Sublime

“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.”

Os estudiosos descreveriam a abordagem de Bill – escutar, dar feedback honesto, exigir franqueza – como “transparência relacional”, que é uma característica fundamental da “liderança autêntica”.13 O professor de Wharton Adam Grant tem outro termo para isso: “doadores desagradáveis”. Em um e-mail para nós, ele disse: “Muitas vezes, sentimo-nos

managers’ results are not factored into performance ratings or pay decisions. We want employees to be scathingly honest, and managers to be open to improvement rather than defensive.

In many ways, your job as the boss is to set and uphold a quality bar. That can feel harsh in the short term, but in the long run the only thing that is meaner is lowering the bar. Don’t get sucked into Ruinous Empathy when managing people who are doing OK but not great! Everybody can excel somewhere. And to build a great team that achieves

I had a client that used the word "exposed" a lot and in a negative way. They wanted to make sure no one felt "exposed." This reluctant exposure is a symptom of low trust and vulnerability and high levels of judgment. They are doomed to mediocrity because they infantalized their employees and no one will risk a new idea. The key is to create a

“Great teams are honest with one another,” she said. “They are unafraid to air their dirty laundry. They admit their mistakes, their weaknesses, and their concerns without fear of reprisal.”

Be specific and clear about FUD (fear, uncertainty, or doubt), and be sure that your FUD ties directly into one of the capabilities you were asked to assess. For example, “Candidate was dismissive toward person X and downplayed the contributions of her team when discussing past roles” is more helpful than “I have some culture FUD.”

when giving praise, investigate until you really understand who did what and why it was so great. Be as specific and thorough with praise as with criticism. Go deep into the details.

“People want decisiveness, but they also want honesty about when you’ve effed up,” as Andrew says. “It’s a huge lesson: Include people in your problems, not just your solutions.”