From the time we learn to speak, we’re told that if you don’t have anything nice to say, don’t say anything at all. When you become a manager, it’s your job to say it–and your obligation.
Author Kim Scott was an executive at Google and then at Apple, where she worked with a team to develop a class on how to be a good boss. She has earned growing fame in recent years with her vital new approach to effective management, Radical Candor.
Radical Candor is a simple idea: to be a good boss, you have to Care Personally at the same time that you Challenge Directly. When you challenge without caring it’s obnoxious aggression; when you care without challenging it’s ruinous empathy. When you do neither it’s manipulative insincerity.
This simple framework can help you build better relationships at work, and fulfill your three key responsibilities as a leader: creating a culture of feedback (praise and criticism), building a cohesive team, and achieving results you’re all proud of.
Radical Candor offers a guide to those bewildered or exhausted by management, written for bosses and those who manage bosses. Taken from years of the author’s experience, and distilled clearly giving actionable lessons to the reader; it shows managers how to be successful while retaining their humanity, finding meaning in their job, and creating an environment where people both love their work and their colleagues.
( Recommended by Fanny Limare-Wolf) Continue reading
Radical Candor is a simple idea:
To be a good leader, you have to Care Personally at the same time that you Challenge Directly.
When you challenge without caring it’s obnoxious aggression;
When you care without challenging it’s ruinous empathy.
When you do neither it’s manipulative insincerity.
(Book Recommended by Fanny L-W)
In his 1989 book “On Becoming a Leader,” Warren Bennis composed a list of the differences between managers and leaders:
– The manager administers; the leader innovates.
– The manager is a copy; the leader is an original.
– The manager maintains; the leader develops.
– The manager focuses on systems and structure; the leader focuses on people.
– The manager relies on control; the leader inspires trust.
– The manager has a short-range view; the leader has a long-range perspective.
– The manager asks how and when; the leader asks what and why.
– The manager has his or her eye always on the bottom line; the leader’s eye is on the horizon.
– The manager imitates; the leader originates.
– The manager accepts the status quo; the leader challenges it.
– The manager is the classic good soldier; the leader is his or her own person.
– The manager does things right; the leader does the right thing. Continue reading
The philosopher Owen Flanagan puts it this way: “We are born into families and communities with an image of persons already in place. We have no say about the location in space of images into which we are born. The image antedates us, often by centuries. . . . Once we reach an age where we do have some control, we work from the image, from the story that is already deeply absorbed, a story line that is already part of our self-image.” We can become stout defenders of that self-image even as it becomes less and less about ourselves and more and more about an externally imposed image….. Continue reading
To revolt within society in order to make it a little better, to bring about certain reforms, is like the revolt of prisoners to improve their life within the prison walls; and such revolt is no revolt at all, it is just mutiny. Do you see the difference? Revolt within society is like the mutiny of prisoners who want better food, better treatment within the prison; but revolt born of understanding is an individual breaking away from society, and that is creative revolution. Continue reading