Radical Candor: How to Get What You Want by Saying What You Mean PDF Free Download
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Radical Candor
How to Get What You Want by Saying
What You Mean
by Kim Scott
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sTICK WITH THE READING PLAN OR GO AT YOUR OWN PACE
READING PLAN
WEEK ONE WEEK TWO WEEK THREE WEEK FOUR
PAGES: 1-70 PAGES: 70-140 PAGES: 140-210
Hi!
RADICAL CANDOR ORDER OF OPERATIONS - AFTERWORD P. 238
-Erin
10 pages/day
Communication can truly make or break a team's success. What is the communication
culture on your team, or within the company you work for as a whole? Do your direct
reports feel comfortable giving and receiving feedback? Do you feel comfortable giving
your boss or supervisor feedback? It's imperative that feedback goes both ways in order for
expectations and understanding to be clear. Being radically candid means caring for the
individuals on your team, knowing what motivates them, and understanding what they want
out of their job. Throughout this book, you will be given all the tools and information you
need to create a radically candid culture for your team, and the gateways of communication
and understanding this will open will pay you back tenfold.
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PAGES: 210-280
10 pages/day
10 pages/day
10 pages/day
ARE YOU RADICALLY CANDID?
Solicite Criticism
Give Praise
Give Critisism
1.
2.
3.
4. Gauge Criticism and Adjust
5. Encourage Praise and Criticism Between Others
Information provided by Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity by Kim Scott (2019)
"Richard Tedlow's biography of Andry Grove, Intel's legendary CEO, asserts that
management and leadership are like forehand and backhand. You have to be
good at both to win." p. 5-6
"When you fail to give people the guidance they need to succeed in their work, or
put people into roles they don't want or aren't well-suited for, or push people to
achieve results they feel are unrealistic, you erode trust." -p. 8
"There are few things more damaging to human relationships than a sense of
superiority" - p. 12
"Only when you actually care about the whole person with your whole self can you
build a relationship" - p. 13
"It is only by selection, by elimination, and by emphasis that we get at the real
meaning of things." - p.93
"Guidance is the "atomic building block" of management, but it is profoundly
uncomfortable for most people." - p.129
QUOTES
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Information provided by Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity by Kim Scott (2019)
1) INTRO - p. XX: Have you had a "Bob" situation where you didn't give the
feedback you should have? Why? What happened? What would you have
done differently?
2) INTRO - p. XXIII: When have you had a moment like Matt where you felt
comfortable challenging the authoritative figure's viewpoint? If you haven't
had that, why? What held you back from being comfortable to speak with
conviction that was at odds with others?
3) INTRO - p. XXV: Are you guilty of focusing only on the high-performers
and ignoring the "stability" part of your team? If so, what belief system do
you need to unwind? What do you need to adjust - how do you make room
for different types of ambition as they did at Apple?
DISCUSSION QUESTIONS
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Information provided by Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity by Kim Scott (2019)
4) Chapter One - p. 5: Andy Grove, said that management and leadership
are like forehand and backhand - you have to be good at both in order to
win. How are you investing in the development of both your forehand
(management) and your backhand (leadership)?
5) Chapter One - p. 7-8: How are your relationships with each of your team
members? Do you have a trusted dynamic?
6) Chapter One - p. 13: What are the actions Kim defines as caring
personally - the things you already know how to do? Do you do these? If not
all, how can you build a stronger human-to-human connection with your
team members?
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Information provided by Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity by Kim Scott (2019)
7) Chapter Two - p. 20-23: How can you acknowledge what a team
member did well before providing feedback without it coming across as
insincere? Have you ever given feedback that wasn’t well received? What
happened and how can you avoid this moving forward?
8) Chapter Two - p. 32: It’s easy to fall into the trap of ruinous empathy
when difficult situations arise. Has this ever happened to you? What was the
result of your ruinous empathy? Knowing what you know now, how would
you handle this situation differently?
9) Chapter Three - p. 43: Do you understand how each person’s role on
the team fits into their individual goals? How do you adjust your
management style to the individual needs?
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Information provided by Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity by Kim Scott (2019)
10) Chapter Three - p. 55: Are you able to identify what role and
responsibilities each member of your team needs? How do you navigate the
fluctuations in your team members' growth trajectories?
11) Chapter Three - p. 67-72: Have you ever had a “Peggy” on your team?
How did you handle that situation? Have you ever told yourself any of the
manager lies listed on pages 67 and 68? Which ones? Why did you believe
these to be true? Have you ever had a “Mareva” or a “clay” on your team?
How did this happen and what steps did you take to rectify the situation?
12) Chapter Four - p. 82: What is the listening culture at your company?
What is the listening culture on your team? How can this listening culture be
improved to make sure everyone is being heard?
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Information provided by Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity by Kim Scott (2019)
13) Chapter Four - p. 95: Are you tuned into how your team is doing? How
do you identify when it’s time to call a time out on an emotionally charged
interaction?
14) Chapter Four - p. 100-103: How do you explain decisions or logic to
your team in a way that builds trust and credibility? How can you be
persuasive without being manipulative? How do you address the emotions
of those you are trying to persuade?
15) Chapter Six - p. 129-134: How can you create an environment where
your team feels comfortable giving AND receiving feedback?
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Information provided by Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity by Kim Scott (2019)
16) Chapter Six - p. 136-147: What measures do you take to ensure you’re
giving impromptu guidance correctly when the opportunity arises?
17) Chapter Six - p. 162-164: If you hold formal performance reviews how
do you ensure that there are no surprises? How do you prepare for
performance reviews, and how can you use the examples in this book to
hold better performance reviews?
18) Chapter Seven - p. 176: Do you know what motivates your team
members on an individual level? Do you care personally enough to know
their goals and what they’re working towards?
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Information provided by Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity by Kim Scott (2019)
