|
|
Radical Candor:
It’s brutally hard to hurt anyone’s feelings; that’s because you’re not a sadist.
|
0 |
|
|
Radical Candor:
We undervalue the ’emotional labor’ of being the boss.
|
004 |
|
|
Radical Candor:
…management and leadership are like forehand and backhand. You have to be good at both to win.
|
005 |
|
|
Radical Candor:
…emotional labor is not just part of the job, it’s the key to being a good boss.
|
005 |
|
|
Radical Candor:
Guidance, team, and results: these are the responsibilities of any boss.
|
007 |
|
|
Radical Candor:
There is a virtuous cycle between your responsibilities and your relationships.
|
008 |
|
|
Radical Candor:
Your ability to build trusting, human connections with the people who report directly to you will determine the quality of everything that follows.
|
008 |
|
|
Radical Candor:
To have a good relationship, you have to be your whole self and care about each of the people who work for you as a human being. It’s not just business; it’s personal, and deeply personal.
|
009 |
|
|
Radical Candor:
When people love their job, the whole team is more successful. The resulting happiness is the success beyond success.
|
010 |
|
|
Radical Candor:
There are few things more damaging to human relationships than a sense of superiority.
|
012 |
