number of people have written in asking for advice on reacting to and soliciting feedback from their boss. The short answer is, try to make it easy for them to say what they're really thinking.
DILEMMA: Providing criticism to senior executives can be a daunting undertaking. How do you practice Radical Candor with executives, especially if you know they haven’t been receptive to criticism in the past?