Radical Candor Buchzusammenfassung - das Wichtigste aus Radical Candor

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Zusammenfassung von Radical Candor

Name: Radical Candor
Rating: 4.6 (436 reviews)
Author: Kim Scott

Kim Scott

Be a Kickass Boss Without Losing Your Humanity

4.6 (436 Bewertungen)

29 Min.

Inhaltsübersicht

Radical Candor
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Kernaussage 1 von 7

What’s in it for me? Learn how to become a radically candid boss.

“Hey, do you have a minute?”

Actually, Kim Scott didn’t. She had just stepped out of the elevator at Juice Software’s headquarters, where she was CEO. And that morning, she felt stressed. She needed to make an important pricing decision, and she needed to do it now. But the employee who’d approached her, asking if she had a minute, looked distraught – and for good reason. It turned out that he was having a serious health issue, and it was really weighing on him. They ended up talking for an hour, and Kim managed to reassure him that it was OK to take the time away from work he had to focus on his health.

OK — now! If she rushed to her desk immediately, she might be able to make that pricing decision in time. But – surprise, surprise – a second colleague was soon standing in front of her with another urgent topic.

After a morning of nothing but “distractions,” Kim was frazzled. She called Leslie Koch, her CEO coach, to get some advice: “What am I, a CEO, or some kind of emotional babysitter?” she asked. Leslie answered, “This is not babysitting, it is called management, and it’s your JOB!”

Those words have guided Kim in her career ever since. Because what she did that day was exactly what she was supposed to be doing: building relationships with the people she was leading, showing them that she cared about them not just as employees but as human beings. These conversations were not distractions, they were core to her job.

Relationships are essential when trying to succeed as a leader. No matter whether you’re a CEO or a first-time manager, your job is to create a culture of guidance, to build a great team, and to achieve the best possible results. If you think you can do those three things without building good relationships, you’re kidding yourself.

To cultivate these strong relationships, you need to build trust with your colleagues. But trust is not something you can build by snapping your fingers, and voilà! You actually – pardon our French – need to give a damn about the people who work for you. You need to care about them personally. But you also need to be candid with colleagues about what you really think – which often means challenging directly.

These two dimensions – Care Personally and Challenge Directly – are at the heart of Radical Candor (®). It’s radical because it’s fundamental to being a good colleague – whether you are the boss, a peer, or an employee. It’s radical because it’s rare that we both care and challenge at the same time. It’s candid because you'll be communicating clearly and with humility.

In this Blink to Kim Scott’s book, Radical Candor, we’ll show you why this concept should inform all of your actions as a leader – and as a peer and an employee. Radical Candor isn’t just for bosses! At the end, you’ll know how you can use it to strengthen your professional relationships, give your team good guidance, motivate them to do their best work, and of course, get stuff done.

If you feel you are learning a lot from this Blink and want to buy the book, click here.

The two dimensions of Radical Candor (®).

To start, let’s take a closer look at the first dimension of Radical Candor: Care Personally.

Of course, you care about the people you work with. But listening to someone share what’s really going on for them, or even sharing some of your own vulnerabilities? That’s just a bit too much, isn’t it? That’s unprofessional.

Actually, it’s one of the best things you can do if you want to establish an environment where people feel safe and cared for. Again, think about Kim Scott when she listened to that colleague who was concerned about his health crisis. She listened. She gave him her time. She showed him that his feelings mattered, and that part of being on a great team is that your teammates have your back when you need to deal with something outside of work. If you create an environment where people feel like they can be vulnerable, they will feel safe. And this will build trust.

It’s important not to let your empathy prevent you from telling people things they need to know to be successful – which leads us to the second dimension of Radical Candor: Challenge Directly.

Early in her career at Google, Kim gave a presentation to the company’s CEO and founders. She was understandably nervous, but it all went well – or so she thought. Afterward, her boss invited her to walk together to their next meeting. Her boss gave Kim some specific and sincere praise, but she also made her aware of something: Kim had said “um” a lot. While the feedback stung a little bit in the moment, Kim knew her boss cared about her and appreciated the offer to help her with her presentation skills.

So if you notice room for improvement in a team member, challenge them. Be kind, be encouraging, be compassionate, and be direct – don’t beat around the bush. When employees discover that you truly want to help them to grow, and that you’re willing to challenge them in service of that growth, they’ll trust you more than they would if you’d held back.

Now that you’ve learned more about the two dimensions of Radical Candor and why they’re so important for your relationships with your colleagues, let’s talk about another relationship: the one you have with yourself.

Dating wisdom holds that, before you can really love someone else, you have to love yourself. Well, the same is true for professional relationships: if you want to care about others, you have to care about yourself first.

What does that mean?

Mostly, you will need to find a way to stay centered – especially in stressful situations. You know best what you need to do for yourself to keep an even keel. What works for one person won’t necessarily work for another. Kim, for example, makes sure she sleeps eight hours a night and makes time for exercise and regular meals with people she loves. That is her recipe. What is yours? These types of routines might sound trivial, but they can contribute to your overall well-being. So try to stick to them, and block time in your calendar for activities that are important to you.

If you show up for yourself like this, you can show up for others as well. And you’ll become a role model for your team. Which is important because guiding others – as you’re about to find out – is a crucial part of being a radically candid colleague.

If you want to learn more, please read Chapters 1 and 4 of Radical Candor. You can click here to get the book.

Three behaviors to avoid as a radically candid colleague.

Let’s talk about Kim’s experience with her boss again. It’s a great example of how a manager can make someone feel appreciated and give them the guidance they need at the same time. We don’t have to choose between caring and challenging–we can do both at the same time.

Kim’s boss focused on the good stuff – praised her specifically and sincerely, not in the feedback sandwich kind of way. But she didn’t shy away from bringing up what she perceived as a problem – a problem that might stop Kim from advancing in her career. And she did all that with real compassion. This two-minute encounter – yep, it was only two-minutes long – changed Kim’s outlook on how to guide her own team.

How to give radically candid guidance.

At Google, Kim once witnessed a discussion between Larry Page, Google’s cofounder, and software engineer Matt Cutts. They were debating a policy, and the discussion got heated. Matt, usually calm and composed, started shouting. Kim was afraid that Larry would be infuriated by this behavior, but instead, he got a big grin on his face. Why? Because he enjoyed being challenged. To him, it proved that, at Google, employees felt comfortable enough to criticize their bosses and even the company's cofounders.

This is what’s at the core of radically candid guidance: a culture where leaders encourage people to give them feedback. As a result, everyone feels safe saying what they really think. Soliciting and giving, both praise and criticism is usually called feedback, but Kim prefers to call this guidance. Feedback is screechy and makes us want to put our hands over our ears. But guidance, both praise and criticism, is something most of us long for.

How to identify what motivates your colleagues.

Here’s a story about Sir Christopher Wren, the seventeenth-century architect who oversaw the reconstruction of St. Paul’s Cathedral in London. One day, he was walking around the construction site when he encountered three bricklayers who were building a wall. He asked them what they were doing. The first one said, “I’m working.” The second one mentioned that he was building a wall. The third bricklayer, though, gave an astonishing response: “I’m building a cathedral to the Almighty.”

This story is often used to exhort leaders to “provide purpose” to their employees. But to Kim, the anecdote actually reveals something else: people can do the same job but find meaning in different ways. It’s not a manager’s job to provide purpose. It’s a manager’s job to understand what motivates each person. A manager's job is to recognize the differences and make sure there is an environment in which everyone can find their own sense of meaning.

How to help your employees take a step in the direction of their dreams.

Russ Laraway, who worked for Kim at Google, once sat down with Sarah, one of his employees. When he asked about her aspirations, she initially hesitated, then said she hoped to one day be a boss like Russ. But Russ sensed that Sarah wasn’t being completely honest with him, so he asked her if she had any other visions for her future. Sarah paused for a moment and then shared her actual dream with him: she wanted to own a farm that grew spirulina, an algae-like superfood. She did want to be a boss – she hadn’t lied to Russ about this – but in a field she really cared about.

What a revelation! Russ was now able to talk to Sarah about her upbringing and identify her main motivators, such as helping the environment, working hard, and being a financially independent leader.

How to get stuff done: achieving results collaboratively because telling people what to do doesn’t work.

When Kim joined Google to lead an AdSense team, everybody was doing a little bit of everything – it was like a kid's soccer team, everyone chasing the ball. She noticed that people on her team often felt stressed and efficiency wasn’t what it could be. So Kim restructured the team into smaller units, gave each of them a well-defined responsibility with clear goals, and established clear lines of reporting. Everything should’ve run smoothly now, right? Well . . . no. The result was that people started complaining about Kim’s autocratic leadership style; a few of them even left the team.

Why? Again, Kim’s boss offered some insightful advice. It wasn’t that Kim’s ideas hadn’t been great. The problem was that she had started implementing her ideas before listening to her team’s ideas.

Listening and debating.

First, let’s talk about the art of listening because it’s the thing that will have the biggest impact on collaboration within your team. There are two types of listening: quiet listening and loud listening.

Quiet listening suits leaders who prefer to let others do the talking. Quiet listeners don’t offer their opinions off the bat; instead, they sit back and listen attentively. You might be surprised by how much your employees share with you when you do this! For it to work, though, you need to have established an environment where people feel comfortable saying what’s really on their minds.

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Worum geht es in Radical Candor?

Radical Candor (2017) is a roadmap for leaders looking to establish the best possible relationship with their employees. Its insightful approach to management shows how to create a working environment where great ideas emerge, individuals reach their full potential, and employees are proud to follow their boss.

Wer Radical Candor lesen sollte

Managers and business leaders
Coaches and organizational psychologists
Entrepreneurs and self-employed people

Über den Autor

Kim Scott is an experienced CEO who’s worked for a variety of Silicon Valley companies including Twitter, Dropbox, and Google. She’s a former faculty member of Apple University and the current CEO of Candor, Inc. – a company she cofounded to provide more resources for managers and bosses in need of support.

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