|
|
Radical Candor:
Once people know what it feels like to have a good boss, it’s more natural for them to be a good boss.
|
013 |
|
|
Radical Candor:
The rewards of watching people flourish and then help others flourish are enormous.
|
013 |
|
|
Radical Candor:
Caring personally is the antidote to both robotic professionalism and managerial arrogance.
|
013 |
|
|
Radical Candor:
You have to accept that sometimes people on your team will be mad at you. In fact, if nobody is ever mad at you, you probably aren’t challenging your team enough.
|
014 |
|
|
Radical Candor:
Eliminate the phrase ‘don’t take it personally’ from your vocabulary – it’s insulting. Instead, offer to help fix the problem.
|
014 |
|
|
Radical Candor:
…caring personally about people even as you challenge them will build the best relationships of your career.
|
014 |
|
|
Radical Candor:
Building enough trust between people to enable reciprocal challenge irrespective of reporting relationship takes time and attention.
|
015 |
|
|
Radical Candor:
A good rule of thumb for any relationship is to leave three unimportant things unsaid each day.
|
016 |
|
|
Radical Candor:
There are two dimensions to good guidance: care personally and challenge directly.
|
021 |
|
|
Radical Candor:
Giving meaningful praise is hard. That’s why it’s so important to gauge your guidance – to find out how it lands for people.
|
024 |
