RADICAL CANDOR

Be a Kick-Ass Boss
Without Losing Your Humanity

KIM SCOTT

The Big “So What” KEY QUOTES

Great bosses can retain talent and deliver superior results, while bad “I hope that these ideas will
bosses do the opposite. Most bosses are worried they aren’t doing help you find your own
way to be a better boss,
a good job, yet they’re afraid to seek help. This book explains how
have more success at work,
you can become a kickass boss to build sound relationships, achieve and make the world a little
results, and create a better workplace. happier.”

Introduction

“Bosses” in this book refer generically to all supervisors, leaders and “Too many good people
managers. After years of working with top companies in Silicon Valley become bad bosses, and bad
bosses are a major source of
(such as Google and Apple) and running her own businesses, Scott unhappiness in our world
realized that what sets great bosses apart from bad ones is their ability and dysfunction in our
to build good relationships that keep people happy and challenged. workplace.”
Scott calls this “Radical Candor”. In this summary, we’ll outline the
“At the very heart of being a
philosophies and techniques to apply this framework. good boss…is a good
relationship.”

A New Management Philosophy

Bosses achieve results not by doing everything themselves, but by “Guidance, team, and results:
guiding a team to do so. Thus, they must excel in their own work and these are the responsibilities
of any boss.”
3 key areas:
GUIDANCE
Guidance: soliciting and offering
constructive feedback, and
encouraging feedback between “Your ability to build trusting,
people; human connections with the
people who report directly to
Team-building: putting the right YOU you will determine the
people in the right roles and keeping RESULTS TEAM quality of everything that
follows.”
them motivated; and
Results: managing your team Culture
members to deliver results.
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 Building Trusting Relationships

As a boss, your relationships with your direct reports have a huge

impact on them and the people they lead. Mutual trust with your direct
reports creates a virtuous cycle of constructive feedback, strong teams
and results. Radical Candor builds trusting relationships by working
concurrently on 2 dimensions:
KEY QUOTES
Care personally. Bring your whole self to work, and care about
each of your team members as whole persons with lives and “The relationships you have
with the handful of people
aspirations beyond their work. To do this, you must debunk 2 who report directly to you
myths: will have an enormous
impact on the results your
• Myth #1: To be professional, you must hide your feelings. Radical team achieves.”
Candor is about allowing your direct reports to know you as a “Caring personally is the
person (with hopes and vulnerabilities) and making it safe for antidote to both robotic
others to do the same. professionalism and
managerial arrogance.”
• Myth #2: Bosses are superior. A “boss” is merely a role; it does “Being a boss is a job, not a
not define your value or how smart you are. value judgment.”

Challenge directly. Learn to give/receive feedback, make tough “If nobody is ever mad at
you, you probably aren’t
decisions and uphold high standards. People may get upset at challenging your team
times, but trust and understanding are eventually built and people enough.”
feel safe to challenge one another.

Giving/Receiving Guidance

These 4 quadrants summarize how we tend to give guidance/feedback. “You need to do that in a
Note that they represent behaviors, not personalities, i.e. no one is an way that does not call into
question your confidence
asshole or a saint all the time CARE
in their abilities but leaves
PERSONALLY
not too much room for
Manipulative insincerity: you
interpretation…and that’s a
don’t care enough to challenge hard thing to do.”
someone directly, and only give - Steve Jobs
RUINOUS RADICAL
feedback in a way that advances EMPATHY CANDOR

your interest, e.g. telling someone

he’s doing great so he won’t quit
while quietly planning to replace
him. Such behaviors build distrust. MANIPULATIVE
INSINCERITY
OBNOXIOUS
AGGRESSION

CHALLENGE
DIRECTLY

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 Ruinous empathy: you withhold feedback to avoid conflict or to
avoid making others feel bad. You’re actually doing your team a
disservice because people can’t learn/grow if they don’t know
where they stand, and will eventually stagnate or even get fired.
When you accept sub-par work, you also send a wrong message
on what’s acceptable and make other members bear the burden
of the under-performer. This creates resentment and lower
standards.
KEY QUOTES
Obnoxious aggression: you criticize someone without first trying
to understand them or showing that you care. In such cases, your
“Almost nothing will erode
feedback will seem arrogant and aggressive, and the other party trust more quickly than using
is likely to get defensive or switch off. Patronizing or insincere one’s insights into what
praise can be as harmful as harsh criticism. The worst thing you makes another person tick to
can do is to deliberately target someone’s vulnerability—this hurt them.”
destroys trust and spreads toxic feelings.

Radical Candor: you give someone clear, honest feedback (be it a

praise/criticism) for their benefit, and help them to understand
how the feedback can help them to move toward their goals. This
builds trust and understanding to pave the way for results.

Team: Understand People to Motivate Them

We tend to define ambition and potential in terms of people’s “To build a great team, you
desire and ability to move up the hierarchy. Instead, it may be need to understand how
each person’s job fits into
better to rethink ambition and potential in terms of growth. In their life goals.”
any organization, you’ll find superstars and rock stars.

• Superstars desire a steep growth trajectory—they crave

“Shifting from a traditional
challenges and opportunities to grow and learn rapidly (though
‘talent management’
not necessarily get promoted). mind-set to one of ‘growth
management’ will help you
• On the other hand, rock stars are solid and prefer a gradual make sure everyone on
growth trajectory—they may be people who’ve mastered their your team is moving in the
craft, love their work and won’t be happy if they’re promoted direction of their dreams,
ensuring that your team
to other roles. collectively improves over
time.”
• You need both superstars and rock stars for a blend of growth
and stability.

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Growth management helps you to motivate individuals to deliver
the best possible results based on what they want.

• It involves considering (a) the growth trajectory that each

person wants to be on now, and (b) if/how you can match
opportunities with their desires bearing in mind the team’s
overall needs. In short, you must know your direct reports well
enough to identify the perfect role for each person at a specific
time in his/her life. KEY QUOTES
• Don’t put permanent labels on people. People shift between “Only when you get to know
your direct reports well
steep and gradual growth trajectories at various stage of their enough to know why they
lives/career. Likewise, no one is always lousy or outstanding; care about their work, what
they just happen to be performing poorly or well this quarter. they hope to get out of their
careers, and where they are
Managing Top Performers. Treat your rock-stars and superstars in the present moment in
time can you put the right
as partners. Focus on removing obstacles and giving them
people in the right roles and
everything they need to perform and grow. assign the right projects to
the right people.”
• Managing Rock-Stars. At certain phases in their lives, people
may slow down due to family/health or to regroup/recharge. “Recreation is essential for
creation.”
They can still grow rapidly as a whole person even if they’re
growing slowly in their career.

(i) Develop respect for people on the gradual growth trajectory

and recognize the stability they bring. Give fair ratings based
on performance and contributions in terms of expertise,
knowledge etc., not just leadership potential.

(ii)Use other forms of reward and recognition besides promotion, “Too many companies hire
e.g. a pay raise, bonuses, or giving them roles as go-to people for training whom
experts. They’ll probably be much more effective as trainers/ they would never hire to do
the actual job.”
mentors than external parties.

• Managing Superstars. Superstars want opportunities to learn, “Great management is

grow and shine. Don’t keep them in their current role just to important. But it’s certainly
make your work easier, or to hold them back so they won’t not the only path to major
“overtake” you. Instead, help them to achieve their dreams. impact.”
Find people who can replace them and/or get them to teach
others to do their job, so they can move on with minimal gaps.

Manage Middle/Poor Performers. Everyone is good at something “Raise the bar—there’s no

and no one is a chronic B-Player. Yet, people often stay in such thing as a B-Player.”
a role that they’re mediocre at because they don’t want to

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 start afresh, while bosses keep such people because they can’t
find a replacement or feel bad to remove the person.

• If someone is underperforming, you must first find out why so

you can help them improve. There are 5 common reasons why
great people may be produce lousy work:

(i) They’re in a wrong role for their strengths.

KEY QUOTES
(ii) They’re new to a job and lack training/clear expectations.
“Part of getting a good job is
leaving a bad one, or one
(iii) They’re facing some personal problems.
that’s bad for you.”

(iv) They have the right skills/experience but the wrong culture
fit.

(v) They’ve changed and their roles no longer suit them.

• If someone’s really not suited for a job, it’s better to let them go “Don’t put people in boxes
so they can find better options elsewhere. Before firing someone, and leave them there.”
consider (a) if you have given Radically Candid guidance, (b) if/
how the person’s poor performance is affecting the rest of the
team, and (c) if you’ve sought an objective opinion.

Driving Results Collaboratively

“You’ll get more done if you

Use the Get Stuff Done (GSD) take the time to incorporate
wheel to adopt a collaborative their thinking into yours, and
yours into theirs.”
approach, involve your team in
decisions and get buy-in for better
long-term results. Don’t skip any of
these steps.

Listen to ideas that people have, and create a culture of listening.

Create systems for staff to share ideas and complaints, define
a budget for such issues and explain why certain issues aren’t
addressed. At meetings, ensure everyone gets to voice their “The essence of making an
views and listen to others. idea clear requires a deep
understanding not only of the
Clarify: It’s ineffective to try to solve a problem that has not been idea but also of the person to
whom one is explaining the
clearly defined. idea.”

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• Create a safe space to nurture new ideas, e.g. have 1:1 meetings
to discuss ideas or give people time off to develop ideas. Don’t
insist that people only come to you with solutions. Instead,
help them to clarify their thinking before they put ideas up for
debate.

• Push yourself and your team to clearly express your thoughts

and ideas. To present an idea in a clearly comprehensible way,
the communicator must understand both the idea and the KEY QUOTES
recipient.

Debate the ideas, polish and test them rigorously. As the boss, “Debate takes time and
you shouldn’t be in every debate, but you must create a culture requires emotional energy.
of debate in your team. But lack of debate saps
a team of more time and
emotional energy in
• Focus on ideas, not egos. Step in if you see people protecting the long run.”
their ideas or trying to win an argument, instead of seeking
facts to improve an idea.

• If everyone at a meeting agrees to something, make it

mandatory for someone to offer a different view to
force dissent.

Decide. With the earlier steps, your team is ready to make

decisions based on facts, not subjective opinions. As the boss,
you should not be making most of the decisions. However,
occasionally get involved in the details to show nothing’s too
small for your concern.

Persuade those who haven’t been involved so far, but are needed “Bragging doesn’t work, but
for implementation. You will need to (a) establish your credibility neither does false humility.”
by humbly showing your track record, (b) address the listener’s
emotional response (e.g. fatigue, worry), and (c) show your work to
illustrate the logic behind the idea (vs just explaining with words).

Execute. As the boss, you need to toggle between leading and

executing. Don’t waste time with unnecessary meetings or
reports. To avoid getting too caught up in collaborative tasks,
block off time for execution and get your hands dirty occasionally
to get a good grasp of what’s going on.

Learn from mistakes and start the GSD cycle again. Don’t be
afraid to change your mind in fact of new facts—explain the
reasons for the change clearly and persuasively.

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Tools and Techniques

Build Trusting Relationships with your Direct Reports

Center yourself. You can’t lead well if you’re struggling with your
own issues. KEY QUOTES
• Seek work-life integration by bringing your best self wherever “Be relentlessly insistent on
you go. See work as part of your self-expression and life- bringing your fullest and best
fulfillment, and see rest/family/personal time as part of self to work—and taking it
back home again.”
improving work productivity.

• Find your own unique formula to stay centered (e.g. mix of sleep, “Live your values. Don’t
exercise and/or time with loved ones). Commit time for such try to list them like an HR
activities like how you’d show up for an important meeting. exercise.”

Create the right environment where your team members also feel “It’s fine to push yourself
free to bring their best selves to work, but don’t impose your past your comfort zone, but
not fine to make others
values/ approach on them. Let them do what they’re comfortable
uncomfortable.”
with.

Use your daily interactions at work to build relationships, so you “Sometimes, the greatest gift
can minimize redundant social events after work. you can give your team is to
let them go home.”
Master your emotions. Instead of trying to hide your emotions
at work, recognize your feelings and let people know what you
care about. Master how you react to others’ emotions. When your
direct reports react emotionally, don’t second-guess the reason
or tell them how they should feel; acknowledge their emotions
(e.g. “I can see that you’re upset”), ask questions and listen. If
you’re affected by them, it’s ok to ask for a moment to recover
and promise to return to the topic.

Giving/Receiving Guidance Effectively

As the boss, it may be awkward to get feedback. To solicit

feedback:

• Accept public criticism so people feel safe to speak up. [Note:

this applies only to you; team members should be criticized
privately.]

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• Use opening questions like “Is there anything I could do or stop
doing to make it easier to work with me?” People are likely
to claim that everything’s fine. Persist until you get an honest
response, e.g. count to 6 and say, “surely there’s something I
could do better at”. When people offer feedback, thank them
and promise to work on it. Don’t defend yourself.

• When you show that you’ve heard the criticism and are taking
action, people will be more likely to share in future. Even if you KEY QUOTES
disagree, find something in the criticism you can agree with.
Then, repeat what you’ve heard (to ensure you got it right),
say you’d like to think about it and schedule a time to discuss
it again.

• Create systems so that criticism feels natural. You can place a

feedback box where anyone can drop questions or feedback and
pick a few questions to answer during your all-hands meetings.
Google holds “management fix-it weeks” where issues raised
by staff are consolidated and addressed by assigned managers.

Give impromptu guidance as you make the observations.

• Be humble. Realize that your opinions don’t represent reality.

(i) Situation-behavior-impact. State the situation, the behavior

you saw and the impact you observed. This makes your
feedback more precise and less arrogant.

(ii) Left-hand column. Divide a piece of paper into 2 columns.

Think of a frustrating conversation and write down what you
said on the right column, and what you thought in the left
column. Notice how your assumptions affect your response.

• Focus on helping people to move forward positively.

(i) Share your intention to lower defences, e.g. “I’m going to share
an observation which I hope will help with your project. If
I’m wrong, please feel free to tell me.”

(ii) Be specific. It’s more useful to say “she explained the problem
and solution clearly in 5 minutes” than “she is brilliant.”

(iii) You don’t have to fix things yourself, e.g. to help a staff who
stammers, you can suggest a speech coach or get their views.

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• Give feedback immediately while the details are still fresh in
your minds. When you withhold the feedback, it may create
pent-up frustrations and leave people wondering how they’re
doing.

• Ideally, do it face-to-face so you can clarify or adjust your

message based on their body language. If this is not possible,
go for a video call or phone call (in order of effectiveness).
Avoid email or text as they tend to create misunderstanding. KEY QUOTES
Follow up on 1:1 feedback with an email to the whole team for
best results. “If you don’t know whether
what you said was clear to
• As a rule of thumb, praise in public and criticize in private. Praising the other person, you may as
someone publicly makes them feel good and help others to well not have said it.”
learn what went right. Criticize in private so you can take time
to understand them and move them forward positively.

• Don’t personalize praises or criticisms (e.g. assume someone is “Caring personally is good.
lazy or greedy rather than acting out of situational factors). It’s Personalizing is bad.”
often inaccurate and makes the problem harder to solve. To
avoid personalization, (a) use the situation-behavior-impact or
the lefthand column techniques and (b) use words like “that’s
wrong” or “I think that’s wrong” (not “you’re wrong”).

Formal performance reviews are vital for reinforcing the informal

feedback. Solicit feedback for yourself first, and use 360 degree
feedback if possible so the appraisal doesn’t seem like a 1-way
judgement.

• Write down what you want to say before the review: it gives
you clarity and gives people a chance to return for clarification
later.

• Spend 50% on past performance and 50% on the future. Get “Don’t let perfection be the
your direct reports to come up with their development plan and enemy of good.”
identify what they’d do differently.

• Set aside enough time, with ≥50min for each person and ≥10min
between sessions so you can recover emotionally. Schedule
regular follow ups to assess how the plan is working.

• Hold separate sessions for performance review vs rating/

compensation. This prevents people from being so distracted
by compensation that they can’t focus on improvements.

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 Encourage peer guidance, e.g. at all-hands meetings, you can (a)
get people to share stories of exceptional work by colleagues and
vote for them and (b) let people confess their screw-ups to help
others avoid the same mistake. However, don’t let any member
of your team talk to you about another team member behind
their back; if need be, hold 3-way conversations to resolve the
conflict.

Never try radical candor on your boss by criticizing him/her. KEY QUOTES
Instead, roll out Radical Candor with your own team and only
explain it to your boss if the opportunity arises. You can also ask “Open, fair, and fast conflict
resolution is one of the
your boss for guidance (rather than giving it). No matter how services you owe your direct
receptive your boss seems, don’t give guidance without seeking reports.”
permission, e.g. by asking “would it be helpful if I shared what I
thought about this issue?”

Once a year, you can do “skip-level meetings” with the staff

reporting to your direct reports (without the direct reports
around).

• Explain your goal—to help your direct reports become better

bosses and help their staff feel comfortable to give feedback.
Then, demonstrate it by asking your boss to do a skip-level on
you. Always get your direct report’s prior consent, and do it for
all your direct reports (not selectively).

• Get feedback on what the manager is doing well, what could be

better, then what sucks. Take the notes yourself and verify the
notes with the team before you finalize them, to make sure
you got it right. Share the notes right after the meeting. Share
all feedback with the direct report, but not who said it.

• Work with your direct reports to identify 1-2 specific things they
can change immediately. Get them to share with their teams
what they’ve learned and what they intend to do differently.

Managing your Team for High Performance

Hold career conversations to understand each of your direct “Giving space for people to
reports’ ambitions, so you can to help them move toward their talk about dreams allows
bosses to help people find
dreams.
opportunities that can move
them in the direction of
those dreams”.

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• Ask about their lives since childhood and why they made the
key changes they did. These can shed light on their key values
and what matters most to them.

• Learn about their dreams, i.e. what they envisage their career
and best life to be like. Don’t ask for their “career aspirations”
or “5-year plans” which tend invite formal replies. Get them to
follow up with a list of their key dreams, the skills needed (in
order of importance) and their current competency level. KEY QUOTES
• Work with each direct report on an 18-month plan. Jointly “It’s scary to move
confidently in the direction
identify specific ways to narrow the key skills gaps, e.g. useful of one’s dreams. Part of your
people/resources or how to change their roles to help them responsibility as the boss
learn the required skills. is to help people find the
courage to do just that.”
Create a growth management plan for each direct report yearly.

• Put names temporarily into

3 groups: top performers, Poor
Performance
good performers, and (Strong signs of
improvement)
Growth
(Superstars)

underperformer. Then,
validate this with someone Poor
Good (but not
who’s familiar with your
Performance
(No signs of exceptional ) Stability
improvement) performance (Rockstars)

team’s work.

• Develop growth plans for each person with 3-5 bullet points
(e.g. projects to stretch superstars, support for rock stars, ways
to help good/poor performers to improve).

• Compare notes with your peers doing similar plans, to avoid

biased ratings, build shared standards and perceived fairness.

Invest in hiring the right people with the skills and team fit.

• Don’t rely on paper qualifications alone for pre-screening. Use

projects or problems to assess the potential candidates’ skills.

• Don’t make the decision on your own. To reduce subjectivity

and bias, use an interview committee with ideally 4 people of
varying background, e.g. gender, ethnicity, teams.

• Use casual interactions for deeper insights. Talk to candidates

over lunch, walk them to their car, or ask the receptionist about
their experience with the candidate.

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 • Jot down your thoughts after each interview, and have the
committee meet after every 3-4 candidates for a debrief. Don’t
make an offer if you’re not dying to hire the person, or if another
interviewer feels strongly against hiring the person.

Firing people. Once you identify someone with performance

issues:

• Don’t wait too long to admit he/she is underperforming. KEY QUOTES

Delaying is unfair for everyone as (a) the staff has less time
to address the issues, (b) the company needs time for proper
“Remember, the reason you
processes in case you must fire the person, (c) it’s ad for your have to fire them is not that
reputation and (d) your team will be affected by this member’s they suck. It’s not even that
performance. they suck at this job. It’s that
this job—the job you gave
• Don’t just follow HR/legal processes. Consider the staff’s needs them—sucks for them”
and remember that they’re not bad people; they’ve just been
hired for a job that’s bad for them.

Promote fairly. You can use calibration meetings between bosses

to ensure promotions are fair. At Google, anyone can recommend
themselves for promotions and decisions are made by a committee
than by the managers.

Reward both rock stars and superstars. Don’t over-emphasize “Focus on the work the
promotions and status—praise and celebrate exceptional work, person is doing, not the
innovation, teamwork, efficiency etc. Say “thank you” in person, status they’ve achieved in
the company for doing it.”
publicly and/or via a note, explaining why the work matters and
why it matters to you. Find ways to recognize people for their
areas of expertise, e.g. put them in charge of teaching others or
create opportunities for their work to be shared publicly/made
more visible.

Improve Results with Better Communication

Radical Candor is fundamentally about improving team collaboration “The ultimate goal of Radical
Candor is to achieve results
for results. This requires great communication at each step of the GSD
collaboratively that you
wheel. could never achieve
individually.”
1:1 Conversations. These are informal sessions where your direct
reports set the agenda to discuss what matters to them. Your
role is to listen, help them gain clarity, and get to know them
personally.

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 • Follow their agenda, not yours, though you can set the structure
and ground-rules. Use questions like “why?”, “how can I help?”,
“what can you do to…?” to help them clarify their thinking.
Make this a safe space for people to bounce or nurture new
ideas.

• Choose a frequency that works for your team size. Ideally, set
aside 50 minutes weekly for up to 10 direct reports each.
Never cancel your 1:1 meetings. KEY QUOTES
Staff meetings should meet 3 key goals:

• Learn (20min). Prepare your key metrics, so you can identify

what went well or badly the previous week, and why.

• Share (15min). Take 5-7 minutes for everyone to write down

3-5 important updates that others need to know (e.g. potential
reorganization, revised targets). Then, take another 5-7 minutes
to read others’ updates without discussion.

• Clarify (30min). Define the 1-2 most important decisions and

the 1 most important debate for that coming week, for your
next Big Debate and Big Decision meetings. Share the topics/
agenda in advance with the rest of the team. Besides those
identified to be present, anyone else can attend if they wish to.

-BigDebate meetings force you to take time to consider key

+
decisions deeply, and to build a culture of debate. The “owner” of
the session must ensure that people put their egos aside to focus
on gathering facts, clarifying issues/options and finding the best
answers before you move into decision-making.

Big Decision meetings force you to stop debating and start

deciding. The “decider” must ensure that the best decision is made
based on facts, not egos. Anyone can attend the meeting—once
the decision is made, it’s final and notes are shared with everyone
involved. If someone with veto power can’t be present, he/she
must indicate prior so the decision can be approved before the
notes are released.

As the team gets bigger, it’s harder to get buy-in from people. “When you’re the boss
All-hands meetings help you to reach everyone. They typically and shit happens, it’s your
responsibility to learn from it
include a presentation to persuade people about the company’s
and make a change.”
direction, and Q&As to encourage dissent and address questions.

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 Thinking time. Block off 1-2 hours on your calendar daily just
to clarify your own thinking (and let your team members do the
same).

Execution time. Block off meeting-free slots in your calendar

where you can be alone and focus on execution.

Kanban Boards are shared boards with 3 columns: To Do, In

Progress and Done. Each person/team writes down their tasks KEY QUOTES
on different colored post-its and move them around the board.
That way, everyone can see the overall workflow, progress, “Being ruthless about
making sure your team has
bottlenecks, and build respect and understanding of others’ work. time to execute is one of the
most important things you
Make time to walk around, observe what’s going on and ask can do as a boss.”
people about their work and challenges. It allows you to stay in
touch with large numbers of staff beyond your direct reports, and “The small choices you make
will persuade people to
shows that no detail is too small for your attention.
act in accordance with the
culture you want to build
Be culture-conscious. As a boss, everything you say and do (or with your team.”
don’t) has ripple effects across the organization. Every small
detail—from the name of your annual party to how you respond “A team’s culture has an
enormous impact on its
to mistakes—shapes the culture. Once something is embedded in
results, and a leader’s
your culture, it takes a live of its own. personality has a huge
impact on a team’s culture.”

Conclusion & Details in the Book to

Look out For

Radical Candor takes time and energy to implement, but the results
can be massive, as new ideas emerge and problems get solved without
your involvement as the boss.

To get started, share your own stories and invite feedback while getting
to know your people with career conversations and 1:1 conversations.
When you (a) are better at getting/giving guidance (b) know your
direct reports and (c) are happy with your 1:1s, you can move on to
staff meetings, debate and decision meetings to improve productivity,
before working on growth-management plans and rewards, as well
as company processes like hiring, firing, promotion, and formal
performance reviews. The book includes numerous other examples
and detailed tips on the philosophy and techniques of applying Radical
Candor. For more details, please visit www.radicalcandor.com.

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