Kim Scott's Radical Candor | The #1 Book For Better Bosses

Make sure that you are seeing each person on your team with fresh eyes every day. People evolve, and so your relationships must evolve with them. Care personally; don’t put people in boxes and leave them there.

At Apple, as at Google, a boss’s ability to achieve results had a lot more to do with listening and seeking to understand than it did with telling people what to do; more to do with debating than directing; more to do with pushing people to decide than with being the decider; more to do with persuading than with giving orders; more to do with learn... See more

When bosses are too invested in everyone getting along they also fail to encourage the people on their team to criticize one another other for fear of sowing discord. They create the kind of work environment where being "nice" is prioritized at the expense of critiquing and therefore improving actual performance.

It’s brutally hard to tell people when they are screwing up. You don’t want to hurt anyone’s feelings; that’s because you’re not a sadist. You don’t want that person or the rest of the team to think you’re a jerk. Plus, you’ve been told since you learned to talk, “If you don’t have anything nice to say, don’t say anything at all.” Now all of a sudd... See more

Steve Jobs articulated this approach more gently in an interview with Terry Gross: “At Apple we hire people to tell us what to do, not the other way around

If you want to build a ship, don’t drum up people to collect wood and don’t assign them tasks and work, but rather teach them to long for the endless immensity of the sea