The Co-Management Conundrum: How to Practice Radical Candor Across a Shared Team

Edited By Brandi Neal, Radical Candor podcast writer and producer, and director of content creation for Radical Candor. This article about co-management and how to balance different management approaches and practice Radical Candor across a shared team has been adapted from the Radical Candor podcast S6, Ep. 20 transcript about the same topic.

As the workforce and workplace culture continue to evolve, co-management structures are becoming increasingly common. While two people can bring diverse strengths to leadership, they also present unique challenges – especially when management styles differ.

The Co-Management Conundrum: When Styles Clash

We received this question from a podcast listener about navigation co-management challenges:

I am a co-manager for a program, and while I highly recommended the book to my co-manager and we have developed a very close and radically candid relationship, we approach issues with very different perspectives and lenses [with our direct reports]. I’m very in tune with emotions and take a compassionate and understanding approach to issues, relying on my communication skills to support folks as individuals and not just people who work for me. 

I really enjoy supporting and mentoring people, and I have strong communication skills. At the same time, my counterpart is very analytical and has very big visions and plans for the work, while sometimes struggling to relate with people or see things with compassion instead of annoyance when things aren’t getting done or when people don’t understand something.

I’m wondering how I can effectively work to implement the skills and practices laid out in Radical Candor with our team when only half of the team directly reports to me (and thus I only have 1:1s with that half) and the other half directly report to my counterpart.

I don’t want to inadvertently create a more confusing or resentful environment that makes it seem like I’m playing favorites when I only have those relationship-building meetings with half our staff. It’s an interesting, yet challenging, structure to navigate, especially as I reflect on the Radical Candor book.

How can co-managers align their approaches to create a cohesive environment that embraces Radical Candor? Let's dive into this complex issue and explore strategies for success.

Recognizing Different Management Approaches

Co-managers often bring complementary skills to the table. One may excel at building relationships and nurturing talent, while the other focuses on driving results and maintaining high standards. However, these differences can create confusion for team members if not properly aligned.

For example:

• Manager A prioritizes work-life balance and flexible schedules
• Manager B emphasizes strict deadlines and long hours to meet targets

The Danger of Good Cop/Bad Cop Dynamics

Research shows that inconsistent management styles can lead to decreases in employee engagement, increases in turnover rates, and a reduction in team productivity.

Bridging the Gap: Communication is Key

Practice What You Preach: If you're advocating for Radical Candor within your team, it's crucial to apply those same principles to your co-management relationship. Regular, open communication between co-managers is essential for alignment.

The Radical Candor Order of Operations

1. Solicit feedback from your co-manager
2. Give specific and sincere praise
3. Offer radically candid criticism
4. Gauge how your feedback is landing

By following this framework, co-managers can address concerns, appreciate each other's strengths, and work towards a more unified approach.

Creating a United Front

Align On Core Principles

While you may have different management styles, it's crucial to find common ground on fundamental values and expectations for the team. For example:

• Commitment to open communication
• Importance of meeting deadlines
• Balancing empathy with accountability

Present a Consistent Message

Once you've aligned on core principles, present them to the team together. This shows a united front and prevents confusion about expectations.

Practicing Radical Candor Across the Whole Team

Don't limit Radical Candor to your direct reports. Look for opportunities to have brief, meaningful conversations with all team members, regardless of who they officially report to.

Two-Minute Impromptu Development

Use short interactions – before meetings, in hallways, or via quick check-ins – to provide feedback, offer praise, or address concerns with any team member.

Example: "Hey Sarah, I noticed how you handled that client call earlier. Your patience and clear communication really stood out. Keep up the great work!"

Addressing Feedback Debt

Clearing the Air

If there's built-up tension or unaddressed issues between co-managers, it's crucial to tackle them head-on. Use the Radical Candor framework to have honest conversations about:

• Perceived differences in management style
• Frustrations or concerns about team performance
• Ways to better support each other

Seeking to Understand

When discussing differences, focus on understanding your co-manager's perspective rather than proving your approach is "right." Ask questions like:

• "What's your thought process behind that decision?"
• "How do you see that impacting the team?"
• "What outcomes are you hoping to achieve?"

Balancing Care Personally and Challenge Directly

Be wary of falling into roles where one manager is all "Care Personally" and the other is all "Challenge Directly." Both elements are crucial for effective leadership.

Stretching Your Style

If you tend to lean heavily toward one dimension, challenge yourself to incorporate more of the other. For example:

• If you're naturally empathetic, push yourself to have tough conversations about performance when needed.
• If you're typically very direct, make an effort to show more personal interest in team members' lives and career goals.

Handling Disagreements Between Co-Managers

1. Address disagreements privately, away from the team
2. Use "I" statements to express your perspective without attacking
3. Focus on the impact on the team and business goals
4. Be willing to compromise and find middle ground
5. If needed, involve a neutral third party (like HR) to mediate

Tips for Team Members in a Co-Managed Environment

If you're part of a team with co-managers, here are some strategies to thrive:

1. Understand each manager's strengths and preferences
2. Be proactive in communication with both managers
3. Avoid playing managers against each other
4. Seek clarity when you receive conflicting directions
5. Provide feedback to both managers on what's working and what isn't

Measuring Success and Adjusting Over Time

1. Regularly survey team members on satisfaction and engagement
2. Track key performance indicators (KPIs) for the team
3. Hold quarterly co-manager check-ins to assess your working relationship
4. Be open to evolving your approach based on feedback and results

Co-Management as a Strength, Not a Weakness

When done well, co-management can bring out the best in both leaders and create a more robust, well-rounded team environment. By committing to open communication, aligning on core principles, and practicing Radical Candor consistently, co-managers can turn their different styles into a powerful asset for driving team success.

Remember, the goal isn't for co-managers to become carbon copies of each other. Instead, aim to create a harmonious blend of your strengths while presenting a unified vision to your team. With effort and ongoing dialogue, you can navigate the co-management tightrope and lead your team to new heights.