|
|
Radical Candor:
Bosses can’t become petty bureaucrats. When you have too much unilateral authority, you’ll inevitably do things that will erode trust, ruin your relationships, and make your direct reports want to escape from their jobs the way they’d want to break out of jail.
|
118 |
|
|
Radical Candor:
Spending time with people from work in a more relaxed setting, without the pressure of work deadlines, can be a good way to build relationships.
|
119 |
|
|
Radical Candor:
For the most part, it’s better to use the time after work to keep yourself centered than to socialize with work colleagues.
|
119 |
|
|
Radical Candor:
…people who are more concerned with getting to the right answer than with being right make the best bosses.
|
120 |
|
|
Radical Candor:
…an important part of Radically Candid relationships is opening yourself to the possibility of connecting with people who have different worldviews or whose lives involve behavior that you don’t understand or that may even conflict with a core belief of yours.
|
122 |
|
|
Radical Candor:
If you have a truly emotional upset in your life, stay home for a day… Mental-health days should be taken more seriously than they are.
|
125 |
|
|
Radical Candor:
When somebody is frustrated or angry or upset enough about a situation at work that they react emotionally, this is your cue to keep asking questions unit you understand what the real issue is.
|
126 |
|
|
Radical Candor:
…the authority that comes with the [boss] role is, in fact, likely to bring out some of your worst instincts – so it may not just be a matter of unfair perception!
|
131 |
|
|
Radical Candor:
When you can tell somebody that you aren’t trying to bust their chops – that you really want to help – it can go a long way toward making them receptive to what y you’re saying.
|
139 |
|
|
Radical Candor:
By explicitly describing what was good or what was bad, you are helping a person do more of what’s good and less of what’s bad – and to see the difference.
|
140 |
