1/7/2024 0 Comments Radical condor![]() This makes me feel fear because the story in my head is that you don’t appreciate deadlines. ![]() “The widget feature is now 30 days delayed after the mutually agreed-upon deadline. And even when you do get that initial anger, resentment, or sullenness, those emotions prove to be fleeting when the person knows you really care.” You fear people will become angry or vindictive instead they are usually grateful for the chance to talk it through. The most surprising thing about Radical Candor may be that its results are often the opposite of what you fear. Engage in this same behavior with one another.Tell you what they really think about what you are doing well and, more importantly, not doing so well.Accept and act on your praise and criticism.It turns out that when people trust you and believe you care about them, they are much more likely to: You are giving the other person insight into your internal story about them and offering them a chance to change it. If it turns out that in fact you’re the one who got it wrong, you want to know. Implicit with candor is that you’re simply offering your view of what’s going on and that you expect people to offer theirs. You need to give feedback that, in a way, does not call into question your confidence in their abilities but leaves no room for interpretation. You will only water down the message, serving no one. Do not beat around the bush or sugarcoat feedback. Then communicate feedback clearly and candidly. Realize we are all human beings, with human feelings, and even at work, we need to be seen as such. Take the time to really get to know everyone on your team, their strengths, their weaknesses, their desires out of life. This will only happen if you forge a deep personal connection with them. People will believe that you care personally when they trust you and believe you have their best interests at heart. “Radical Candor” is what happens when you put “Care Personally” and “Challenge Directly” together. I know you’re super busy, I totally get why this happens, but I’m hoping we can all make more of an effort." Radical Candor # "When we put typos in emails to customers, it doesn’t look quite as professional as we should. Not such a great way to build a relationship.” Their direct reports never know where they stand, and they aren’t being given an opportunity to learn or grow they often stall or get fired. They know they’ve done some things wrong, but they’re not sure what, exactly. They’re pleasant to work with, but as time goes by, their employees start to realize that the only feedback they’ve received is “good job” and other vaguely positive comments. Managers often make the mistake of thinking that if they hang out in the Ruinous Empathy quadrant, they can build a relationship with their direct reports and then move over to Radical Candor. Instead of pushing through the discomfort to get an employee to challenge them, managers who are being ruinously empathetic may be so eager to ease the awkwardness that they simply let the matter drop. Typically, when a manager asks an employee for criticism, the employee feels awkward at best, afraid at worst. Ruinous Empathy can also prevent a manager from asking for criticism. Similarly, praise that’s ruinously empathetic is not effective because its primary goal is to make the person feel better rather than to point out really great work and push for more of it. And yet, that is often the net result of Ruinous Empathy. "Managers rarely intend to ruin an employee’s chance of success or to handicap the entire team by letting poor performance slide.
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