Kim, Jason and Amy answer a listener’s question about how to give a year-end performance review to someone who’s been bounced from team to team and manager to manager. They also reveal why everyone needs an “I love me” folder.

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Kim, Jason and Amy answer a listener’s question about how to identify the elephant in the room when a direct report’s performance isn’t meeting expectations. Kim and Jason roleplay how to be kind and clear when delivering feedback to someone who’d rather not hear it. While it can be tempting to default to Ruinous Empathy, the team explains why it’s important to double down on the challenge directly axis of Radical Candor instead.

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Can a “nice” workplace culture be as toxic as an abusive one? This past summer, our content intern Katie Bartlett (hi Katie!) wrote a piece about the workplace culture trend toward “niceness” investigating whether or not prioritizing “nice” feedback that’s full of vague platitudes over specific and sincere feedback that could make people uncomfortable is harmful. Is toxic positivity Ruinous Empathy or Manipulative Insincerity? Perhaps it’s both.

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On this episode of the Radical Candor podcast, management expert and former Twitter CEO Dick Costolo joins Kim for Managerial Musings. Kim and Dick answer listener questions, read between the lines and offer advice for your trickiest workplace problems.

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At some point during your career, you’ve likely asked yourself: Should I be a manager? We’ve mentioned on previous episodes of the Radical Candor podcast that at many organizations the only opportunity for growth, advancement, and a pay bump is to become a manager. For folks who thrive on building a team and guiding others to achieve results, becoming a manager may be a dream come true. On the other hand, management could be a nightmare for high-performing individual contributors who are experts in their fields but have a low frustration tolerance for herding cats. How do you know if management is right for you? Kim and Jason discuss their paths to management.

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On this episode of the Radical Candor podcast, Kim, Jason and Amy welcome two very special guests, Ezra Rose and Davis Carter. Ezra and Davis were integral in the production of the Radical Candor Sessions by MasterClass. The group talks about the making of MasterClass, strategies for managing cross-functional teams and how to get everyone home in time for dinner.

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On this episode of the Radical Candor podcast, Kim, Jason and Amy discuss the trend of prioritizing future-focused feedforward over backward-looking feedback. Feedback vs. feedforward — both of these words are well-intentioned euphemisms that tend toward either Ruinous Empathy or Manipulative Insincerity. Kim has strong opinions on the words “feedforward” and “feedback.” Tune in to find out why one word makes Kim want to put her hands over her ears and the other makes her want to throw up in her mouth.

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In times of trauma, it’s all about care personally. This is not the moment to challenge directly. Or to make policy pronouncements, especially if that’s not your job. On this episode of the Radical Candor podcast, Kim, Jason and Amy discuss leading with compassion amid the chaos and catastrophe in Israel and Gaza.

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If you’re the boss, it all starts with you. For better or worse, a boss establishes the tone and sets the standard for everything that follows. On this episode of the Radical Candor podcast, Kim, Jason and Amy welcome Peloton and TODAY show contributor Ally Love! Ally shares how Radical Candor can help you boss up and increase your confidence at work, the best #RadyCandy she got from her husband, a few of her favorite things and more.

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On this episode of the Radical Candor podcast, we’re dropping a bonus episode from Kim’s Just Work podcast featuring a conversation about mobbing, a form of group bullying. Mobbing involves a group of people working together directly or indirectly to remove the targeted individual. Mobbing is rooted in groupthink and group aggression with underlying elements of fear, competition, and envy. Unlike bullying, mobbing is not hierarchical. The target is usually labeled the troublemaker and is isolated within the organization.

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