Indeed, she encourages managers to develop a safe and challenging environment where people nurture real, caring relationships and are empowered to be honest and direct. See the Actionable Takeaways below for more. Scott points to the importance of using the Radical Candor Framework to develop a shared language and one that managers must bring to life through role modelling. But that’s a lot of ‘shoulds’ and, back to the reality of life, the model serves as a much-needed wake-up call that can be hard to implement in complex, emotionally charged contexts. It’s what everyone should do all the time. Radical Candor really shouldn’t be radical. The real aim in such situations should be to refocus on caring so you can move to Radical Candor. As a result, she advocates using her Framework to understand and improve the types of conversations you're having rather than applying it as an unchanging label on any individual.įor example, when you notice yourself in the Obnoxious Aggression quadrant, it’s typical to react by reducing challenge and shifting into Manipulative Insincerity. Stop it! Yes, we know it's fun - but Scott points out that everyone, including you, will shift between quadrants in different contexts and conversations. We see what you’re doing - you’re listing off the people you work with and putting them in one of the four quadrants. Praise and criticism are thrown around as tools for manipulation, and Psychological Safety plummets. This is the worst of all worlds and often manifests as passive-aggressive behaviour and a toxic workplace. This is the quadrant that enables dysfunction until the final, inevitable blowup, at which point the person will reasonably ask, ‘why didn’t you tell me this before?’ This results in your praise being general, and your criticism remains unsaid or is so sugar-coated that it’s unrecognisable. You care, but you’re staying silent because you’re worried about the impact of challenging the person you want to help. The quadrant where you can be ‘nice’ in the moment, but undermining in the long run. It’s that place of ‘brutal honesty’ generally resulting in praise that doesn’t feel sincere or meaningful, and criticism delivered rudely or insensitively. The quadrant of high challenge but low care. In addition to the sought after Radical Candor quadrant, the three remaining quadrants are: The ‘ challenge directly’, or the ‘ willing to piss people off dimension.’ The ‘ care personally’, or the ‘ give a damn dimension’ versus The quadrants of the Radical Candor Framework are mapped on two axes: Helped by the model’s compelling origin story from the corridors of Google (see In Practice below for Scott’s story), the model has become popular in big tech and agile organisations as a means to enable high-performing teams and a culture of feedback. It’s essentially a call to action to be both caring and direct by combining bluntness with empathy. Kim Scott’s Radical Candor Framework encourages you to ‘ give a damn’ for the people around you, and constructively speak the truth, even when it pisses people off. Radical Candor is the ability to simultaneously challenge directly and show that you care personally. At the same time, you don't have to look far to find examples of obnoxious feedback under the guise of being ‘ brutally honest.’įortunately, you don’t just have to choose between polite silence or rude honesty. ‘If you don’t have anything nice to say, don’t say anything at all.’ That message was likely ground into you throughout your childhood.
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