Podcast Episode 16: Take Feedback Like a Boss
Feedback helps you grow, right? So why is it so hard to take? Kim and Russ share their tips and techniques for what to do after you get feedback. ...
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Do you ever wonder how the feedback you give others is landing? How about your reaction to the feedback you're receiving? This giving-and-getting feedback stuff can be tricky. On this episode of the Radical Candor podcast, Amy and Jason talk about how to gauge feedback. In other words, how does the feedback that you give land for the other person? One of the things that we like to say is that Radical Candor is measured, not at the speaker's mouth, but at the listener's ear. And, this applies to the feedback you give as well as the feedback you get.
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One thing that we've learned as we've been teaching Radical Candor in different places across the U.S. and around the world, is that people are really nervous about how their feedback might land for the other person. In fact, that's one of the reasons why they don't wind up giving it. And the question they ask us is often: How can I make sure that my feedback will never land in a bad way with the other person?
Unfortunately, there's no way for you to prevent that because we don't control other people's feelings and reactions to things. Instead, we want you to focus on actually being fully present in that conversation, paying attention to how the other person is reacting, and being willing to adjust our approach.
When giving feedback, gauge the other person’s response by listening to what they say, observing their body language, looking them in the eye, and asking yourself, “How do they seem to be feeling?” If you’re not sure, you can always ask how what you said landed.
If the person you’re talking to seems upset, this is your cue to take a moment to show you Care Personally.

This is hard because when confronted with someone who seems upset, it’s our natural inclination to back off what we were saying — to move the wrong direction on the Challenge Directly dimension of Radical Candor (increasing the challenge). Instead, now is your time to show that you care — increase the care.
Similarly, when you get an angry response from the person you’re talking to, it’s your cue to move up on the Care Personally dimension.
This can be difficult because when the other person is angry, it’s natural for you to get angry, too. But remember, nothing will move you down on the Care Personally axis faster than anger.
One great way to show you care when confronted with negative emotions from another person is to acknowledge the emotion, for example:
“I’m noticing some strong emotion, what’s coming up for you?"
“My goal was to be helpful, seems I’ve missed the mark.”
“How can I help?”
“What can I do to help get our conversation back on track?”
Often, simply acknowledging the emotion can help someone feel more understood. This is more difficult than it sounds because most people tend to pretend emotions aren’t happening. You might misunderstand the emotion you are seeing; be humble when naming the emotion. And whatever you do, don’t judge the emotion or tell the person they “shouldn’t” be feeling it.
If you're on the receiving end of someone else's feedback, and you're the boss, how you react in the split second someone starts to give you critical feedback is a crucial moment. Fly off the handle and you will set your relationship back months.
Calmly listen and approach the situation with curiosity versus defensiveness. Don’t Get Mad, Get Curious, a handy little phrase coined by Fred Kofman in Conscious Business. Just keep saying that in your head.
What does this mean? If you get deeply curious about the feedback you are receiving, it starts to feel more like a problem to solve. Humans like solving problems. Bonus: this is a problem to solve where the subject is something else humans love: themselves. Sentiments that can really help:
“Ooh. That is interesting. Tell me more about that.”
“Ak! I didn’t realize that by saying that thing that way that I was upsetting the other team? How can we tidy things up there?”
“Oh my gosh, that is so interesting that is how I’m showing up. Am I understanding correctly that you perceive X, Y, and Z?”
1. Remember, Radical Candor is measured not at the speaker's mouth, but at the listener’s ear; it’s not what you say, it’s how the other person hears it.
2. When giving praise or criticism, pay attention to how the other person is responding, and adjust accordingly. If a person gets emotional, this is your cue to demonstrate you Care Personally.
3. If the person is not hearing you or keeps ignoring what you’re saying, this is your cue to Challenge more Directly; to be more clear. Remember, it’s not mean, it’s clear.
4. When receiving feedback, be aware of your reaction. Taking a moment to get curious about why we’re reacting a certain way can give us insight into ourselves, help interrupt bias, and give us the chance to find valuable nuggets in feedback that might not be skillfully given.
5. One of the best things you can do to understand how to adjust for different people and different cultures is to be clear about your intentions for Radical Candor and then to ask people to gauge your interactions. Knowing how someone else perceived an interaction with respect to how you perceived it will help you adjust in the future.
Have questions about Radical Candor? Let's talk >>
Episodes are written and produced by Brandi Neal with script editing by Amy Sandler. The show features Radical Candor co-founders Kim Scott and Jason Rosoff and is hosted by Amy Sandler. Nick Carissimi is our audio engineer.
The Radical Candor Podcast theme music was composed by Cliff Goldmacher. Order his book: The Reason For The Rhymes: Mastering the Seven Essential Skills of Innovation by Learning to Write Songs.
Pay close attention to the other person's verbal and non-verbal cues — what they say, their body language, and whether they make eye contact. Ask yourself, "How do they seem to be feeling?" If you're unsure, you can simply ask how what you said landed. Remember the core Radical Candor principle: feedback is measured not at the speaker's mouth, but at the listener's ear. Your job isn't to control their reaction, but to stay present and adjust your approach based on what you observe.
When someone gets emotional, resist the natural urge to back off your message or get defensive. Instead, take it as a cue to increase Care Personally. Acknowledge the emotion without judging it — try phrases like "I'm noticing some strong emotion, what's coming up for you?" or "My goal was to be helpful; seems I've missed the mark." Simply naming what you observe can help the other person feel heard and get the conversation back on track.
CORE is a four-part structure for delivering feedback clearly and compassionately:
Using CORE keeps feedback grounded in specifics rather than vague impressions, making it easier for the recipient to act on.
Your split-second reaction matters enormously — especially if you're the boss. Flying off the handle can set a relationship back months. Instead, practice what Fred Kofman calls "Don't Get Mad, Get Curious" from his book Conscious Business. Approach the feedback as a problem to solve rather than an attack to deflect. Try responses like "That's interesting — tell me more" or "Am I understanding correctly that you perceived X?" Getting curious turns a defensive moment into a genuine opportunity for self-insight.
Anger is one of the fastest ways to undermine Care Personally, a key dimension of Radical Candor. When you respond with anger, it signals to the other person that you don't have their best interests at heart, which shuts down honest dialogue. If the other person is angry, matching that energy escalates the situation. Choosing curiosity and empathy instead keeps the conversation productive and reinforces that the feedback comes from a place of genuine care.
One of the most effective strategies is to be transparent about your intentions — let people know you're aiming for Radical Candor — and then explicitly ask them to gauge your interactions afterward. Comparing how you perceived an exchange with how the other person perceived it surfaces important differences in style and cultural norms. Over time, this practice helps you calibrate your approach so your feedback consistently lands as caring and direct rather than harsh or wishy-washy.
Three ways to put this into practice.
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