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Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity, by Kim Scott
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Review
"I think this is an incredible book for anyone who is hoping to create better relationships in the workplace. Whether you manage 1 person or an entire company, this is for YOU." ―Rachel Hollis, New York Times bestselling author"Scott’s experiences leading teams at Google and Apple led to this book, which espouses a workplace culture where leaders care deeply about their employees and challenge them to be their best selves.†―Jeff Kinney, author of the bestselling Diary of a Wimpy Kid series, in the New York Times"I raced through RADICAL CANDOR―it’s thrilling to learn a framework that shows how to be both a better boss and a better colleague. RADICAL CANDOR is packed with illuminating truths, insightful advice, and practical suggestions, all illustrated with engaging (and often funny) stories from Kim Scott’s own experiences at places like Apple, Google, and various start-ups. Indispensable." ―Gretchen Rubin author of NYT bestseller THE HAPPINESS PROJECT "Reading Radical Candor will help you build, lead, and inspire teams to do the best work of their lives. Kim Scott's insights--based on her experience, keen observational intelligence and analysis--will help you be a better leader and create a more effective organization." ―Sheryl Sandberg author of the NYT bestseller LEAN IN "Kim Scott has a well-earned reputation as a kick-ass boss and a voice that CEOs take seriously. In this remarkable book, she draws on her extensive experience to provide clear and honest guidance on the fundamentals of leading others: how to give (and receive) feedback, how to make smart decisions, how to keep moving forward, and much more. If you manage people―whether it be 1 person or a 1,000--you need RADICAL CANDOR. Now." ―Daniel Pink author of NYT bestseller DRIVE"I read Kim's blog on Radical Candor and was immediately convinced that we needed to modify our culture. Being nice, was not nice at all. Not only does it hurt the company, but it also hurts the person who isn't receiving important feedback. We rolled out the Radical Candor framework at a 600-person company meeting six months ago. Despite having only applied modest reinforcement to date, we are already seeing the benefits. People will often start a conversation with "In the spirit of radical candor..." I love that it has allowed us to grab onto that phrase to transition toward a radically candid company. I can't think of a better way to improve our culture and, most important, help our people improve and develop. Thank you Kim!" ―Greg Schott, CEO of Mulesoft"When I first heard Kim's presentation of Radical Candor, I was blown away. In a nicely compact 2x2 with just eight words, she perfectly summarized what I had known my whole career, but just didn't have the right way to say it. To me, Radical Candor was business poetry. Success in business is completely dependent on having the hard conversations and exposing the truth about what needs to happen in your organization. We all know how difficult those conversations can be and they are less effective if your team can't hear the message. Radical candor is about combining a desire to push the organization and achieve the vision while communicating in a way that lets your team know you care personally about them. I am so pleased when I hear an employee start a conversation, "In the vein of radical candor…â€, as I know we will be speaking the truth and on a path to accomplishing great things." ―Christa Quarles, CEO of Open Table"With Radical Candor, Kim has bottled some of Google's magic and shared it with the world." ―Shona Brown, former SVP Business Operations at Google"Talk. Just talk honestly and candidly. Yet in the workplace, direct conversations are events to be avoided at all costs. Ask any manager―or employee. In response to this, former Googler, Apple-r, and jill-of-many-trades Scott has developed an ingeniously simple, practical practice routine that makes most of the performance issues in the employment world go away: radical candor... Her seven-step methodology―listen, clarify, debate, decide, persuade, execute, learn―is the tool by which bosses and employees get work done well. Plus it completely overcomes the paralysis and concerns during appraisal time. An amazing process that should work, when embraced and applied." ―Booklist
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About the Author
Kim Scott is the author of Radical Candor: How To Be a Kickass Boss without Losing your Humanity, to be published by St Martin's Press in March 2017. Kim is also the co-founder of Candor, Inc., which builds tools to make it easier to follow the advice she offers in the book. She is also the author of three novels.
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Product details
Hardcover: 272 pages
Publisher: St. Martin's Press; 1 edition (March 14, 2017)
Language: English
ISBN-10: 1250103509
ISBN-13: 978-1250103505
Product Dimensions:
6.4 x 1 x 9.5 inches
Shipping Weight: 1 pounds (View shipping rates and policies)
Average Customer Review:
4.5 out of 5 stars
340 customer reviews
Amazon Best Sellers Rank:
#256 in Books (See Top 100 in Books)
Despite the 3 star review, I actually really liked this book. I had been looking forward to reading it for a while. The issue I had with the book can be illustrated by her performance|growth model. She spends a lot of time talking about the extremes but hardly any time talking about managing the middle, which is where probably 80% of managers really struggle with their direct reports!! I kept going back and scanning the pages again, thinking that I missed it. I could see a whole other book about that particular piece, and hopefully Scott will explore it further in a second edition. There were other similar gaps like that in the book - parts that I felt were explained so well at the extremes but things left unexplored, for example: companies whose culture is somewhere in the middle, managers who are dealing with performance in the middle, team dynamics somewhere in the middle. That "middle" is the tough part - how do you use Radical Candor to know when to pull the trigger on what when you're in a gray zone?
I hardly write reviews for books, but this one is worth the read. I'm only half way through and she's brought so much clarity to my management failures and triumphs. I now understand the things that made me fail my first time around and successful my subsequent times around. And now that I have a framework to understand, I feel like I can build a team that reflects accordingly.Good times. Thanks Kim. Is it too passive aggressive for me to give my current manager a copy of this book?
I've been at Google for 11+ years and much of what Kim talks about in the book resonated with me as a manager. This book as opposed to others I've read in the past has a ton of actionable guidance. I'm already looking for ways to apply many of the teachings from the book to my work. Especially the topics around Superstars and Rockstars hit home with me. Just today my team and I talked about how we could reward our Rockstars better. I also really like how Kim talks about the importance of being "centered" and how it's hard to be a good manager without being in a good place yourself.
A good read. Frankly some of the "bad" manager verbal assault on subordinates is a hard to believe, but that is what this book is written for. The basic thought on this book evolved around a. BUILD TRUST with your team. Them of you and you of them. It is the gateway to having foundational human relationships. Then b. BE CANDID with them (and them with you as the boss). Some good simple tips to focus on the activity, or the "it" - - NOT the person. The book was a little "round and round" on these two key points. Can really see how a newbie manager could benefit from this book.
As a Googler and startup founder, everything Kim talks about reasonates with me deeply. The approach to radical candor feedback, being truly transparent & balanced alongside caring for your team is the right modern approach to management. A great read for anyone considering starting a company or for managers everywhere.
As with many books in this genre, this one was helpful occasionally, too specific most of the time (expect to get nothing from the middle chapters if you aren’t in a tech firm), often self contradictory (“no one is a top performer†but a few pages later “reward your top performersâ€), and a quick read. I am glad I read it and I definitely took away some useful tidbits. Unfortunately, I think the key notions and examples could have been just as easily communicated in a blog post. I’m a little shocked the author has formed a whole company around this concept as it’s fairly simple. Tips about how to phrase feedback were especially useful, and many anecdotes were enjoyable. The text was, however, undermined by some baseless ageism (‘millennials do this or that’), needless repetition, and a little too much namedropping for my taste.
So I bought this book thinking I was buying “Fierce Conversationsâ€. Turns out I was buying the wrong book - which turned out to be the best mistake I ever made because this book is way way better! This is hands down one of the best books I have read on leadership. The author takes a straight shooter, no nonsense, no BS, no pontificating approach to how to be a kick a$$ Manager! It’s great for leaders of all levels and walks through some foundational things (in a no nonsense way that doesn’t make you feel stupid) and then gets into how to actually establish trust with your direct reports. As in “say this†and “do thisâ€. It is a very practical guidebook. I used an entire highlighter on every nugget I found - some pages are entirely highlighted!I will recommend this book to anyone I know. It is by far the most practical advice on getting things done, without leaving bodies in your wake.
When I read a comment like this is the "holy grail of management books", I have to scratch my head. This is a rehash of material covered in countless other management books. I would have expected better from someone with her resume!You can learn more from several of the Patrick Lecioni books and they are more fun to read. About halfway through the book, I stopped and donated to the library. This is suitable for a newer manager to read.
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