Acting Like a Jerk by Not Caring Personally is a Radical Candor Fail
What makes Radical Candor radical is that it’s a deviation from the norm, which tends to fall somewhere between acting like a jerk and avoiding...
2 min read
Kim Scott
Dec 11, 2015 7:23:35 AM
Table of Contents
Dozens of people have asked me some version of this question over the past few days. Here are some ideas…
The first and the last are probably most important. A successful advisor to some of the world’s largest tech companies once told me he totally turned his reputation as an asshole around when he learned to say, “I think that’s wrong” instead of “You’re wrong.” The "I think" was humble and saying that instead of "you" didn’t personalize his criticism.
Above all, do not allow being called a jerk to push you towards Ruinous Empathy!! When you’re the boss and you’re Radically Candid, it’s almost inevitable that somebody is going to call you a jerk when you are just trying to do the right thing. It’s part of the reason why I say that the relationship between a boss and an employee is a pay-it-forward, lonely, one-way street. You can’t measure your success by your popularity. You have to listen to the criticism leveled at you--but you also have to be strong enough to say, “I reject that feedback.”
Start by acknowledging that you might be wrong — don't deliver criticism as if you're 100% certain you're right. Explain why you're sharing the feedback (to be helpful) and, if possible, offer actual help alongside the critique. Delivering it in person is also key, because it lets you read body language and adjust in real time. You can even say something like, "I'm not saying this to upset you — my goal is to help you XYZ." That context goes a long way toward landing feedback the right way.
Stay calm and react with empathy, not defensiveness. Acknowledge their reaction directly: "I can see you're upset — I'm sorry about that. I know this is hard." You can also ask, "Is there a way I could be handling this better?" — giving them a chance to redirect their frustration constructively. If they lash out anyway, responding calmly and forgivingly actually makes it harder for them to paint you as the jerk. Your job isn't to control their emotions, but you can respond to them positively.
The key is to avoid personalizing your feedback. Don't tell someone they have an intractable personality flaw, and don't say "You're wrong" — say "I think that's wrong" instead. That small shift signals humility and keeps the criticism focused on the idea or behavior, not the person. One advisor to major tech companies reportedly turned his reputation as an "asshole" around almost entirely by making that one language change. When you criticize a person (rather than debate an idea), always do it in private.
As quickly as possible — criticism has a short half-life. If you bring up something that happened a few months ago, the other person will start wondering what else you've been silently holding against them, which undermines trust and makes the feedback land worse. Giving feedback immediately keeps it relevant and shows you're raising it because you genuinely want to help, not because you've been building a case.
No — and this is critical. Don't let being called a jerk push you toward Ruinous Empathy, which is when you withhold honest feedback to avoid discomfort. When you're a boss practicing Radical Candor, someone calling you a jerk is almost inevitable, even when you're doing the right thing. You need to listen to the criticism and reflect on it, but you also have to be strong enough to say, "I reject that feedback." Your success as a leader can't be measured by your popularity.
Two things stand out above the rest. First, remember you may be wrong — approach every critique as an invitation for a two-way conversation, not a verdict. If it turns out you are wrong, admit it loudly and openly (Kim Scott kept a two-foot-tall "you were right, I was wrong" statue for exactly this purpose). Second, don't personalize. Saying "I think that's wrong" instead of "You're wrong" signals humility and keeps the focus on the issue rather than the person — a simple but powerful shift.
Three ways to put this into practice.
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