Metadata
- Author: Kim Scott
- Full Title:: Radical Candor
- Category:: đBooks
- Finished date:: 2023-02-02
Highlights
some people were using Radical Candor as a license to behave like jerks, (Location 60)
Put another way, compassion is empathy plus action.â (Location 112)
âRelationships are core to your job. If you think that you can [fulfill your responsibilities as a manager] without strong relationships, you are kidding yourself. (Location 119)
When Larry wouldnât back down, Matt started yelling at Larry. (Location 253)
In the time I worked at Apple, we taught thousands of people, to great reviews. Many more have taken the class since I left. (Location 287)
- Note: No tiene abuela. Qué abureimiento
âItâs Slovakia, dumbass!!â (Location 329)
My sharp correction was simply a short, effective way to get him to focus. He didnât make the mistake again. (Location 331)
- Note: Madre mia
The point is, rather, that if you are someone who is most comfortable communicating in that way, you have to build relationships of trust that can support it, and you have to hire people who can adapt to your style. (Location 335)
the time you dedicate to managing your team will come to approximately ten hours a week, (Location 373)
Iâll also suggest you block out about fifteen hours a week for you to think and execute independently in your area of expertise. (Location 374)
Despite the predictability, successful intervention proved dishearteningly elusive. Some days I felt like I was watching a slow-motion train wreck Iâd seen dozens of times before. (Location 379)
âIs my job to build a great company,â I asked, âor am I really just some sort of emotional babysitter?â (Location 413)
- Note: Cretina
many people feel they arenât as good at management as they are at the ârealâ part of the job. (Location 430)
guidance, team-building, and results. (Location 444)
Implicit with candor is that youâre simply offering your view of whatâs going on and that you expect people to offer theirs. (Location 516)
not just in a corporate hierarchy but on a fundamental human level. Part of the reason why people fail to âcare personallyâ is the injunction to âkeep it professional.â (Location 550)
This often means modeling the behavior yourself by showing some vulnerability to the people who report to youâor just admitting when youâre having a bad dayâand creating a safe space for others to do the same. In (Location 560)
There are few things more damaging to human relationships than a sense of superiority. (Location 564)
you must also care deeply about people while being prepared to be hated in return. (Location 577)
- Note: ⊠It depends
In fact, if nobody is ever mad at you, you probably arenât challenging your team enough. (Location 596)
- Note: This is a bit paternalistic: people can push themselves without the need of someone pushing them
The hardest part of building this trust is inviting people to challenge you, just as directly as you are challenging them. (Location 603)
that you may be the one who feels upset or angry. (Location 605)
Radical Candor is also not an invitation to nitpick. (Location 625)
We have to be constantly aware of the fact that what seemed Radically Candid to one person or team may feel too obnoxious (or too touchy-feely) to another. (Location 641)
Iâll never forget overhearing Noam Bardin, Deltathreeâs COO, yelling at an engineer, âThat design could be fifteen times more efficient. You know you could have built it better. Now weâre going to have to rip what you did out and start over. Weâve lost a month, and for what? What were you thinking?â That seemed harsh. Rude, even ⊠(Location 647)
- Note: Puff
If it was OK to challenge and reinterpret Godâs doctrine, of course it was not a sign of disrespect to argue vehemently with each (Location 654)
- Note: It not remotely the same than the shameful moment before. And rooted in the idea of people not putting enough effort
realized I should take Noamâs challenges as a sign of respect rather than rudeness. (Location 658)
- Note: Challenge is ok⊠Shame is not
So I encouraged that team in Tokyo to be âpolitely persistent.â Being polite was their preferred way of showing they cared personally. Being persistent was the way they were most comfortable (Location 666)
- Note: This is ok but the israel thing not, even accounting for culture
whose head had snapped out of his computer when Iâd declared how many new customers had signed up in the past month. (Location 687)
âThe other day I gave you a hard time about leaving early (Location 775)
- Note: Cretina
refuse to work with people who canât be bothered to show basic human decency. (Location 792)
most people would rather work for a âcompetent assholeâ than a ânice incompetent.â (Location 795)
- Note: Not sure. And where is the article?
Itâs tempting to dismiss Ned as a jerk, but this is exactly the kind of attribution error that Radical Candor teaches us to avoid. Blaming peopleâs internal essence rather than their external behavior leaves no room for change. And why had Ned never changed? Because nobody ever bothered to challenge his behavior, and so he never had to learn. His obnoxiousness just escalated. (Location 823)
- Note: Ok
Fundamental human decency is something every person owes every other, regardless of position. (Location 843)
Be as specific and thorough with praise as with criticism. Go deep into the details. (Location 954)
Start by asking for criticism, not by giving it (Location 961)
- Tags: blue
more firsthand experience you have with how it feels to receive criticism, the better idea youâll have of how your own guidance lands for others. (Location 966)
Patronizing or insincere praise like that will erode trust and hurt your relationships just as much as overly harsh criticism. (Location 1005)
- Tags: blue
Ideally youâd spend just as long getting the facts right for praise as for criticism. (Location 1015)
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Second, it might be the case, particularly when youâre dealing with highly accomplished people, that you have to go to some extremes to break through their tendency to filter out critical messages. (Location 1051)
- Tags: blue
Make it clear that the problem is not due to some unfixable personality flaw. Share stories when youâve been criticized for something similar. (Location 1058)
- Tags: blue
After their first design review, heâd show new employees two binders he kept in his office. One had ten sheets of paper in it. The other had more than a thousand. âThis is my âyesâ file,â he explained, pointing to the slim binder. âThe design ideas that got approved.â (Location 1061)
- Tags: blue
âJust say it!â (Location 1102)
- Tags: blue
Not all artists want to own a gallery; in fact, most donât. (Location 1128)
- Tags: blue
Think about teams youâve worked on that have needed some of each and what the right ratio would (Location 1140)
- Tags: blue
It will remind you to help people conduct their careers in the way they desire, not in the way you think they should want to. (Location 1200)
- Tags: blue
To do that, you are going to have to get to know each of your direct reports at a personal level. Itâs also going to require you to have some of the hardest conversations youâll ever have. Sometimes, youâll even have to fire people. (Location 1205)
- Tags: blue
Rock stars are just as important to a teamâs performance as superstars. Stability is just as important as growth. The right mix of each will change over time, but youâll always need some of each. (Location 1209)
- Tags: blue
your job is not to provide purpose (Location 1260)
- Tags: blue
our world, is plenty dinged up already. (Location 1268)
- Tags: blue
If one person is doing much better work than others on the team, it seems obvious they should get a better rating and a higher bonus. But when ratings are primarily used to justify future promotions, rather than to recognize past performance, this doesnât happen. (Location 1353)
- Tags: blue
In World War II, the U.S. Air Force took their very best pilots from the front lines and sent them home to train new pilots. (Location 1360)
- Tags: blue
my job to help him keep growing. (Location 1430)
- Tags: blue
- Note: Patronizing
make sure you donât get too dependent on them; ask them to teach others on the team to do their job, because they wonât stay in their existing role for long. I often thought of these people as shooting starsâ (Location 1439)
- Tags: blue
can appeal a decision, but the manager is not the decider. (Location 1453)
- Tags: blue
I did it because I believed that everyone can be exceptional somewhere and that it was my job to help them find that role. I also believed that we should strive to have 100 percent of the team doing exceptional work. If somebody hadnât proven in the course of two years that they could do exceptional work, they almost certainly would never get there. (Location 1503)
- Tags: blue
Steve was so focused on getting to the right answer that he genuinely didnât care whoâd said what. (Location 1769)
- Tags: blue
Before I interviewed at Apple, a friend warned me that Tim tended to allow long silences and that I shouldnât let it unnerve me or feel the need to fill them. (Location 1814)
- Tags: blue
âIf I gave any reaction at all, people would often tell me what they thought I wanted to hear. I found that they were much more likely to say what they really thoughtâeven if it wasnât what I was hoping to hearâwhen I was careful not to show what I thought.â (Location 1826)
- Tags: blue
To get others to say what they think, you need to say what you think sometimes, too. (Location 1835)
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Steve Jobs, âHeâs a lion. If he roars at you, youâd better roar back just as loudlyâbut only if you really are a lion, too. Otherwise heâll eat you for lunch.â (Location 1853)
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saying what I think really clearly and then going to great lengths to encourage disagreement is a good way to listen. (Location 1861)
- Tags: blue
âIt is only by selection, by elimination, and by emphasis that we get at the real meaning of things.â (Location 1938)
- Tags: blue
- Note: On curation
As the boss, you are the editor, not the author. (Location 1944)
- Tags: blue
Part of your job as the boss is to help people think through their ideas before submitting them to the rough-and-tumble of debate. (Location 1960)
- Tags: blue
Not too many take 20-percent time, so this policy belongs more to the fantasy Google than the real Google. (Location 1974)
- Tags: blue
It was his responsibility to make the ideas that seemed so obvious to him equally obvious to FDR. (Location 1996)
- Tags: blue
Steve would later say that when a team debated, both the ideas and the people came out more beautifulâresults well worth all the friction and noise.* (Location 2025)
- Tags: blue