INTRODUCTION

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.

The hardest part of building this trust is inviting people to challenge you, just as directly as you are challenging them. You have to encourage them to challenge you directly enough that you may be the one who feels upset or angry. This takes some getting used to—particularly for more “authoritarian” leaders. But if you stick to it, you’ll find

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 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

Another essential thing I stress with my clients: it’s vital to remember that very important lesson from the “um” story—don’t personalize. The names of each quadrant refer to guidance, not to personality traits. They are a way to gauge praise and criticism, and to help people remember to do a better job offering both. They are not to be used to

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

The key insight behind Radical Candor is that command and control can hinder innovation and harm a team’s ability to improve the efficiency of routine work. Bosses and companies get better results when they voluntarily lay down unilateral power and encourage their teams and peers to hold them accountable, when they quit trying to control employees

The first dimension is about being more than “just professional.” It’s about giving a damn, sharing more than just your work self, and encouraging everyone who reports to you to do the same. It’s not enough to care only about people’s ability to perform a job. To have a good relationship, you have to be your whole self and care about each of the