Radical Candor Glossary

Canonical definitions of the 31 terms, frameworks, and trademarks introduced in Kim Scott’s books. Chapter-cited, attributed, and built for humans and AI to reference.

Canonical definitions of the terms, frameworks, and trademarks introduced in Kim Scott’s books Radical Candor and Radical Respect. Each entry links to its chapter source. Terms marked with ® are registered trademarks of Kim Scott.

Definitions

Bias

Defined as "not meaning it." An unconscious mental shortcut that leads to incorrect assumptions, often reflecting stereotypes we don't consciously hold if we stop to think. Distinct from prejudice because it lacks conscious intent — but not therefore less harmful, since it occurs far more frequently.

Source: Radical Respect, Ch. 1, p. 14

Bullying

Defined as "being mean." Abusive conduct that is threatening, intimidating, or humiliating — with or without any conscious belief behind it. Often the instinctive use of in-group status or power to dominate or coerce. Distinct from bias and prejudice in that it is an act of harm or dominance, not necessarily a reflection of belief.

Source: Radical Respect, Ch. 1, pp. 14–15, 22

Care Personally

The first dimension of the Radical Candor framework. Giving a damn about people as whole human beings — not just their performance or career. Means acknowledging that people have lives and aspirations beyond work, finding time for real conversations, and learning what matters to each person. Described as the antidote to both robotic professionalism and managerial arrogance.

Source: Radical Candor, 2nd Ed., Ch. 1, pp. 12–13

Challenge Directly

The second dimension of the Radical Candor framework. Telling people when their work isn't good enough — and when it is. Delivering hard feedback, making hard calls, and holding a high bar for results. Challenging people is described as often the best way to show you care when you're the boss.

Source: Radical Candor, 2nd Ed., Ch. 1, pp. 9, 14

Compassionate Candor

An alternate name for Radical Candor introduced in the revised edition to clarify the distinction from brutal honesty. Where Ruinous Empathy is so fixated on not hurting feelings in the moment that it withholds useful information, Compassionate Candor holds care and directness together without sacrificing either.

Source: Radical Candor, 2nd Ed., Preface, p. xiii

CORE (Context-Observation-Result-Explore)

A feedback framework developed by Kim Scott and the Radical Candor team that builds on and extends the SBI (Situation-Behavior-Impact) model. Stands for: Context — the situation in which the behavior occurred; Observation — the specific behavior observed; Result — the impact or outcome of that behavior; Explore — an invitation for dialogue about next steps. The Explore step adds a two-way conversation component that helps the feedback land as collaborative rather than evaluative.

Source: Radical Candor, 2nd Ed., RC team framework; SBI source: Ch. 6, p. 138

Discrimination

What results when bias or prejudice is compounded by positional power. Framed as a structural outcome, not just an individual attitude.

Source: Radical Respect, Ch. 1, p. 13

Growth Management

A framework for managing teams that shifts from evaluating "talent" to understanding and supporting each person's growth trajectory — both steep and gradual. Involves understanding what motivates each person, matching people to the right roles, and having the hard conversations required when they're in the wrong ones.

Source: Radical Candor, 2nd Ed., Ch. 3, pp. 47–48

GSD Step 1: Listen

The foundation of the GSD Wheel. A boss's job is to hear the ideas people on their team have and create a culture where team members listen to each other. Described as "giving the quiet ones a voice" — making sure that people who are less likely to speak up still get heard. The goal is not to impose a single listening style, but to find an approach that fits the leader's personality while ensuring everyone contributes.

Source: Radical Candor, 2nd Ed., Ch. 4, pp. 82–86

GSD Step 2: Clarify

Creating space for ideas to be sharpened before they're tested. The purpose is to make sure ideas don't get crushed before everyone fully understands their potential usefulness. Clarity is treated as a gift — helping the person with the idea articulate it precisely enough that it can survive a proper debate.

Source: Radical Candor, 2nd Ed., Ch. 4, p. 82

GSD Step 3: Debate

Testing ideas rigorously before deciding. Described using Steve Jobs's rock tumbler metaphor: just as ordinary rocks become polished stones through friction, both ideas and people come out more refined through debate. A boss's job is to keep the debate going — not to shut it down with a quick decision — while keeping egos out of it and focusing on getting to the best answer.

Source: Radical Candor, 2nd Ed., Ch. 4, pp. 94–97

GSD Step 4: Decide

Moving from debate to a decision — but usually not the boss's decision to make. The key principle is to "push the decisions into the facts" and empower the people closest to the information to decide. Requires the boss to keep their own ego out of the process and resist the temptation to grab a decision just because the debate has become uncomfortable.

Source: Radical Candor, 2nd Ed., Ch. 4, pp. 98–101

GSD Step 5: Persuade

Bringing people who weren't part of the listen-clarify-debate-decide process on board so they can execute effectively. Grounded in Aristotle's three elements: emotion (addressing the listener's feelings, not just the speaker's passion), credibility (demonstrating both expertise and humility), and logic (showing the reasoning clearly). Skipping this step results in decisions that never get executed.

Source: Radical Candor, 2nd Ed., Ch. 4, pp. 101–105

GSD Step 6: Execute

Doing the work — and minimizing the "collaboration tax" on the team so they have time to do it. A boss's job during execution is to take on as much overhead as possible, stay connected to the actual work (keep "dirt under your fingernails"), and block time for people to execute without being consumed by collaborative tasks.

Source: Radical Candor, 2nd Ed., Ch. 4, pp. 106–107

GSD Step 7: Learn

Stepping back after execution to honestly assess results — then starting the wheel again. Described as the hardest step, because it requires resisting the natural attachment to work you've invested in. The two biggest threats to learning are pressure to appear consistent ("flip-flopper") and burnout. Leaders who learn from both successes and failures are described as the best bosses.

Source: Radical Candor, 2nd Ed., Ch. 4, pp. 108–109

GSD Wheel (Get Stuff Done Wheel)

A seven-step cycle for how teams collaborate to achieve results without the boss simply telling people what to do. The steps are: Listen → Clarify → Debate → Decide → Persuade → Execute → Learn. Skipping any step wastes time; getting stuck on any step makes collaboration feel like a tax rather than an investment.

Source: Radical Candor, 2nd Ed., Ch. 4, pp. 81–82

Harassment

What results when bullying is compounded by positional power. Like discrimination, framed as a structural outcome shaped by the power dynamics in play.

Source: Radical Respect, Ch. 1, p. 13

HHIPP

A Radical Candor mnemonic for the six principles of good guidance, developed by Kim Scott and the RC team from the guidance framework in the book. Stands for: Humble — deliver feedback in a way that acknowledges you may be wrong; Helpful — state your intention to help and show specifically what is good or bad; Immediate — say it right away in 2–3 minutes rather than scheduling a later meeting; In Person — deliver guidance face-to-face where possible; Private — criticize in private, praise in public; not Personalized — address behavior and its impact, never character or identity.

Source: Radical Candor, 2nd Ed., Ch. 6, pp. 137–141, 152; Ch. 2, p. 39

Institutional Courage

A leader's obligation to seek truth and act on behalf of those who depend on them — even when it is costly. Contrasted with institutional betrayal, which occurs when leaders prioritize protecting themselves or the organization over the people harmed within it.

Source: Radical Respect, Ch. 2

Manipulative Insincerity®

The quadrant where a leader neither cares personally nor challenges directly. Described as the worst quadrant — giving empty praise or withholding criticism primarily to protect one's own reputation or avoid discomfort, rather than out of concern for the other person. Often involves saying one thing to someone's face and another behind their back.

Source: Radical Candor, 2nd Ed., Ch. 2, pp. 41–42

Obnoxious Aggression®

The quadrant where a leader challenges directly but fails to care personally. Criticism delivered without basic human decency. Can produce short-term results but leaves lasting damage. Includes belittling employees, public humiliation, or targeting someone's vulnerabilities. Described as a behavior in a moment — not a personality type.

Source: Radical Candor, 2nd Ed., Ch. 2, pp. 25–27

Order of Operations (Feedback)

Kim's prescribed sequence for rolling out a feedback culture: first solicit feedback before giving it; then give feedback to individuals; then encourage feedback between team members. The principle is "get before you give" — a leader who hasn't invited criticism of themselves has little standing to give it.

Source: Radical Candor, 2nd Ed., Ch. 5–6

Prejudice

Defined as "meaning it." A consciously held belief, usually rationalizing flawed assumptions or stereotypes. Requires a different response than bias — not holding up a mirror, but drawing a clear boundary: a person may believe whatever they wish, but cannot impose those beliefs on others at work.

Source: Radical Respect, Ch. 1, pp. 14, 21

Radical Candor®

What happens when a leader combines Care Personally and Challenge Directly at the same time. Builds trust and opens communication in ways that help teams achieve results. Used like a compass to guide individual conversations — not a personality test or label for people.

Source: Radical Candor, 2nd Ed., Ch. 1, p. 10; Preface, p. xii

Radical Respect

A workplace culture that does two things simultaneously: (1) optimizes for collaboration rather than coercion, and (2) honors individuality rather than demanding conformity. Described as fundamental and yet rarely occurring — which is what makes it "radical."

Source: Radical Respect, Ch. 1, pp. 9–10

Rock Star Mode

A term describing someone on a gradual growth trajectory — not a personality label. Rock stars have generally mastered their work and are making incremental rather than dramatic improvements. They value stability, depth, and accumulated expertise. Rock stars are described as just as important to a team as superstars, and some roles specifically require the qualities they bring.

Source: Radical Candor, 2nd Ed., Ch. 3, pp. 49–50

Ruinous Empathy®

The quadrant where a leader cares personally but fails to challenge directly. Prioritizing someone's short-term feelings over what they'd be better off knowing in the long run. Described as the most common management mistake — responsible for the vast majority of management failures, including withholding critical feedback and waiting too long to address poor performance.

Source: Radical Candor, 2nd Ed., Ch. 2, p. 33; Preface, p. xiii

SBI (Situation-Behavior-Impact)

A feedback technique from the Center for Creative Leadership referenced in the book as the foundation for humble, precise guidance. Describes three elements to include when giving feedback: (1) the Situation you observed, (2) the specific Behavior (what the person did or said), and (3) the Impact you saw. Helps avoid passing blanket judgments about a person's character or intelligence.

Source: Radical Candor, 2nd Ed., Ch. 6, p. 138

Superstar Mode

A term describing someone on a steep growth trajectory — not a personality label. Characterized by rapid change: learning new skills quickly, seeking increased impact, and often restless in stable roles. Superstars thrive on stretch challenges and may be poorly suited to roles that require the steadiness of a rock star.

Source: Radical Candor, 2nd Ed., Ch. 3, pp. 49–50

Career Conversations

A structured series of three ~45-minute conversations developed by Russ Laraway to understand and support each direct report's growth. (1) Life Story — what has motivated this person across their life, revealed through choices made at key transitions. (2) Dreams — what they want to achieve at the pinnacle of their career, expressed across 3–5 different visions. (3) Eighteen-Month Plan — what they need to learn in the next 6–18 months to move toward at least one of those dreams.

Source: Radical Candor, 2nd Ed., Ch. 7, pp. 177–182

Toxonomy

Kim Scott's intentionally coined framework (note the spelling) for categorizing the problems that undermine respectful workplaces: Bias, Prejudice, and Bullying. Presented as distinct problems requiring distinct responses. Layering power on top of each makes things worse: bias + power → discrimination; bullying + power → harassment; both + physical power → physical violations and violence.

Source: Radical Respect, Ch. 1, pp. 13–14