Kim Scott

Asking for a career narrative reveals a candidate's self-awareness, resilience, and actual contributions.

"The question that I like to ask is just tell me the story of your career... I always learn a lot about people from how they tell the story of their life and their career... I learn how the person appr..."

A culture of candor cannot exist without a foundation of mutual respect and the elimination of bias, prejudice, and bullying.

"Radical Respect is kind of the prequel to Radical Candor because if you don't respect the other person, it's impossible to care about them and you're not going to bother challenging them directly... e..."

Managers should dedicate specific 1:1 time to deep career development conversations beyond tactical updates.

"I think one of the really important things that all managers can do for their direct reports to show that they care is to have real meaningful career conversations, where you talk about their life sto..."

Leaders must proactively solicit criticism to build trust and improve their own performance.

"The question that I like to ask is, 'What could I do or stop doing that would make it easier to work with me?'... you want to think about who you're going to ask that question of, and if everybody can..."

Radical Candor requires the simultaneous application of personal care and direct challenge to avoid being a jerk or being too soft.

"Radical Candor is just what happens when you care personally and challenge directly at the same time. And I think it's probably best understood by what it's not because we all fail on one of those two..."

Sometimes feedback must be blunt and direct to penetrate a person's defenses or lack of awareness.

"I can tell when you do that thing with your hand, then I'm going to have to be a lot more direct with you. When you say um every third word, it makes you sound stupid."

Effective feedback follows the HHIIPPP framework: Humble, Helpful, Immediate, In-person, Public praise/Private criticism, and not Personal.

"You want to be humble, you want to be helpful, you want to do it immediately. You want to do it in person or at least synchronously. If you can't do it in person. You also want to praise in public and..."

The CORE framework ensures feedback is specific, objective, and actionable for both praise and criticism.

"you want to use sort of context, observation, result, next step. So context, in the meeting, observation, when you said um every third word, it makes you sound stupid. Next step, go to the speech coac..."

Failing to give direct feedback (ruinous empathy) damages team morale and causes high performers to leave.

"if I didn't fire Bob, I was going to lose all my best performers because not only had it been unfair to Bob not to tell him, I also had been unfair to everyone on the team. And they were frustrated. T..."

When feedback causes a negative emotional reaction, double down on showing care without retracting the truth of the feedback.

"if you find your employee looks sad or mad, if they look sad, pause and say, 'I feel like maybe I didn't say that in the best possible way. How could I have said it differently?' And so that means you..."