Radical Candor: Fully Revised and Updated Edition: How to Get What You Want by Saying What You Mean
- Downloads：3650
- Type：Epub+TxT+PDF+Mobi
- Create Date：2021-04-15 12:00:45
- Update Date：2025-09-06
- Status：finish
- Author：Kim Malone Scott
- ISBN：1529038340
- Environment：PC/Android/iPhone/iPad/Kindle
- Download
Summary
Featuring a NEW PREFACE， AFTERWORD and Radically Candid PERFORMANCE REVIEW BONUS CHAPTER， the fully revised & updated edition of Radical Candor is packed with even more guidance to help you improve your relationships at work。
Radical Candor has been embraced around the world by leaders of every stripe at companies of all sizes。 Now a cultural touchstone， the concept has come to be applied to a wide range of human relationships。
The idea is simple: You don't have to choose between being a pushover and a jerk。 Using Radical Candor—avoiding the perils of Obnoxious Aggression， Manipulative Insincerity， and Ruinous Empathy—you can be kind and clear at the same time。
Kim Scott was a highly successful leader at Google before decamping to Apple， where she developed and taught a management class。 Since the original publication of Radical Candor in 2017， Scott has earned international fame with her vital approach to effective leadership and co-founded the Radical Candor executive education company， which helps companies put the book's philosophy into practice。
Radical Candor is about caring personally and challenging directly， about soliciting criticism to improve your leadership and also providing guidance that helps others grow。 It focuses on praise but doesn't shy away from criticism—to help you love your work and the people you work with。
Radically Candid relationships with team members enable bosses to fulfill their three core responsibilities:
1。 Create a culture of Compassionate Candor
2。 Build a cohesive team
3。 Achieve results collaboratively
Required reading for the most successful organizations， Radical Candor has raised the bar for management practices worldwide。
Radical Candor has been embraced around the world by leaders of every stripe at companies of all sizes。 Now a cultural touchstone， the concept has come to be applied to a wide range of human relationships。
The idea is simple: You don't have to choose between being a pushover and a jerk。 Using Radical Candor—avoiding the perils of Obnoxious Aggression， Manipulative Insincerity， and Ruinous Empathy—you can be kind and clear at the same time。
Kim Scott was a highly successful leader at Google before decamping to Apple， where she developed and taught a management class。 Since the original publication of Radical Candor in 2017， Scott has earned international fame with her vital approach to effective leadership and co-founded the Radical Candor executive education company， which helps companies put the book's philosophy into practice。
Radical Candor is about caring personally and challenging directly， about soliciting criticism to improve your leadership and also providing guidance that helps others grow。 It focuses on praise but doesn't shy away from criticism—to help you love your work and the people you work with。
Radically Candid relationships with team members enable bosses to fulfill their three core responsibilities:
1。 Create a culture of Compassionate Candor
2。 Build a cohesive team
3。 Achieve results collaboratively
Required reading for the most successful organizations， Radical Candor has raised the bar for management practices worldwide。
Reviews
Chad
，
I must first say this book was unfairly maligned in the "RadCan" episode of HBO's Silicon Valley。 That probably put me off from reading this for a couple years， which is too bad， because it's a useful book。The main idea of this book is that you need to do two things as a manager:1） Care personally （care deeply about the people that work for you， and with you）2） Challenge directly （Have high expectations， and let people know when they aren't meeting them）As a former teacher， this advice resonated I must first say this book was unfairly maligned in the "RadCan" episode of HBO's Silicon Valley。 That probably put me off from reading this for a couple years， which is too bad， because it's a useful book。The main idea of this book is that you need to do two things as a manager:1） Care personally （care deeply about the people that work for you， and with you）2） Challenge directly （Have high expectations， and let people know when they aren't meeting them）As a former teacher， this advice resonated greatly with me。 You need to have high expectations， and then give folks the support they need to reach those expectations。Scott creates an x-y axis for these two factors:- Radical Candor: +Care， +Challenge （care about your team enough to challenge them）- Obnoxious Aggression: +Challenge， -Care （being an asshole， telling "hard truths" with no regard for how the message will be received， not caring about their long-term success）- Ruinous Empathy: +Care， -Challenge （being too soft， letting people flounder and making excuses for them， never challenging them to do better， not looking out for their long-term success）- Manipulative Insincerity: -Care， -Challenge （not caring about people enough to challenge them）Scott has a lot of advice about how to give feedback in this book， as well:- Don't personalize， talk about the actions not the person- Don't make a fundamental attribution error （don't write people off; tie the stories you are telling yourself back to evidence; realize people can change）- As the boss， start by asking for criticism before giving it， and reward people publicly for criticizing you。 It's easy to say you want criticism， you have to show it's true。Scott also distinguishes between types of performers:- Superstars: Care about "growth trajectory;" constantly feel ready for the next thing- Rock stars: Great at what they do， happy to continue doing it; dependable; you don't want to lose themAs the boss， you want to create working conditions that allow everyone to find meaning in their own way。Scott also makes a point not to put permanent labels on people， and to instead talk about periods of *performance* instead of ossified *performers*Radical Candor also introduces a （cyclical） change management framework for getting stuff done:- Listen （get a sense of the problems）- Clarify （define the problem clearly）- Debate （encourage dissent; be clear this isn't the decision）- Decide （separate decision from debate）- Persuade （use emotion， credibility， logic to bring people along）- Execute- Learn （reflect）The second part of the book focuses on the tactics to achieve everything laid out in part 1。Some important （and some obvious） takeaways:- Recognize your own emotions， and master your ability to react to others' emotions。- Give feedback immediately （or immediately after the meeting）， and only if it's important。 If it's not important， don't say it right away or at all。- Factual corrections， disagreements， and debates are different from criticisms。- Don't let a team member talk to you about another behind their back。 Encourage people to work out problems themselves， or to meet with both together。- Encourage sharing praise within the team， as well as learnings。- Get to know your team personally （life story -> dreams & aspirations -> 18-month plan）; focus on decisions they've made and the rationale for those decisions to get to know their valuesThere are additional tactics on how to run meetings， and how to implement the learnings from the book， as well。 。。。more
Amir Mahmood
，
It is very insightful， especially first part， but it does not have a comprehensiveness
Mikayla
，
There was some good advice in this book and some very bad advice in this book。 The wheel graph is very well thought out， but I felt that more of the book was personal anecdotes and self-congratulatory stories rather than advice essays。The author is very critical of millennials in the first chapter and in an entirely different chapter talks about accepting everyone and their values （she specifically cites LGBTQ+ people and conservatives as examples）。 Does she not care about younger generations？ S There was some good advice in this book and some very bad advice in this book。 The wheel graph is very well thought out， but I felt that more of the book was personal anecdotes and self-congratulatory stories rather than advice essays。The author is very critical of millennials in the first chapter and in an entirely different chapter talks about accepting everyone and their values （she specifically cites LGBTQ+ people and conservatives as examples）。 Does she not care about younger generations？ She said millennials ask too many questions in their job and require handholding。 Every manager I have worked for has told me how much they appreciate that I ask questions rather than assuming how to do something which can lead to horrible mistakes/repercussions/injuries。 I feel bad for the millennials and Gen-Zers who work for her。 This is only one example of the things I disagreed with as a leader in my company - the list is endless。 。。。more
Diego Pacheco
，
It's a good book。 Lots of nice insights such as You can care about people and still be demanding。 I personally was always like that。 Another great one is You cannot fix a problem you refuse to notice。 It's a good book。 Lots of nice insights such as You can care about people and still be demanding。 I personally was always like that。 Another great one is You cannot fix a problem you refuse to notice。 。。。more
Arielle
，
This book gave me a lot to think about as a mentor and a boss。 It made me feel like I was doing some things right but needed to rethink other aspects on how I check in with my team or give feedback。 I have referenced this book with my boss often when talking about how we work with the team as a whole。 So while it times this book can come off a little impersonal or out of touch （i。e。 explaining how to “care personally” for the people you work with） I found the specific applications and examples r This book gave me a lot to think about as a mentor and a boss。 It made me feel like I was doing some things right but needed to rethink other aspects on how I check in with my team or give feedback。 I have referenced this book with my boss often when talking about how we work with the team as a whole。 So while it times this book can come off a little impersonal or out of touch （i。e。 explaining how to “care personally” for the people you work with） I found the specific applications and examples related to workflow and management helpful in my day to day。 。。。more
Jessica Fitting
，
3 stars as i didn't feel I could relate to the advice very much as a new manager and a manager at a smaller company。 The first section of the book about how to guide radically candid situations was great， but a majority of the book felt like it only applied to mid-level managers at very large companies。 I appreciated having so many specific action plans， but I just couldn't figure out how I'd want to apply it。 I also wanted more longer examples/situations that truly dug into how this method can 3 stars as i didn't feel I could relate to the advice very much as a new manager and a manager at a smaller company。 The first section of the book about how to guide radically candid situations was great， but a majority of the book felt like it only applied to mid-level managers at very large companies。 I appreciated having so many specific action plans， but I just couldn't figure out how I'd want to apply it。 I also wanted more longer examples/situations that truly dug into how this method can work， and less witty paragraph long stories from Google。 。。。more
Janar Kokk
，
An absolute must-read for all levels of managers， but especially those finding themselves transitioning from managing a tiny group or a startup to managing managers， or having to deal with the difficulties of an ever-growing team size。
Feli
，
A must read for anyone who manages people at work。 Kim Scott shares insightful and easy to carry out strategies for building honest and long lasting relationships， avoid office politics and getting and giving straightforward feedback。This is going to be a book to go back to time and time again。
Simon Mills
，
Must read for managers
alex tuchkov
，
Возможно， одна из лучших книг про менеджмент。 По практичности， релевантности могу сравнить разве что с Энди Гроув-ом。 Хотя в книге нет откровений， она наполнена очень приземленными вопросами， практиками и подходами。 Некоторые я и так использую， в каких-то сомневаюсь， но в целом - руководство к действию。 Опыт собран из работы в ноу-нейм компаниях и гигантах вроде Гугл， Эппл， Твиттер。 В общем， про тот современный менеджмент состоящий из митингов， 1-1， и перформанс ревью。 - Все начинается с дефиниц Возможно， одна из лучших книг про менеджмент。 По практичности， релевантности могу сравнить разве что с Энди Гроув-ом。 Хотя в книге нет откровений， она наполнена очень приземленными вопросами， практиками и подходами。 Некоторые я и так использую， в каких-то сомневаюсь， но в целом - руководство к действию。 Опыт собран из работы в ноу-нейм компаниях и гигантах вроде Гугл， Эппл， Твиттер。 В общем， про тот современный менеджмент состоящий из митингов， 1-1， и перформанс ревью。 - Все начинается с дефиниций。 Менеджер， тот кто выстраивает команду， ставит цели и добивается результатов。 Что важно， добивается силами команды и потому， фокус менеджера должен быть на команду。- Команда будет из людей， каждый со своими проблемами， которые будут вывалены на менеджера。 И это работа менеджера - слушать и помогать справляться с проблемами。 Автор презюмирует， что менеджер должен надевать шляпу психоаналитика， держать всегда под рукой салфетки и если того требует необходимость - не сделать "самую важную задачу"， но уделить время человеку с личной бедой。 Это может показаться контр-интуитивным для менеджеров， которые про "на работе про работу， а не про сопли"， но автор строит на этом всю книгу。- Красной нитью идет девиз - Care Personally。 Важно заботиться о человеке с которым вы работаете， вникать в его жизнь。 Таким образом， вы получаете самое ценное - доверие。 - Если будет доверие - у вас будут тесные отношения。 Автор заявляет， что высоко-эффективные команды возможно строить， только если у вас есть тесные отношения с людьми， а они возможны， если есть Забота。 - Но， Забота нужна， чтобы - Challenge Directly。 Т。е。 когда человек видит， что о нем действительно пекутся， он разрешает челенжить себя。 Если вы просто начнете челенжить - то скатиться в Агрессию или Манипуляцию。 - Дополнительно， чтобы выстроить доверие， автор советует провести минимум 3 встречи， где ваш сотрудник расскажет вам историю своей жизни （да， с детского сада до сейчас）， поделиться своими сокровенными мечтами （вдруг кто-то хочет открыть спирулиновую ферму）， а на последнем митинге вы сможете договориться， как добиться мечты работая у вас в компании。 - Много полезностей про 1-1。 - Про критику и "обратную связь на месте" - что не надо долго ждать， надо давать обратную связь как есть， быстро。- Хороший блок про найм и увольнение。 Заточен под очень большие компании， мелким и средним не подойдет。 Книга разбавлена забавными примерами из зарисовок жизни Гугл， Эппл и Твиттер。 Иконы современности в книге выглядят просто， как руководители， а не интернет-персонажи。 Рекомендую к прочтению всем， кто имеет отношение к работе с людьми。 。。。more
Jason
，
Interesting framework， will need adaptation to personal style
Erick W
，
I appreciated the book and its stories， paradigms， and tools to be a better boss。 I didn’t enjoy being reminded of the many terrible bosses I have had in my career。
Benedict Navarro
，
Author’s way of storytelling is so good; I suggest you join Novel Star’s writing competition on April。
Shannon
，
While this book is targeted for bosses， I believe that the idea and content is applicable to an individual’s work as a boss， as an employee who was a boos， and as a member of a team！ The heart of Kim Scott’s method is simple， “care personally and challenge directly。” As an Enneatype 2 （“the helper”）， my care personally meter can go off the charts。 What is more difficult is to challenge directly， but this book gave helpful examples of HOW to do this and WHY it is critical。 Following are a few not While this book is targeted for bosses， I believe that the idea and content is applicable to an individual’s work as a boss， as an employee who was a boos， and as a member of a team！ The heart of Kim Scott’s method is simple， “care personally and challenge directly。” As an Enneatype 2 （“the helper”）， my care personally meter can go off the charts。 What is more difficult is to challenge directly， but this book gave helpful examples of HOW to do this and WHY it is critical。 Following are a few notes from my audiobook listening。 Some may resonate and some may not mean a thing to others。 Take whatever lessons you will and enjoy your own reading of this book based on Kim’s professional experiences as a leader。 - The overarching goal is to communicate with precision and clarity。- Approach: “I’m going to describe a problem I see in a hopes of being helpful。。。”- Loud listening is detrimental - - skipping right to debate- A boss needs to be the editor not the author。- Empower people closest to the problem to make decisions。- Must address the emotions of all involved in decision making process （especially the “listeners”） - not manage but acknowledge and then react with compassion- Can’t establish credibility by just telling people what to do; instead approach a situation or problem with humility and work towards a track record of good decisions - Listen， challenge， commit 。。。more
Nathalie
，
This book was so enlightening！
Cate
，
Performance Reviews are done twice or more in a year depending on different organizations。 However， development process should be done more regularly， even weekly as employees are being challenged directly to grow in their roles while managers highlight the 'care personally' antennae。 Kim Scott this book is such a great eye opener that I can relate to and always go back to。 I know when am "off-quarter， "solid quarter"， "exceptional quarter" and even "down quarter"。 Giving praise is easy， but I h Performance Reviews are done twice or more in a year depending on different organizations。 However， development process should be done more regularly， even weekly as employees are being challenged directly to grow in their roles while managers highlight the 'care personally' antennae。 Kim Scott this book is such a great eye opener that I can relate to and always go back to。 I know when am "off-quarter， "solid quarter"， "exceptional quarter" and even "down quarter"。 Giving praise is easy， but I haven't received criticism since I requested for it！ Everyone should use the GSD wheel as a great tool for collaboration。 I can say many things but I will strive to be a Superstar！！ 。。。more
Martin Asenov
，
I'm nowhere near being a "boss"， yet I found this book useful with regards to improving my day-to-day communication with colleagues and friends。It says that the most important thing you can do as a manager （or regular worker / human being） is to give people guidance how to improve （praise & criticism） and to solicit the same for yourself。 It distinguishes four different ways of doing this: - Ruinous Empathy - you don't give people honest feedback， because you are afraid it might hurt their feeli I'm nowhere near being a "boss"， yet I found this book useful with regards to improving my day-to-day communication with colleagues and friends。It says that the most important thing you can do as a manager （or regular worker / human being） is to give people guidance how to improve （praise & criticism） and to solicit the same for yourself。 It distinguishes four different ways of doing this: - Ruinous Empathy - you don't give people honest feedback， because you are afraid it might hurt their feelings （instead you tiptoe around problems） - Manipulative Insincerity - you don't give people honest feedback， because you are afraid this might put you in a bad position （instead you only tell things that will make you look good） - Obnoxious Aggression - you give people honest feedback， but in a mean way that belittles them / feeds your ego / bullies them - Radical Candor - you care about people and give them honest and direct feedback so that they can improve themselves and their livesRadical Candor always works best and the author provides ample advice on how to achieve it and foster an environment where everyone practices it: - have regular 1:1 meetings with everyone on your team （ideally 50 mins / week） - start by regularly asking， encouraging and rewarding feedback for yourself during these 1:1 meetings - after you establish trust start giving regular feedback （not only during 1:1， but also immediately after something happens and requires attention） - praise in public and criticise in private - try to stick to a 3:1 praise-to-criticism ratio - spend as much time for coming up with praise as you do for criticism （i。e。 don't just say "Good job"， be as specific as possible about exactly what the person did - "You managed to facilitate this meeting last week in a great way， so that everyone shared his opinion and we came up with a decision"） - prevent backstabbing by encouraging people to talk directly with coworkers they have issues with instead of going through their line manager - do not let people get away without providing you with feedback - ask questions that elicit feedback - "What can I start/stop doing or do differently that will improve our work together"。 - Have separate debate and decision meetings （the first is only for discussion and identifying key decision-makers， the second one is only with the decision-makers and is only aimed at making a decision） - Listen before you act （active/passive listening - throw an idea and see how people will react vs wait for people to present their ideas to you） - bring your whole self to work - share details of your personal life。 Conduct meetings with team members where both of you talk about your life， your dreams and how can your current job help you achieve them - there are people who are on a steep development trajectory （superstars） and such that are on gradual development trajectory （rockstars）。 The first bring dynamic and innovation in your team， the latter - stability - make sure you keep and reward both。And a lot more。。。 :） 。。。more
Petr Lorenc
，
Doporucuji precist pro vsechny managery a team leadery， ostatnim， vcetne me， to zas tolik neda。 Me osobne styl psani autorky moc nesedl ale rady， ktere jsou ke konci knihy jsem velmi ocenil a cast jsem si z nich poznamenal。 Ke cteni jsem pouzival elektronickou verzi dostupnou na bookport。cz
Piotr Wegert
，
Just read anything by Edgar Schein instead。 You'll learn much more and won't have to suffer through all the pretentious stories。 Just read anything by Edgar Schein instead。 You'll learn much more and won't have to suffer through all the pretentious stories。 。。。more
Jens
，
It's a rather simple idea stretched with lots of added insights （about meetings， about promotion， about diversity， etc。）: It's selfish to not give people feedback， because it would make you uncomfortable。 Later on， it means a worse performance review or missed promotion for them， which could change their home situation/life。 So， write it down first to build some confidence for yourself and then correct people on the spot。 As you build the moral courage， you can shorten the time between observati It's a rather simple idea stretched with lots of added insights （about meetings， about promotion， about diversity， etc。）: It's selfish to not give people feedback， because it would make you uncomfortable。 Later on， it means a worse performance review or missed promotion for them， which could change their home situation/life。 So， write it down first to build some confidence for yourself and then correct people on the spot。 As you build the moral courage， you can shorten the time between observation and feedback。 Just say it。 Good to read as a beginning manager。 。。。more
Carrie Nation
，
My biggest issue with this book comes down to this statement: "I am focusing on gender here because this book is rooted in my first-hand experiences and I'm a Caucasian woman。" （p。 153）The introduction promises that the book will cover how to navigate her Radical Candor framework foundations with a cross-cultural lens， yet the bulk of her examples are rooted in gender （and gendered age） differentials with no reference to race or ethnicity （and one lonely example of a gay man covering his identit My biggest issue with this book comes down to this statement: "I am focusing on gender here because this book is rooted in my first-hand experiences and I'm a Caucasian woman。" （p。 153）The introduction promises that the book will cover how to navigate her Radical Candor framework foundations with a cross-cultural lens， yet the bulk of her examples are rooted in gender （and gendered age） differentials with no reference to race or ethnicity （and one lonely example of a gay man covering his identity at work。） In the quote above， she says it is because the book is rooted in her first-hand experiences， which is suspect because （1） many examples are provided by colleagues' professional narratives relayed to the author and （2） this logic implies that none of her experiences have been with colleagues of color。 （Also， obviously， Caucasian was an outdated inaccurate identifier in 2017 when this was published， but lowkey speaks to her comfort in this arena。）Sure， the Racial Candor model is helpful， though overly simplistic in its application within the anecdotes of the book。 I recommend skipping this book altogether and catching the highlights online。 I promise you aren't missing anything by opting into the most abbreviated version of this。 。。。more
Joe Finch
，
Full disclosure， I finished 60% of the audiobook and had to stop the torture。 There’s a scene in Forgetting Sarah Marshall where Paul Rudd’s character is giving surfing lessons and he keeps telling Jason Segal to do more， then do less， but do more than whatever less is。 That’s how I felt listening to Kim Scott give advice。 I want to say this could still be useful for novice managers， but it would just confuse them that much more。 Throughout the entire book， aside from endless humble brags about Full disclosure， I finished 60% of the audiobook and had to stop the torture。 There’s a scene in Forgetting Sarah Marshall where Paul Rudd’s character is giving surfing lessons and he keeps telling Jason Segal to do more， then do less， but do more than whatever less is。 That’s how I felt listening to Kim Scott give advice。 I want to say this could still be useful for novice managers， but it would just confuse them that much more。 Throughout the entire book， aside from endless humble brags about all the people Kim knows in Silicon Valley， she offers the most contradicting advice to her readers。 You should really speak candidly to your employees， well not too candidly， but you also have to be candid。 You should give real hugs to people， but be careful how you hug because people can take that wrong。 Build meaningful personal relationships early on but please， not too personal。 Her advice basically protects her from ever being called out for bad advice， since she covers all her bases with “well， do that but also don’t do that。” She also talks about Steve Jobs and how she was ok with him calling work shit。 Well， call me old fashioned， but I don’t find any circumstance in a professional or personal setting to be rude to get a message across。 You can be direct but her weird justification of disrespect for your fellow colleague is exactly what’s wrong with elitist Silicon Valley culture。 Not to mention， she passes off the most generic advice you will find in any business management book ever written but treats these tips like profound golden nuggets that will separate you from the pack。 I was genuinely stunned how tone deaf she was in certain instances， and this book made me realize just how flawed leadership really is even at the most powerful companies。 Hope you don’t mind my radical candor， but this book is shit。 。。。more
Ryan
，
Some really great tips in here。 The main point of the book is well taken。 You must have hard conversations often and from a position of love。 This is true of all relationships， including those for work。
Cigdem
，
Full of very useful insights for leading teams and the people in it towards fulfilling and meaningful success。 At the beginning， this book may read like it is just full of name dropping， but the advice is so radically candid that one stops being bothered with that pretty quickly， and just concentrates on learning how to bring one’s authentic self to work。
Caitlin
，
Great book and ideas on being a manager and helping individuals to grow under you！
Natarajan Mahalingam
，
Kim Scott introduces the concept of "Radical Candor" through situations and examples that she has encountered in her leadership journey。 As you navigate through the book， as an experienced （or， even relatively new） leader， you realize that the concept is not new - its just the way that Kim has brought out the storyline that keeps it interesting。 The first half of the book delves deep into the concept， drawing upon years of Kim's leadership experience at Google & Apple。 One thing that really make Kim Scott introduces the concept of "Radical Candor" through situations and examples that she has encountered in her leadership journey。 As you navigate through the book， as an experienced （or， even relatively new） leader， you realize that the concept is not new - its just the way that Kim has brought out the storyline that keeps it interesting。 The first half of the book delves deep into the concept， drawing upon years of Kim's leadership experience at Google & Apple。 One thing that really makes the topic endearing is the way Kim has personalized her interactions with Silicon Valley legends like Steve Jobs & Larry Page - it helps leaders understand the vulnerability and constant learning attitude that these legends deploy in their everyday work with people。The second half of the book deals with tools & techniques that we can apply to real-time situations - again， there's nothing unheard of， for people in leadership positions。 However， the coherent & cogent way in which Kim has brought them all together is really appreciable。In my personal opinion， Kim has brought together the real-life， practical challenges that many of us leaders face on a day-to-day basis， in a candid manner， and proposed solutions that do not seem outlandish， primarily because Kim has expressed these solutions with a level of vulnerability & humility that is commendable - and， they have proven successful in her own leadership journey！ 。。。more
Michael LaFaye
，
If you’re a people manager this book is an absolute MUST READ
Ann Drewiske
，
Extremely helpful and actionable - I would recommend this to anyone working on a team。
Omar Fernández
，
Kim does a great job in this book at a few things: * laying out the reasons why you should care about building radical candor in your team * discussing the challenges to accomplishing it* giving you very tactical tools you can use to overcome the challengesI expected the book to be OK， but found it to be much more than OK。 It is filled with gems that are useful for all managers。 Many times I could think back to the moments I hated a job or team I've been a part of and realized that the core reas Kim does a great job in this book at a few things: * laying out the reasons why you should care about building radical candor in your team * discussing the challenges to accomplishing it* giving you very tactical tools you can use to overcome the challengesI expected the book to be OK， but found it to be much more than OK。 It is filled with gems that are useful for all managers。 Many times I could think back to the moments I hated a job or team I've been a part of and realized that the core reason of that would invariably go back to a lack of candor。 This book， however， goes beyond just being candid and more generally discusses what it means to care about a person and how to manage people well， challenging them but with care and in the right way。 。。。more
Mike
，