Radical Candor: Fully Revised & Updated Edition omslagsbild

Radical Candor: Fully Revised & Updated Edition

Be a Kick-Ass Boss Without Losing Your Humanity

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Radical Candor: Fully Revised & Updated Edition

Av: Kim Scott
Berättare: Teri Schnaubelt
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Featuring a NEW PREFACE, AFTERWORD and Radically Candid PERFORMANCE REVIEW BONUS CHAPTER, the fully revised & updated edition of Radical Candor is packed with even more guidance to help you improve your relationships at work. This program is read by Teri Schnaubelt.



Radical Candor has been embraced around the world by leaders of every stripe at companies of all sizes. Now a cultural touchstone, the concept has come to be applied to a wide range of human relationships.

The idea is simple:
You don't have to choose between being a pushover and a jerk. Using Radical Candor—avoiding the perils of Obnoxious Aggression, Manipulative Insincerity, and Ruinous Empathy—you can be kind and clear at the same time.

Kim Scott was a highly successful leader at Google before decamping to Apple, where she developed and taught a management class. Since the original publication of Radical Candor in 2017, Scott has earned international fame with her vital approach to effective leadership and co-founded the Radical Candor executive education company, which helps companies put the book's philosophy into practice.

Radical Candor is about caring personally and challenging directly, about soliciting criticism to improve your leadership and also providing guidance that helps others grow. It focuses on praise but doesn't shy away from criticism—to help you love your work and the people you work with.

Radically Candid relationships with team members enable bosses to fulfill their three core responsibilities:
1. Create a culture of Compassionate Candor
2. Build a cohesive team
3. Achieve results collaboratively


Required reading for the most successful organizations, Radical Candor has raised the bar for management practices worldwide.

Geschäftsentwicklung & Unternehmertum Management & Leadership

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Beginning of the book and theoretical explanation was good. I like the principles and would personally love to be more radically candor to my team. But when book started to explain practical things it all turned quickly into “schedule this meeting”, “schedule that meeting”, “schedule this time”, “schedule that time”. Working on a C level managing multiple middle managers this might be the right way but being in a position where one is building up a company, this makes no sense at all.

Ok-ish story. Read 2nd half only if you have >300 people below you

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great book for everyone wondering how to improve communication at work and find ideas for approaching feedback. It might not work for everyone. But it is worthwhile thinking about it.

great read

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I reached out to this book based on an online recommendation as a no-nonsense source about people management, especially for those going through an engineer-to-manager transition. The core of the book has some useful and actionable advice. The usual problem with this type of books is, though, that all important is contained on the first pages, then it's expanded upon in the first third and the rest is fluff which could have easily been omitted - to a point that I was asking myself why this trivia was even included.

Useful reminder about important issues

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such useful and practical tools! we've started changing our work culture with radical candor and I feel it has made it better

practical

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1. It’s written for institutional managers, not builders

Kim Scott’s core audience is:

Mid- to senior-level managers

Inside massive, already-successful companies

With HR, legal, layers of process, and low personal risk

As a founder, your reality is:

Ambiguity, not structure

Speed over polish

Hiring before you know the job

Coaching while shipping, selling, fundraising

Her advice assumes the machine already exists. You’re still inventing the machine.

2. The stories are corporate theater

Google/Apple anecdotes feel:

Overproduced

Low-stakes

Detached from survival

When your company could die in 6 months, “how to phrase feedback delicately” can feel like rearranging deck chairs.

Founders want:

“How do I get this person to level up fast or get out?”

“How do I hire before I can afford mistakes?”

“How do I lead when I’m still figuring things out myself?”

Radical Candor rarely goes there.

Google and Apple HR Stories - not for Founders

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