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Rolling Out Radical Candor: Part One

We love working closely with teams rolling out Radical Candor, and offer coaching, training and customized workshops. We can help teach you to:

  • share the ideas with your team and learn how to tell your feedback stories;
  • practice key skills like soliciting feedback, offering meaningful praise, and giving helpful criticism; and
  • create a culture of guidance so that all the burden of feedback doesn’t fall on your shoulders.

We also work with leaders to help you build more cohesive teams and to achieve results collaboratively. Let us know how we can support you.

We love doing this work so much and care so deeply about these ideas that we would do it for free if we could. Alas, we need to keep body and soul together. However, to help organizations that don’t have budget for Candor Coaches, we are offering a free “roll-your-own-Radical Candor-rollout.”

Here is our recommended Order of Operations (part 1 of 2-part series):

Step 1. Share your stories.

Explain Radical Candor to your team so they understand what you’re up to. You can also ask them to read the book, show them videos from the Radical Candor website, or from the series we created with Amazon, Day One: Insights for Entrepreneurs.

But it’s best if you explain it in your own words. What is your version of the “um” story or the “Bob” story? Tell your stories to your team. Show some vulnerability. Your personal stories will explain, better than any management theory, what you really mean and show why you really mean it. That’s why I told all those personal stories in this book. Your stories will mean a lot more to your team than mine do, because they mean something to you.  

Step 2. Solicit feedback: Prove you can take it before you start dishing it out.

Start asking your team to criticize you. Review “soliciting impromptu guidance” in Chapter Six. And remember, don’t let people off the hook when they don’t say much—because they won’t, at first. Embrace the discomfort to move past it. Pay close attention if you aren’t getting any criticism.

If you want, you can copy the Radical Candor framework in Chapter Two and track who’s saying what to you there. Just because people aren’t criticizing you doesn’t mean they think you’re perfect. If you realize that you’re not getting any criticism, try Michael Dearing’s “Orange Box” technique (see “orange box” in Radical Candor, Chapter Six).

Soliciting guidance, especially criticism, is not something you do once and check off your list — this will now be something you do daily. But it’ll happen in little one- to two-minute conversations, not in meetings you have to add to your calendar. It’s something to be conscious of, not something to schedule. It will feel strange at first, but once you get in the habit, it’ll feel weird not to do it. You won’t ever “move on” from getting guidance any more than you’ll ever move on from having to drink water or brush your teeth. But don’t stop there.

Step 3. Growth Management: Career Conversations.

In order to build a great team, you need to understand what motivates each team member, and how each person’s job fits into their life goals. A leader at Apple had a good way to think about different types of ambition: rock stars are solid as a rock, and a force for stability at work (think Rock of Gibraltar, not Bruce Springsteen), while superstars are highly-ambitious change agents, constantly seeking new opportunities.

The most important thing you can do for your team collectively is to understand what growth trajectory each team member wants to be on at a given time, and whether that matches the needs and opportunities of the overall team. Learn more about our Growth Management philosophy in First Round Capital’s Warning: This is Not Your Grandfather’s Talent Planning.

To be successful at growth management, we recommend a series of three Career Conversations you’ll have with each team member. Begin with people you’ve been working with the longest. (Review “Career Conversations” in Chapter Seven and The Problem with Career Conversations Today for more background.)

When done well, these conversations should connect a person’s past – gaining a detailed understanding of who they are and what motivates them at work through their life story – with their future – the wildest dreams they have for themselves at the pinnacle of their career.

Conversation 1: Learn what motivates your team member, what they value, the things that drive them; their Life Story.

Conversation 2: Understand where someone wants to be at the pinnacle of their career; their Dreams.

Conversation 3: Plan for the present with a Career Action Plan.

“We have to understand the past and the future in order to know what to do in the present, what to do right now.”

Like getting criticism from your team, Career Conversations are not something you do once and check off the list. Remember, people change, their growth trajectory changes, and you need to change with them! That’s why it’s a good idea to do one round of Career Conversations a year with each of your direct reports during your 1:1 time.

Step 4 / Ongoing: Perfect your 1:1 conversations.

In parallel — because it will take you at least three to six weeks to get through these three Career Conversations with everyone on your team, since you want to leave a week or two between each of the three conversations — make sure you are having meaningful 1:1 conversations with your direct reports.

First, make sure you actually have the meetings! We have to start at the beginning here, because it’s simply not the case that all managers are holding regular 1:1s. 1:1s are quiet, focused collaboration time for employees and bosses to connect. It’s also the most important chance for you to hear from your employee, and it’s their time, not yours. (Review 1:1 conversations in Chapter Eight and How to Have Effective 1:1s.)

It’s equally important for you to figure out how to enjoy the conversations. If you feel like they are “calendar clutter,” your approach is not going to work. Quit thinking of them as meetings and began treating them as if you are having lunch or coffee with somebody you are genuinely eager to get to know better.

If scheduling them over a meal helps, make them periodic lunches. If you and your direct report like to walk and there’s a good place to take a walk near the office, make them walking meetings.

If you are a morning person, schedule them in the morning. If you are a person who has an energy dip at 2 P.M., don’t schedule them at 2 P.M. You have a lot of meetings, so you can optimize the 1:1 time and location for your energy. Just don’t be a jerk about it. You may like to wake up at 5 A.M. and go to the gym. Don’t expect the people who work for you to meet you there.

After you have explained Radical Candor, asked for guidance, had career conversations, and improved your 1:1 conversations, you’ll notice that you are earning your team’s trust and building a better culture.


Step 5. Give Guidance — Praise & Criticism — but make sure to focus on the good stuff.

Now you’re ready to start improving the way you give impromptu praise and criticism. Remember, impromptu guidance happens best in one- to two-minute conversations. (Review “Giving impromptu guidance” in Chapter Six.) Make sure you gauge your guidance. (Review “Gauge your impromptu guidance. Get a baseline, track your improvements” in Chapter Six.)

You may think you’re being radically candid, but one person may not have heard any criticism at all, another may have heard it as ruinously empathetic, and yet another as obnoxious aggression. You have to adjust for each individual. You have to be not just self-aware but relationally- and culturally-aware.

Step 6. Take a deep breath. Assess.

How’s it going? What’s working? What’s not working? Who can you talk to? Can your boss help? Your team? A mentor outside of work? A coach? Others from the Radical Candor community? Would you like to ask me a question?

Don’t try to do more new things until you feel 1) you’ve made good progress on the fundamental building block of management: getting and giving guidance, 2) you’ve gotten to know your direct reports better through your Career Conversations, and 3) you’re happy with your 1:1s.

Stay tuned for Part II…and keep us posted on what’s working, what’s not, and how we can help!

Video: A Ruinous Empathy Story

Kim shares a story about a time that she describes as the worst moment of her career. She learns a hard lesson after being Ruinously Empathetic with one of her employees for a period of several months. Although she Cares Personally and tries to be “nice,” her lack of Direct Challenges causes issues for her, for the employee, and for her whole team.

Watch her story:


Listen to episode 4 of the Radical Candor podcast to hear Kim and Russ discuss this story and provide tips for avoiding Ruinous Empathy.

Have you found yourself in a position like this one? We’d love to hear your story! Reach out in the comments below or on Facebook.

Reward the Candor

One of the tips we shared in our post about how to get more feedback is to reward feedback to get more of it. If you want to get others to open up and tell you what they think, you have to show them that you appreciate it. It’s a risk for them to tell you what they think, and if the risk isn’t worth it — if they are punished for their real-talk or see that it is ignored — they won’t continue taking it. So if you want to encourage people to continuing giving you important feedback, reward the candor!

In the end, you get the behaviors you reward. If you reward candor, if you reward straight-forward talk, you will get it.
— Jack Welch, speaking at Stanford Business School

We learned about a great example of rewarding the candor when we were at Instacart earlier this year. Max Mullen, co-founder of Instacart, uses Instacart carrot pins to thank and recognize someone when they offer him Radical Candor. He gives them a carrot pin to wear and gives them an extra carrot pin to pass on. When someone offers them Radical Candor, they can reward that candor with a carrot pin as well.


Now, as you walk around the 350-person Instacart office, you can see people wearing their carrot pins and recognize that they’ve been successful in Challenging Directly and showing they Care Personally.

During the visit to Instacart, Russ was lucky enough to earn one of the pins because of his Radical Candor :) He also of course received one to pass along to the next person who gave him Radically Candid feedback.

5 Ways to Encourage Feedback Between Others

We’ve written a lot recently about getting feedback from others and also giving feedback to them. You have to lead by example, so it makes sense to start by soliciting feedback and then to focus on giving it. But real managerial leverage comes when you learn to encourage feedback between others.

As just one person, if all the praise and criticism goes through you, you become a bottleneck. In order to foster a feedback culture and ensure that it scales across the team/company, it’s important to make sure that peers give and receive feedback to one another.

Here are some things you can do, in addition to leading by example:

1. Encourage people to talk directly

When someone tells you about something great a colleague did, urge them to also share that feedback directly with the colleague who did the great work! This will develop stronger relationships between peers, allow for more praise to be shared (again, you don’t want to be a feedback bottleneck), and provide more perspectives on what’s going well and why.

When there are issues, insist that people communicate them directly. Remind them that Radically Candid criticism is kind and clear. It’s kinder for them to tell their colleague about the issue that needs to be fixed than to report that issue to the boss. They’ll also be able to be more clear than you could, because they have the details and context of the issue.

Encourage Feedback


Don’t triangulate

The flipside of this is that if people come to you criticizing a colleague, don’t give them a chance to bring you into a triangle of complaining, name-calling, or back-stabbing. Talking with the person on each side of an issue individually may seem like being a good listener, but it usually means you’ll get one-sided, biased and incomplete stories plus hurt feelings. You are not being empathetic, you’re just stirring the pot!

You are a boss, not a diplomat. Shuttle diplomacy won’t work for you.

When you triangulate, you end up creating politics. Each side becomes suspicious that you’re talking behind their back (which you are). The two begin to distrust each other and a toxic relationship develops. You can avoid this by simply asking them to talk to each other directly.

2. Facilitate clean escalation

Part of your job as the boss is to offer fair, efficient conflict resolution. Sometimes people on your team will run into a conflict they can’t resolve. They may be able to challenge directly, but that doesn’t mean they can resolve the issue without your involvement. In those cases, provide a way for them to escalate the issue to you together.

Offer to have a three-way conversation to discuss the issue. Each party will tell their side of the story with the other present, avoiding the one-sidedness and exaggeration that may come up in triangulation. You will act as moderator and facilitator. It’s best to do this in person, but a video or phone call will also work. Avoid conducting these discussions over email — an asynchronous conversation makes it difficult for you to spot and react well to emotions that will inevitably arise.



Your role in this meeting is to help the two parties come up with a solution they both can understand and live with. Don’t punish them for failing to work it out without your involvement. Your job is to be supportive, not punitive when they can’t work it out. Otherwise, you’ll create a culture with no good path to conflict resolution, and people will therefore avoid conflict at all costs. People will be afraid to criticize each other in case it leads to conflict. That’s the opposite of encouraging a culture of Radical Candor!

With a supportive clean escalation meeting, however, you’ll help build trust between the two parties and show them how sharing criticism leads to a better outcome for everyone.

3. Use a system of peer recognition

Many companies have systems in place for peers to recognize and praise each other’s work. Google, for example, has a peer bonus system that allows employees to give monetary bonuses to their peers for work well done. Monetary systems like this can be expensive, and not every company can afford to do this. But there are many other recognition systems that require less investment.

At Square, Gokul Rajaram has his team submit kudos about great things they’ve seen each other do each week. They are submitted to a shared document so others can comment. Gokul reads them all each week and selects a couple of kudos to highlight.

At Qualtrics, Jared Smith built a system on the intranet that allowed employees to give each other virtual appreciation badges for great work. Badges accumulated on a person’s profile page on the company intranet, and helped to create a culture of praise.

If your company uses Slack, you can create a #kudos channel. If you use Google Docs, Office 365, or other software with collaborative editing, you can easily create a shared document for shout-outs.

Part of the reason these systems work so well is that they help people overcome a reticence to praise. People worry about their praise feeling patronizing. They wonder if they are really qualified to praise someone else’s work. Having a standardized recognition system emphasizes the worth of praise, both to individuals and to the company. The system helps people be more confident that their praise will be appreciated, and therefore makes them more likely to offer it.

Even if your company doesn’t have a system like this, you can come up with a low-tech, low-cost version for your own team to encourage more praise between team members.

4. Introduce Whoops the Monkey & the Killer Whale

Dan Woods, who was CTO at a startup where I worked in the 1990’s, developed the cheapest, most effective system for encouraging praise and criticism on a team that I’ve ever seen. He used a stuffed whale (sometimes a dog) to encourage praise and a stuffed monkey to encourage public self-criticism. I admired his system so much I stole it, and it was probably my single most effective management tool at both Juice and Google.


Here’s how it worked: At every all-hands meeting, I invited people to nominate each other to win the killer whale for a week. The idea was to get people from the team to stand up and talk about some extraordinary work they’d seen somebody else do. The winner of the whale the previous week decided who deserved the whale this week.


Next, people nominated themselves for the stuffed monkey, who we named “Whoops.” If anyone screwed up that week, s/he could stand up, tell the story, get automatic forgiveness, and help prevent somebody else from making the same mistake.

When we first started doing this at both Juice and Google, there were crickets. Not knowing what else to do, I put $20 on Whoops’s head. The stories started pouring out. Plausible deniability goes a long way — now people could pretend they weren’t copping to my corny stuffed animal, they really wanted that $20!

The stories that the Killer Whale and Whoops elicited were my favorite part of most all-hands meetings. We all learned a lot in that 15 minutes, and everyone received a strong message that feedback was encouraged.

5. Conduct skip level meetings

One of the most helpful suggestions I ever got as a manager came from Roxana Wales, who worked at NASA and then in Learning and Development at Google. She told me that one of the most important things any “manager of managers” could do to foster a culture of feedback was to have so-called “skip level meetings.” This sounds unbearably big company hierarchical, but bear with me. The best way to put hierarchy in its place is to admit when it exists and think of ways to make sure everyone feels they are on an equal footing at a human level despite the structure.

You have to find ways to help people speak truth to power.

Skip level meetings are conversations you have with teams without their manager in the room to get feedback on how that manager is doing. I know, I know, this is the opposite of clean escalation. It also has the potential to turn into a gripe session or to disempower the manager. So skip level meetings must be conducted extremely carefully.

Given these risks, why have these conversations at all? The reason is that when there is a power imbalance, requiring clean escalation is sometimes not realistic. What percentage of people actually tell their boss what they really think? Certainly not the majority. Plus, managers, especially new managers, will consciously or unconsciously seek to repress criticism rather than to encourage it. Skip level meetings are a great way to encourage the flow of feedback despite these potential barriers. We’ll share detailed tips for effective skip level meetings in a future post.


Try these tips for encouraging feedback and let us know what you think! Did they help? Have you observed any other methods for encouraging feedback across organizations?

Video: Sam Adams and the FU Rule

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 the criticism you get. In fact, it can actually be helpful to encourage people to be Obnoxiously Aggressive with you.

Here’s a funny example of Jim Koch, co-founder of the Boston Beer Company (makers of Sam Adams), doing just that.

Usually when we talk about embracing the discomfort, we are talking about enduring that awkward silence when you ask somebody who works for you what they think of your performance. But sometimes you don’t get awkward silence, you get an f-bomb. Now it’s your discomfort, not the other person’s, that you have to embrace.

Admittedly, the wording used — personalized and arguably unkind — is quintessential Obnoxious Aggression, and we don’t really advise encouraging that between employees. But, as the boss, you often have to be the emotional punching bag, able to absorb the f-bombs that get hurled at you.

We also want to highlight some of the underlying, more Radically Candid aspects of this approach for getting and encouraging feedback:

  1. Have a go-to question — To get someone to give you feedback, it can be really helpful to have a go-to question that gets the conversation started. We use examples like “What could I do differently, or more of, to make it easier for us to work together?” or “Tell me how I’m making your job harder.” Getting someone to tell you “F you” is another take on this underlying goal. You want to get people to tell you what they really think.
  2. Build a culture of feedback — By encouraging people to use this rule with each other, and especially with him, Jim is creating a built-in mechanism in the company culture to enable people to give and get feedback. He sets an example by listening respectfully to feedback and sending a message that getting things out in the open is the only way to resolve them.
  3. Challenge Directly AND Care Personally — Jim lays basic ground rules for the “F You” rule that help it become more Radically Candid. It’s a pretty direct challenge on its own, but he clarifies that it also has to be followed by specifics, so that it isn’t just an unclear, hurtful phrase. He also says that it has to be given humbly. The person delivering it has to be open to hearing the other person’s side, showing that they care about both perspectives.

We say Kudos to Jim Koch for making people feel free to tell him what they really think!

But what do you say? How does this approach strike you? Does it put you off? Does it seem like Obnoxious Aggression?

How to Introduce Radical Candor in Your Organization

When we talk about Radical Candor at companies or with individuals, we see a lot of heads nodding in agreement. People understand that Radical Candor can improve performance, reduce politics and make work more fun. But how do you make sure that these ideas that resonate in the moment actually get implemented, rather than forgotten? Here’s a question from one of our readers:

As a CEO who hasn’t been practicing Radical Candor, is it advisable to transition into the practice immediately or slowly introduce it into the company’s culture?

My advice is to start right away but understand that it will take continuous practice to make a lasting change. Here are some steps you can take to ensure a successful transition.

Create a Shared Vocabulary

Start by explaining the idea of Radical Candor and the 2×2 to your company in your own words. It is important to establish the shared vocabulary so that everyone can understand the goal and feel comfortable changing their behavior.

Radical Candor 2x2

Lead by Example

Tell your company that you think you have not been Radically Candid enough, and that you’re going to try to make a big change. By communicating that you want to improve, you’ll show your team that you’re serious about the cultural shift. Prove that you mean it by asking for their help. Ask them to rate your feedback — to tell you when they feel you are veering into one of the other three quadrants. Remind them, these are not labels for people, they are labels for behavior.

By building a collaborative process, you’ll improve your own impromptu feedback quicker, and you’ll help your team see first-hand the impact of Radical Candor. When they see the improvements, they’ll also be encouraged to make the change themselves.

Commit to the Journey

You won’t become Radically Candid overnight, and it’s almost impossible to be Radically Candid 100% of the time. My experience with changing behavior is that I generally have to overshoot. In other words, if I’m convinced that my behavior is consistently Ruinously Empathetic, I’m probably going to have to feel like I’m being a real jerk before I get to Radical Candor. That is really uncomfortable. But if you’ve communicated to your team why you’re changing and asked them to rate your feedback, they’ll understand and help you improve.

The important thing is that you explain to your organization that you are going to start saying what you think a lot more clearly, and that you’re not doing it to be a jerk, or to hurt anyone’s feelings, you are doing it because you care about each person you work with personally, and you want to help them do the best work of their careers. And then walk the walk on that.

In short, go all-in yourself and continually involve your team. And remember that Radical Candor is HIP (Humble, Helpful, Immediate, In person, Private criticism/Public praise, not Personalized).

I was asked a similar question at Betterworks Goal Summit 2016. Here’s my response:

Please let me know what you think of this advice in the comments below. I’m sure I got some stuff wrong and would love any guidance readers have to offer!

Do you have a question or tricky management situation? Ask us for advice!

3 Steps for Offering Radical Candor to Executives

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?

We received this question from one of our readers:

How do you solve the problem of senior executives who tend to shut down and adopt an Obnoxious Aggressive position when faced with criticism?

I’ve found that the Obnoxious Aggressive ones are often challenged internally by feelings of embarrassment and/or shame. Over the course of their career they have been incredibly successful. And then they finally meet a situation that forces them into a place of realizing they have little or no skills and experience to solve an interpersonal management problem. All too often they bury the problem, and then they bury the fact that they have buried the problem making it really hard to bring to the surface without a total nuclear blow up.

What can make this harder is if there is a corporate culture of behaviors designed to avoid shame and embarrassment. These behaviors take the form of policies or actions which prevent individuals, groups, and organizations from experiencing embarrassment or threat. Moreover, as I mentioned above, these defensive routines are “self-sealing.” Because if an action that helps to reduce embarrassment is made public, it would be ineffective. Therefore, it must also be hidden.

For an individual executive do you just put on your body armor and just do it? Or do you have another way? When it’s systemically a part of the corporate culture, what then?



This is a GREAT question, and a hard one. Here are my thoughts.

Step 1: Tread with caution

Somebody recently tweeted at me “Tried Radical Candor with my boss. Got fired.” I offered to help the person get a new job, but he had already found one, happily. But when I say it’s not just your job but your moral obligation to offer Radical Candor, I’m speaking to people who are the boss, or who are in a position of authority. When it comes to being Radically Candid with your boss, it’s OK to proceed with a little more caution.

Step 2: Build a culture of self-criticism on your team, with your direct reports

It’s a lot easier to lead by example than it is to change other people’s behavior. Here are some specific things you can do to achieve this:

  • Criticize yourself publicly.
    i-was-wrong-trophyI once bought a 3 foot tall “you were right, I was wrong” statue and gave it to somebody each week. If that’s too corny for you, find some other way to show people when you know you’re wrong and that you appreciate being told so.
  • Explain to your team why you are criticizing yourself.
    To help explain why being open to one’s own mistakes is so vital for long-term success, one of the executives at Apple whom I worked with bought a copy of Carol Dweck’s book Mindset for all 3,000 people on his team. Maybe do the same for your team?
  • Make it easier and safer for the people on your team to admit to mistakes.
    I have used a simple technique, “Whoops the Monkey,” to do this. Basically, I just bought a stuffed monkey and put it in front of me at every all-hands meeting. I asked people to nominate themselves for “Whoops.” In exchange for confessing to some mistake, they would be granted instant forgiveness and help prevent others on the team from making the same mistake. I would always come prepared with my own story. And for the first few weeks I had to put $20 on Whoops’s head to get others to share their stories. It wasn’t really that they wanted the money, but the cash gave them “plausible deniability” for playing along. Tom Tunguz, who was on the AdSense team I led, wrote a post describing why he felt this technique was effective.

Step 3: Describe what you’re doing to your boss and to your peers

Show the executive why being open to criticism works better than shutting it down. In an environment that is culturally unaccepting of criticism, people will probably think you’re crazy when you criticize yourself publicly, so be prepared.

  • Tell some stories that show leaders who admit it when they are wrong are STRONGER than those who don’t. Too many execs fail to see how petty bullying makes them look ridiculous. Somehow, they think they are supposed to shut down criticism instead of being open to it. Take some of the stories out of Carol Dweck’s book Mindset. Or, take a look at Steve Jobs’s reaction to antennagate. You could argue that the song at the beginning was maybe a little Obnoxiously Aggressive or defensive, but it was just so funny I’ll give it a pass. But, when he starts talking, the first thing he says is “We’re not perfect.” Another example is CEO James Burke’s handling of the Tylenol poisonings.
  • To demonstrate the benefits of being open to criticism from your own team, come in with some stories of what happened when you started driving a culture of self-criticism on your own team.

And, as you say, keep your body armor on!

I hope this helps. I wish you the very best in your efforts to change the culture and am here any time for follow-up questions. Do let me know how it’s going.

Setting a Tone of Radical Candor with a New Team

I recently received this question from one of our readers:

Hi Kim,

I’m just moving into a new role at a new company, and I have a clear opportunity to set a tone for Radical Candor within my function team / direct reports on joining. I wonder if you might be kind enough to offer some advice as to how you would create the optimum conditions for Radical Candor within my new team. I’m a relatively transparent line manager, and my gut says to literally talk them through the model as I meet and get to know them in the first 90 days, but I’d love to hear your professional opinion.

– A Reader

Congratulations on your new role!

Yes, of course I’d be happy to help–I love this idea, and I love talking to people about how they are rolling it out to their teams, and helping think through how to overcome obstacles as they arise, which they inevitably will. It’s easy for me to say be Radically Candid, but really hard for you to do it. I want to hear about the hard parts, and figure out how to make it easier for you and for others.

Here is my advice: show the video from the talk at a team meeting, and then ask people for their reactions. Encourage them to say what they like about the idea, but also to be open about any skepticism they have, or to call BS if they disagree with the ideas.

If there is overall agreement with the approach, ask your team to rate your praise and criticism each week. You can either print out the 2×2 and put “praise” and “criticism” stickers nearby it and ask people to put the stickers where they feel your guidance landed after each interaction. Or, if that seems awkward, we’re building an app. More on that coming soon.

If this goes well, you can also encourage your team to give each other more guidance, and to ask their peers to rate their guidance.

Finally, here is a link to some stories and tips to help you move towards Radical Candor if you happen to find yourself in any of the other three quadrants.

Good luck and let me know how it goes!



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