Radical Candor: Fully Revised & Updated Edition: Be a Kick-Ass Boss Without Losing Your Humanity

“Steep growth” is generally characterized by rapid change—learning new skills or deepening existing ones quickly. It’s not about becoming a manager—plenty of individual contributors remain on a steep growth trajectory their entire careers, and plenty of managers are on a gradual growth trajectory. Nor should steep growth be thought of as narrowly a

We are focused on the pedagogy (learning how to teach Radical Candor) and the cognitive behavioral techniques—and learning how to help people create a habit of Radical Candor.

The basic premise here is that when everyone on your team is able to bring the best of what they’ve got mentally, emotionally, and physically to their work, they are more fulfilled in their jobs, they work better with one another, and the team gets better results. You can’t get that out of people with power, authority, or control. Twitter and Squar

The most important thing you can do for your team collectively is to understand what growth trajectory each person wants to be on at a given time and whether that matches the needs and opportunities of the team. To do that, you are going to have to get to know each of your direct reports at a personal level. It’s also going to require you to have s

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

Richard Tedlow’s biography of Andy Grove, Intel’s legendary CEO, asserts that management and leadership are like forehand and backhand. You have to be good at both to win.

The axes of this framework are past performance and future growth trajectories. The assessment of past performance on the horizontal axis of this framework does go from “bad” to “good,” but not the vertical axis. It’s just as good to be in the bottom-right quadrant as in the upper-right. Rock stars are just as important to a team’s performance as s

In his book A Primer on Decision Making, James March explains why it’s a bad thing when the most “senior” people in a hierarchy are always the deciders.

Ultimately, though, bosses are responsible for results. They achieve these results not by doing all the work themselves but by guiding the people on their teams. Bosses guide a team to achieve results.