When Feedback Fails: Repairing Relationships After Feedback is Ignored 6 | 33

Episode at a Glance: When Feedback Fails

 Amy and Jason tackle a listener’s question about how to approach a boss who ignored feedback, then gaslit them, and is now freezing them out. If you have a question you’d like us to answer, you can send it to podcast@radicalcandor.com.

This listener writes:

I’m a senior manager in a business with 2 managers who report to me directly. I have a co-manager who has 3 managers who report to them. We have both been in our positions for 6 months. I was promoted within the team and they were hired externally. 

About 4 months ago, our team toxicity peaked when I had enough of the gossip, ableism, and bullying I was experiencing from my peer’s managers. I reported it to our boss who didn’t take me seriously until some of it came to a head quite publicly and as a result, we were all disciplined for our behavior. 

I am still hurt and feel that our boss dismissed my concerns. I want to give him feedback because he still makes comments that I’m too emotional when I mention the situation. I am holding onto it because he keeps minimizing my experience. I know I had a part to play but honestly, I didn’t know how to handle it at the time. I have since stepped up to address things in the moment and we have all committed to giving feedback when something happens. 

He is someone I’ve worked with for 14 years and up until 8 months ago we worked very well together. He has shut me out and barely talks to me anymore. We meet 1:1 once a month while he meets with my peer weekly. I have requested a meeting which he declined and said we would find time next week. He always says that and it doesn’t happen. 

I know my judgment is clouded because previously we were work friends and I don’t want him to get in trouble. However, I’m super frustrated to the point that I am thinking about quitting even though I love my job aside from all this. So my question is, do I keep trying to give feedback or do I let it go? 

Radical Candor Podcast Checklist: When Feedback Fails

1.  Identify your ‘why.’ Reflect on what you hope to achieve by continuing to give feedback. Knowing what you aim to achieve can help guide your decision.
2. Frame your feedback as an opportunity to improve your working relationship. Emphasize that you are committed to creating a positive and collaborative environment. Mention that you’ve stepped up to address issues in the moment and that you believe this approach can benefit both of you. For example, “I’ve been working on addressing issues as they arise and believe having open feedback can help us work better together, as we did before.”
3. Use “I” statements to communicate how his dismissal of your concerns and comments about being too emotional have affected you. For example, “I feel hurt and undervalued when my concerns are minimized and I’m labeled as too emotional.” This approach focuses on your experience rather than assigning blame, which can help prevent defensiveness.
4. Don’t forget to quit. If the situation doesn’t improve despite your efforts, it’s worth exploring other opportunities within or outside your organization that align with your values and professional goals.

Radical Candor Podcast Resources: When Feedback Fails

• Fears For Tears | Radical Candor Podcast 6 | 7
• Navigating Emotional Reactions at Work | Radical Candor Podcast 2 | 16
• Absentee Management Vs. Quiet Firing | Radical Candor Podcast 5 | 3
• How To Apologize And Mean It | Radical Candor Podcast 6 | 22
• Emotional Reactions At Work Are Awkward: Here’s How To Deal | Radical Candor
• When Your Employee Feels Angry, Sad, or Dejected | HBR

The TLDR Radical Candor Podcast Transcript

[00:00:00] Jason Rosoff: Hello everybody. Welcome to the Radical Candor podcast. I’m Jason Rosoff. 

[00:00:08] Amy Sandler: I’m Amy Sandler. Kim is out today. Jason, you and I are going to tackle a listener’s question about how to approach a boss who first ignored feedback, then gaslit our listener and is now freezing them out. And if you are listening to this and are thinking, gosh, you would like us to answer one of your own questions, go ahead, send it to podcast@RadicalCandor.com.

[00:00:34] Jason, what I thought we would do is I would read a couple of the paragraphs and then turn it over to you and then maybe we’d try to, uh, act this out. One of our role plays. What do you think? 

[00:00:47] Jason Rosoff: Okay. Sure. Let’s do it. 

[00:00:49] Amy Sandler: All right. I’ll start. So this listener writes, I’m a senior manager in a business with two managers who report to me directly.

[00:00:58] I’ve got a co manager who has three managers who report to them. We’ve both been in our positions for six months. I was promoted within the team. They were hired externally. About four months ago, our team toxicity peaked when I had enough of the gossip, ableism, and bullying I was experiencing from my peers managers.

[00:01:20] I reported it to our boss, who didn’t take me seriously until some of it came to a head quite publicly, and as a result, we were all disciplined for our behavior. 

[00:01:30] Jason Rosoff: Hmm. There’s a lot going on here. 

[00:01:34] Amy Sandler: Yeah. 

[00:01:34] Jason Rosoff: It feels like one of those high school algebra questions. It’s like, if there are six managers traveling in a bus going this direction at this speed, how many managers are left, are left over in the office to make your life miserable?

[00:01:50] Amy Sandler: Yeah, there’s a lot of managers. There’s a lot of seeming toxicity. Um, this person goes on and talks about the emotional, um, pieces. Do you want to, do you want to pick it up from there? 

[00:02:00] Jason Rosoff: Sure. They continue. I am still hurt and feel that our boss dismissed my concerns. I want to give him feedback because he still makes comments that I’m too emotional when I mention the situation.

[00:02:11] I’m holding on to it because he keeps minimizing my experience. I know I had a part to play, but honestly, I didn’t know how to handle it at the time. I have since stepped up to address things in the moment, and we all committed to giving feedback when something happens. 

[00:02:26] Amy Sandler: Yeah, I think we’ll see how this plays out with some of the subtext in our role play, but Jason, you know, acknowledging the boss still makes comments that I’m too emotional when I mentioned the situation.

[00:02:39] So we don’t know the details of the situation, but it’s clearly something that really set this person off and there’s, you know, ideas of gossip, ableism and bullying. Um, and then it came to a head publicly. So before we get into kind of some of the backstory and get into a role play, I’m just curious, like anything pop out at you from, obviously we don’t know the specifics, but what’s jumping out at you right now?

[00:03:05] Jason Rosoff: I had an employee situation not entirely unlike this many years ago that I tried, that I tried to manage. And, and what came out was that people had very drastically different perceptions of what had actually happened. And that a lot of the conflict that came after the, the sort of public blow up around this issue, came because people were making assumptions about how other people perceived the situation and what, and what had happened.

[00:03:41] And when I say people had drastically different takeaways of what had happened, like one person felt very strongly that the, another person’s behavior was quite sexist. And there was, I think there was a, there was a situation where for that person, it, there was some sexism there, but for that person, this particular act was very upsetting.

[00:04:07] Uh, you know what I’m saying? Like it, it went, I think it’s like, I’d hate to describe it this way, but it was sort of run of the mill, like, unconscious, like, sexist bias is how I would describe the actual thing. But for whatever reason, this person, it really harmed this person. They, they walked away from it really harmed by it.

[00:04:27] And I think the, the hard part about the situation was that there were other people there, and for those people, they also saw it as, like, more harmless. You know, on the spectrum of, like, very harmful to harmless, they saw it closer to harmless than harmful. And as a result, the person who was harmed in the situation wound up feeling like everyone was sort of against them.

[00:04:55] And that’s just a really tough, it’s a really tough position to be in. So I think I can imagine, regardless of what the behavior was, that one issue that might be coming up here is that even if someone else perceived this, this particular behavior toward, uh, toward the person who wrote into us as not particularly harmful, they were very harmed by it.

[00:05:17] And the, the lack of acknowledgement, how the person felt about it, I think drove the public blow up and potentially is, continues to drive the tension that exists between them and their boss. 

[00:05:29] Amy Sandler: Yeah, I think that’s such an important point. And it’s bringing up the idea that we talk a lot about of like feedback debt.

[00:05:37] And so there’s these things that may not have been said, and there’s the blow up and there might be the sense of, oh, we resolved the blow up. But we may be only resolved that one piece of it, not some of these underlying concerns. So, uh, just to, to keep reading this listener continues that when they’re talking about their boss, they say, he’s someone I’ve worked with for fourteen years and up until eight months ago, we worked very well together.

[00:06:07] He shut me out and barely talks to me anymore. We meet one on one once a month while he meets with my peer weekly. I’ve requested a meeting, which he declined and said he’d find time next week. He always says that, and it doesn’t happen. I know my judgment is clouded because previously we were work friends and I don’t want him to get in trouble.

[00:06:28] However, I’m super frustrated to the point that I’m thinking about quitting, even though I love my job aside from all this. So my question is, do I keep trying to give feedback or do I let it go? 

[00:06:41] Jason Rosoff: It’s tough. It’s a tough, I mean, I have a lot of empathy for this person. 

[00:06:47] Amy Sandler: Yeah, totally. And again, we don’t have all the details, uh, and we have, you know, some data points. And I think one of the things I just want to acknowledge the listener wrote in of like, they reported this to their boss. They felt like the boss didn’t take them seriously until it came to a head. So they, they probably felt like I gave feedback. It wasn’t really addressed. Then we were all disciplined.

[00:07:09] This person still feels hurt. Uh, they’re holding onto it because they feel like the boss keeps minimizing their experience. And then they say, I know I had a part to play, but honestly, I didn’t know how to handle it at the time. And so I think there’s some, you know, some real like self awareness and reflection of like, may not have handled it as well in the motion and, you know, in the moment.

[00:07:28] Um, as well as knowing that their judgment is clouded because of this, you know, having been work friends. So given all that context, Jason, I thought it might be illuminating or at least, um, I don’t know, fun, but try to actually play these roles, you know, doing the best we can without knowing all the details.

[00:07:47] And I am happy to play still hurt employee and you are a neglectful boss. Would you like to play that role? 

[00:07:56] Jason Rosoff: I’m, I’m. 

[00:07:57] Amy Sandler: Or actually maybe, maybe instead of neglectful boss play, play the role of what the boss, you want to do neglectful or what the boss could do. Want to be Jason boss or this actual boss?

[00:08:08] Jason Rosoff: That’s very kind of you. Why don’t we start with neglectful and let’s see if I can turn it around. 

[00:08:14] Amy Sandler: Okay. Hey, Jason, uh, I, you know, first of all, I’m just so glad that we’re together. It’s been really hard for me to find a time on our calendar. And so thank you for, for making the time because, you know, I, I’ve reached out and I just, the last few weeks you haven’t been as available. Is now a good time?

[00:08:34] Jason Rosoff: It, it is. Yeah. Just, you know, super busy, a lot of stuff going on. 

[00:08:38] Amy Sandler: Yeah, no, I know. I know how busy it is. I really do value our time and just all of the, um, you know, we’ve worked together for, for fourteen years. And we have had such a, I think, really productive work relationship. I consider you a work friend as, as well as my boss.

[00:08:55] We’ve worked so well together and obviously the last, you know, six, eight months have been really challenging. And I want to acknowledge, like we really had a difficult time in the, uh, in the blow up, uh, you know, in that, in that meeting. And so I just want to acknowledge my part in that and that I have taken steps to really change, to change my behavior. Uh, and so first I just wanted to see how you felt I was doing since that blow up to start to be more clear, uh, and immediate in the feedback that I was giving. 

[00:09:29] Jason Rosoff: Honestly, I, I thought that, you know, we had all, we’d all moved past this already. I feel like you’re doing great, but you know, this isn’t something I’m thinking about on a regular basis. So it’s, it’s kind of a little surprising that we’re, we’re having this conversation at all. 

[00:09:44] Amy Sandler: Yeah. Um, I mean, it’s surprising to me that it’s surprising to you because I feel like I’ve been talking to you about this as a root issue for a long time. And while we did have the public blow up, there is still continuing to be a culture around gossip and bullying and ableism.

[00:10:03] And I feel like when you first brought, I first brought it up to you, you didn’t acknowledge it. So we did have that meeting and then whenever I bring it up to you, you say that I’m too emotional. And I just, you know, the fact that you keep minimizing my experience of this. I feel like we’re just at an, at an impasse and I’m not sure why it’s so difficult for you to acknowledge that this was really harmful to me.

[00:10:29] Jason Rosoff: I mean, I acknowledge that it was harmful to you, but it was eight months ago. 

[00:10:33] Amy Sandler: Yeah. I think one of the challenges is that time does not heal all wounds if they’re actually not addressed and acknowledged. And so, you know, yes, it was eight months ago, but the actual harm is still there and absent a legitimate and sincere apology.

[00:10:50] I just, I can’t really move on from that unless I feel like I was really heard and understood. Now, understanding doesn’t necessarily mean agreement, but I need to feel that you understand why that was harmful for me. 

[00:11:02] Jason Rosoff: So, this is about an apology. I feel like I’ve said it so many times, like, I didn’t mean for things to get so out of hand, you know?

[00:11:12] Amy Sandler: Totally. I, you know, look, I know you always have the best intentions. I know how much you care about the team, you know, yes, there’s an apology. And this is really about an ongoing practice of, of rebuilding trust. And so, you know, I know I’m committed to like, this relationship is really important, Jason. And so like, I want to address it. I want to be a partner with you. I know we have had that productive history. And when you say that I’m too emotional or that it happened eight months ago, it feels to me like you don’t see me as an equal partner. 

[00:11:52] Jason Rosoff: I feel like you’re being too emotional right now. I couldn’t hold it together. I’m sorry. Let me, let me just, it’s so hard. 

[00:12:03] Amy Sandler: Should we actually, like, 

[00:12:04] Jason Rosoff: No, let’s keep the same. It’s so hard for me to embody the, this, this person, but I will say that I’m sure I’ve, I’m sure I’ve been this person at times in my past, but I feel like I’ve worked so hard to move away from being this kind of person who dismisses and minimizes other people’s experiences that it’s hard for me to get, you know, the, the paths are not as well worn anymore.

[00:12:30] And I think the, like what I, what I was reacting to as you were playing your part in the role play, Amy, was like, you were trying so hard to build a bridge. And it was like this person just kept taking us, you know, in my character, I just kept taking a sledgehammer, you know what I’m saying? Like knocking the bricks down as you were putting them up.

[00:12:49] And I do think that, that that’s probably what it feels like to the person who wrote into us, right? They feel like they’re trying to build a bridge, and every time, you know, they lay a few bricks and then this person comes by, by not just their actions, but their inaction, they let, you know, the bricks fall down.

[00:13:09] The bridge starts to crumble. And so, I feel like the answer to this is so simple, which is just to say, I appreciate you, uh, acknowledging my intention, and I recognize that the impact that it had on you was, like, much different than the impact it had on me, even though we had this public blow up. You know, for me, the situation was resolved several months ago, and it’s clear to me in this conversation that you’re still really hurting from that. And, you know, I want to find a way to mend that to, to, to mend our relationship.

[00:13:39] I want you to feel like, you know, I wanna get back to a place that’s closer to where we were for the last fourteen years. Obviously we can’t go back, we can only go forward, but I wanna find a way forward. And so I, I would love to learn like what it is that I can do to, to take a step in the right direction, you know, beyond, you know, this moment of acknowledgement. Like what, what are some things that we could do differently moving forward that would help you feel as though we’re rebuilding that trust? 

[00:14:06] Amy Sandler: Yeah. I, I so appreciate that. And as you were talking, I was kind of imagining like what was under the surface. And like if I were to do the role play again, like for me, it’s kind of like Jason, we have worked together for fourteen years and everything was fantastic.

[00:14:25] And then Bob comes in and all of a sudden Bob’s team is just gossiping and there’s so much bullying and ableism. And I kept telling you about it. And you kept ignoring me until we finally had this blow up and then I now look like the bad guy here. Even though I had told you about this and now this relationship that we had, fourteen years, and now you’ve totally shut me out. And you and Bob are thick as thieves and I’m just left being too emotional. And to me, that’s like sort of the emotional piece underneath it. I don’t, is that kind of. 

[00:15:00] Jason Rosoff: Yeah. So if I was in this person’s position, like we reasoned through the role play about what this person might, how they might approach this. Like certainly one option is to have a conversation like the one that we just had.

[00:15:13] You know, the question that’s in my mind is like, if we know that me, like my character, the bad boss is like. already quite sensitive to, it’s sort of funny. It’s like, it’s always, it’s always the people who are calling other people sensitive and snowflakes that are out there, you know what I’m saying? Like they can’t handle other people’s emotions.

[00:15:34] So it’s like, knowing that this person is already quite sensitive to like the emotional angle, I do wonder if we have, like, if they’re going to have this conversation, if there’s a way to approach it and say, you know something like, you said. Which is, this, our relationship really matters. I feel like we had a lot of trust. I feel like we’ve lost some of that trust. And I really want to find a way to rebuild it. And then one of the things that I, that I need from you is just a some acknowledgement of the, the change that has happened.

[00:16:03] You know what I’m saying? Like the change that has happened in our relationship without making it purely about you. And the reason why I’m thinking about this is like, it’s putting a lot of onus on the person who was harmed, but I’m trying to imagine a way to put a brick in the bridge that feels like it’s harder for the other person to knock down. You know what I’m saying? 

[00:16:23] Amy Sandler: Yeah. Like, I think it’s to your point, like, what’s my intention here? Is my intention here to have this person apologize and be the empathetic person that, you know, maybe they seem to be beforehand? Or is my intention, you know, this person says, like, I love my job aside from all this, I don’t want him to get into trouble, you know?

[00:16:43] So is there some element where it’s like, hey, you know, I, this, this is still something that, you know, like I can work with my own sort of emotional processing of this. This relationship is really important and I don’t want to look back. I do want us to move forward. For me to really move forward and be productive.

[00:17:02] And I’m doing X, Y, and Z to really, you know, try not to repeat this. What I really do need from you is, is just an acknowledgement that you’re also willing to commit to this relationship. So for example, could we, could we meet more frequently? Like right now, we’re just having one on ones once a month.

[00:17:19] Like, could we meet, you know, once a week and just start, you know, build back some of that, that respect? Even just through the work that we’re doing together, not necessarily on the emotional front, but the actual like day to day work. 

[00:17:31] Jason Rosoff: I, that’s exactly where my mind was going is like, that, that seems like it’s just such a good, like we were doing this before. We stopped doing it. Can we go back to doing this? I found this was a really helpful way to make sure that, you know, we stayed aligned and stayed on track and were able to work well together. And I think the, part of the reason why I think this approach is helpful is, you know, if this person listens to this episode, that is an entirely reasonable request. And if that request is rejected, that is very valuable data. 

[00:18:05] Uh, right. Which is that, ’cause if, for example, bad boss, you know, my, the bad boss version of me was like, sure, sure, we can do that. Um, yeah, I’m committed. And then they don’t, they still don’t happen right? The one on ones still get rescheduled, right? 

[00:18:23] Like now all of a sudden you have some really valuable data, which is like, while the person may not want you to quit, like they may not be trying to force you out. Um, they are not willing, they’re, they’re showing you that they’re not willing to do the work, right? They’re not willing to make even the smallest, uh, of commitments to, to rebuilding that, that relationship. Because a weekly one on one with your boss is a completely reasonable thing for people to ask for.

[00:18:58] Amy Sandler: So let me ask you this, like my original tack was like kind of wanting this apology and sort of really meeting the emotional need. And it feels like what we’re saying is, a more recommended tack, maybe more, um, practical might be, hey, you know, we’ve had this working relationship. I want us to get back to where we are. Um, anchoring on the idea of the one on one. 

[00:19:21] Um, and specifically in the letter, they say, I’ve requested a meeting, which he declined and said, we would find time next week. He always says that. And, and it doesn’t happen. So like, if we’re going to get more practical, like what, what specifically would you say, how would you say to quote bad boss about the one on one in a way that acknowledges the fact that they might not even be able to get this one on one. 

[00:19:44] Jason Rosoff: Yeah. It sounds like they’re having their monthly one on one. So I would maybe make one more attempt at trying to get this sort of like off the schedule meeting scheduled. And then what I would do is I would use the next one, I would plan to use the next time I met with that person to have this conversation. 

[00:20:00] Amy Sandler: So Jason, can you just, can, can I play bad boss, but like more empathetic? Can you tell me what you would say about the, the one-on-one in the building? Just to, to flip it for a moment, how would you say what you were just recommending? 

[00:20:12] Jason Rosoff: To, how would I say to my bad boss?

[00:20:14] Amy Sandler: How would you say to the boss? Yeah. 

[00:20:15] Jason Rosoff: Yeah. Oh. I would say, 

[00:20:17] Amy Sandler: Like, like, we’re actually, like, we’re in the meeting. You finally have the meeting. Like, tell me exactly what you would say. 

[00:20:22] Jason Rosoff: I think I would say something like, hey, Amy, our ability to, you know, our history over the last 14 years, our ability to work together really well, I think, has been the hallmark of our relationship.

[00:20:34] I know the last eight months have been strained, and it’s been difficult for us to find our footing, and it’s really important to me that we find a way to collaborate effectively together. And I have one ask, which is, I really do need more regular check ins with you. So we used to have our one on ones weekly, we’ve shifted to having them monthly.

[00:20:59] It’s been hard to get on your calendar because you’re so busy. Um, I’d really like to make the shift back to weekly one on ones so that we can stay in better sync and hopefully get out of a little bit of the sort of rut, negative rut or pattern that we’ve been in over the last few months. Do you think that’s something you could do for me?

[00:21:17] Amy Sandler: How could I say no? So are you, are we suggesting to this listener that, you know, looking for an apology or an acknowledge, like we just sort of have to like manage that ourselves. Is that the guidance here do you think? 

[00:21:29] Jason Rosoff: I think this is going back to your question, which is like, what is your reason for having the conversation, right? What is the why behind this conversation? If the why behind the conversation is like, I want to get back to really enjoying my job. And I might not get the apology that I’m looking for, or this person might not be in a position to give me the apology that I really want, um, and I’m willing to accept that because I love the job otherwise, right?

[00:21:54] Like, then I think the conversation I just described is a good way to go. Maybe not exactly those words, but something like that. But I feel like if you’re saying, I want to get back to the job that I love. And the only way for me to be able to get back there is to get this acknowledgement and apology from this person. Then I think that’s the conversation that you should have. Because if you’re going to be, you know what I’m saying? If you’re going to, if you’re going to sort of be miserable, regretting the time that you spend in the job, because you haven’t gotten this acknowledgement and apology, which is a normal human thing to want.

[00:22:29] So like, I don’t want to, I want to be clear that this is, this is work, um, but you know, human, you work with humans and when you, when humans are harmed, like they need some acknowledgement, recognition. Like apology and, and recognition goes a long way to helping, to helping maintain good working relationships.

[00:22:53] So this is like, that’s also a totally normal thing to ask for is an apology for bad behavior. Um, so I think either of these things are reasonable, but to your point, I think it depends on your motivation. If to be happy you need that apology, I think you need to ask for it and then treat the reaction to that as really helpful data to make a decision about what to do next.

[00:23:15] Amy Sandler: I think that’s great. Should we go on to our tips? 

[00:23:18] Jason Rosoff: Sure. 

[00:23:19] Amy Sandler: Time for the Radical Candor checklist. Let’s get into our tips. 

[00:23:23] Tip number one, identify your why. Reflect on what you hope to achieve by giving feedback by having this conversation, by sharing with your boss, your experience of the past eight months and how you’d like to move forward. Knowing what you aim to achieve can help guide your decision. And when it comes to issues around emotions, one thing I’ve always found helpful is, is this an emotion that I can manage myself and doesn’t require an action from the other person, such as an apology? Or is this something that I really need in order to build trust to understand that we’re operating on the same page? So it really does require some reflection. 

[00:24:08] Jason Rosoff: Tip number two, if you want to focus less on the apology and more on the relationship, make sure to frame your feedback in that way. Emphasize that you’re committed to creating a positive and collaborative environment. Mention that you’ve stepped up to address, uh, issues in the moment by giving more, uh, frequent, more in the moment feedback and that you believe this approach has and can continue to benefit the both of you. So you could say, for example, you might say, I’ve been working on addressing issues as they arise and believe having open feedback can help us work better together as we did before. That’s why we’d love to have these more regular check ins with you. 

[00:24:46] Amy Sandler: Tip number three, if you are going the emotion route in this conversation, use I statements so that you can communicate, in this example, how your boss’s dismissal of your concerns and comments about being too emotional have affected you. So for example, I feel undervalued when I’m labeled as too emotional. This approach, using I statements, focuses on your own experience rather than assigning blame to the other person, and that can help prevent offensiveness. 

[00:25:17] Jason Rosoff: And finally, tip number four, don’t forget to quit. We’ve discussed in the podcast some different strategies for trying to stay in the role. If you can’t get what you need in your job, if it’s really making you miserable, and the situation doesn’t improve despite your efforts, it’s worth exploring other opportunities within or outside your organization that better align with your values, your needs as a human being and your professional goals. Even if you don’t choose to quit, knowing what those other options are can help you make a better plan to stay in the current role too. 

[00:25:56] Amy Sandler: Well, thank you again to our listener for writing this in. This is so challenging. We are supporting you. Feel free to let us know how this all plays out. And if you’re looking for some more tips, visit RadicalCandor.com/resources. The show notes are at RadicalCandor.com/podcast. Praise in public, criticize in private. So if you like what you hear, uh, please do rate and review us wherever you’re listening. And criticism as well as any, uh, questions, go ahead, email podcast@RadicalCandor.com. Bye for now.

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Radical Candor Podcast Listeners Get 10% Off The Feedback Loop

You’ll get an hour of hilarious content about a team whose feedback fails are costing them business; improv-inspired exercises to teach everyone the skills they need to work better together, and after-episode action plans you can put into practice immediately.

We’re offering Radical Candor podcast listeners 10% off the self-paced e-course. Follow this link and enter the promo code FEEDBACK at checkout.

Watch the Radical Candor Videobook

We’re excited to announce that Radical Candor is now available as an hour-long videobook that you can stream at LIT Videobooks. Get yours to stream now >>

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.

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