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

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

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

A good rule of thumb for any relationship is to leave three unimportant things unsaid each day.

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

“Radical Candor” is what happens when you put “Care Personally” and “Challenge Directly” together.

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 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 th

INTRODUCTION

“Relationships are core to your job. If you think that you can [fulfill your responsibilities as a manager] without strong relationships, you are kidding yourself. I’m not saying that unchecked power, control, or authority can’t work. They work especially well in a baboon troop or a totalitarian regime. But if you’re reading this book, that’s not w

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