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Now a New York Times and Wall Street Journal bestseller
"I raced through Radical Candor--It’s thrilling to learn a framework that shows how to be both a better boss and a better colleague. Radical Candor is packed with illuminating truths, insightful advice, and practical suggestions, all illustrated with engaging (and often funny) stories from Kim Scott’s own experiences at places like Apple, Google, and various start-ups. Indispensable." ―Gretchen Rubin author of New York Times bestseller The Happiness Project
"Reading Radical Candor will help you build, lead, and inspire teams to do the best work of their lives. Kim Scott's insights--based on her experience, keen observational intelligence and analysis--will help you be a better leader and create a more effective organization." ―Sheryl Sandberg author of the New York Times bestseller Lean In
"Kim Scott has a well-earned reputation as a kick-ass boss and a voice that CEOs take seriously. In this remarkable book, she draws on her extensive experience to provide clear and honest guidance on the fundamentals of leading others: how to give (and receive) feedback, how to make smart decisions, how to keep moving forward, and much more. If you manage people--whether it be 1 person or a 1,000--you need Radical Candor. Now." ―Daniel Pink author of New York Times bestseller Drive
From the time we learn to speak, we’re told that if you don’t have anything nice to say, don’t say anything at all. When you become a manager, it’s your job to say it--and your obligation.
Author Kim Scott was an executive at Google and then at Apple, where she worked with a team to develop a class on how to be a good boss. She has earned growing fame in recent years with her vital new approach to effective management, Radical Candor.
Radical Candor is a simple idea: to be a good boss, you have to Care Personally at the same time that you Challenge Directly. When you challenge without caring it’s obnoxious aggression; when you care without challenging it’s ruinous empathy. When you do neither it’s manipulative insincerity.
This simple framework can help you build better relationships at work, and fulfill your three key responsibilities as a leader: creating a culture of feedback (praise and criticism), building a cohesive team, and achieving results you’re all proud of.
Radical Candor offers a guide to those bewildered or exhausted by management, written for bosses and those who manage bosses. Taken from years of the author’s experience, and distilled clearly giving actionable lessons to the reader; it shows managers how to be successful while retaining their humanity, finding meaning in their job, and creating an environment where people both love their work and their colleagues.
Product details
Hardcover: 272 pages
Publisher: St. Martin's Press; 1 edition (March 14, 2017)
Language: English
ISBN-10: 1250103509
ISBN-13: 978-1250103505
Product Dimensions:
6.4 x 1 x 9.5 inches
Shipping Weight: 1 pounds (View shipping rates and policies)
Average Customer Review:
4.5 out of 5 stars
340 customer reviews
Amazon Best Sellers Rank:
#256 in Books (See Top 100 in Books)
Despite the 3 star review, I actually really liked this book. I had been looking forward to reading it for a while. The issue I had with the book can be illustrated by her performance|growth model. She spends a lot of time talking about the extremes but hardly any time talking about managing the middle, which is where probably 80% of managers really struggle with their direct reports!! I kept going back and scanning the pages again, thinking that I missed it. I could see a whole other book about that particular piece, and hopefully Scott will explore it further in a second edition. There were other similar gaps like that in the book - parts that I felt were explained so well at the extremes but things left unexplored, for example: companies whose culture is somewhere in the middle, managers who are dealing with performance in the middle, team dynamics somewhere in the middle. That "middle" is the tough part - how do you use Radical Candor to know when to pull the trigger on what when you're in a gray zone?
I hardly write reviews for books, but this one is worth the read. I'm only half way through and she's brought so much clarity to my management failures and triumphs. I now understand the things that made me fail my first time around and successful my subsequent times around. And now that I have a framework to understand, I feel like I can build a team that reflects accordingly.Good times. Thanks Kim. Is it too passive aggressive for me to give my current manager a copy of this book?
I've been at Google for 11+ years and much of what Kim talks about in the book resonated with me as a manager. This book as opposed to others I've read in the past has a ton of actionable guidance. I'm already looking for ways to apply many of the teachings from the book to my work. Especially the topics around Superstars and Rockstars hit home with me. Just today my team and I talked about how we could reward our Rockstars better. I also really like how Kim talks about the importance of being "centered" and how it's hard to be a good manager without being in a good place yourself.
A good read. Frankly some of the "bad" manager verbal assault on subordinates is a hard to believe, but that is what this book is written for. The basic thought on this book evolved around a. BUILD TRUST with your team. Them of you and you of them. It is the gateway to having foundational human relationships. Then b. BE CANDID with them (and them with you as the boss). Some good simple tips to focus on the activity, or the "it" - - NOT the person. The book was a little "round and round" on these two key points. Can really see how a newbie manager could benefit from this book.
As a Googler and startup founder, everything Kim talks about reasonates with me deeply. The approach to radical candor feedback, being truly transparent & balanced alongside caring for your team is the right modern approach to management. A great read for anyone considering starting a company or for managers everywhere.
As with many books in this genre, this one was helpful occasionally, too specific most of the time (expect to get nothing from the middle chapters if you aren’t in a tech firm), often self contradictory (“no one is a top performer†but a few pages later “reward your top performersâ€), and a quick read. I am glad I read it and I definitely took away some useful tidbits. Unfortunately, I think the key notions and examples could have been just as easily communicated in a blog post. I’m a little shocked the author has formed a whole company around this concept as it’s fairly simple. Tips about how to phrase feedback were especially useful, and many anecdotes were enjoyable. The text was, however, undermined by some baseless ageism (‘millennials do this or that’), needless repetition, and a little too much namedropping for my taste.
So I bought this book thinking I was buying “Fierce Conversationsâ€. Turns out I was buying the wrong book - which turned out to be the best mistake I ever made because this book is way way better! This is hands down one of the best books I have read on leadership. The author takes a straight shooter, no nonsense, no BS, no pontificating approach to how to be a kick a$$ Manager! It’s great for leaders of all levels and walks through some foundational things (in a no nonsense way that doesn’t make you feel stupid) and then gets into how to actually establish trust with your direct reports. As in “say this†and “do thisâ€. It is a very practical guidebook. I used an entire highlighter on every nugget I found - some pages are entirely highlighted!I will recommend this book to anyone I know. It is by far the most practical advice on getting things done, without leaving bodies in your wake.
When I read a comment like this is the "holy grail of management books", I have to scratch my head. This is a rehash of material covered in countless other management books. I would have expected better from someone with her resume!You can learn more from several of the Patrick Lecioni books and they are more fun to read. About halfway through the book, I stopped and donated to the library. This is suitable for a newer manager to read.
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