Lessons In Leadership: Adapting learnings from Radical Candor in a Post-COVID, Remote-First World

MOVING TOWARD RADICAL CANDOR

When bosses are too invested in everyone getting along, they also fail to encourage the people on their team to criticize one another for fear of sowing discord.

LET’S RETURN TO the “care personally” dimension of Radical Candor. In order to build a great team, you need to understand how each person’s job fits into their life goals. You need to get to know each person who reports directly to you, to have real, human relationships—relationships that change as people change. When putting the right people in th

Compassionate Candor engages the heart (care personally) and the mind (challenge directly). Unfortunately, the term “Radical Candor” doesn’t communicate that to everyone.

“Radical candor is humble, it’s helpful, it’s immediate, it’s in person — in private if it’s criticism and in public if it’s praise — and it doesn’t personalize.”

Episode AI notes

1. The pandemic has shattered traditional work norms and remote work has proven successful despite initial skepticism.




2. Research with 2000 executives identified four key groups of best practices for leaders in remote work.




3. The book aims to provide a roadmap of the best practices followed by executives for remote work.




4. Asynchronous collabor

path for ICs to progress means you get the best people in the right roles with the ability to advance their careers and their pay. Forcing management to be the only way up will cost you talent in places you need it, and worse, install the wrong people in those roles, harming everyone on the team. CHAPTER 15 VULNERABILITY ≠ WEAKNESS In Silicon Valle