Kzk's garden

Radical Candor

6 min read

  • Chapter 1

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    • Bosses guide a team to achieve results id:: 6470ccf0-0e29-4e3c-8e68-fb94136885aa

      Guidance: or feedback → often we don’t give good guidance cause we don’t know how the other will receive it (fear of being socially awkward, I am being to nice or too mean? )

      Team Building: Figuring out right people for the right role (hiring, firing, promoting). And when the team is set… how to have them motivated.

      Results:

      Relationship, and no power, drive you forward

      Radical candor is based in two “sentences”: Care personally: Being more than a professional, to have good relationship you have to care as a human being not as a worker. Challenge directly: Tell the team, when their work is not good enough

  • Chapter 2

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    • radical_candor.png
    • difference between radical candor and obnoxious aggression is:
      • it’s not mean, it’s clear
      • no belittle embarrass people in public
    • Most people prefer a challenging jerk than a nice incompetent.
    • How to start the wheel of feedback, start asking for feedback (give example) and when start giving it, start by praising
    • If a person is bold enough to give you feedback, do not critique their criticism
    • people who are more concern for the** right answer**, instrad if being right are better bosses.
    • Not personalize the feedback, instead of “When they are not good enough” say “When their work is not good enough”

  • Chapter 3

    • understand what motivates each person on your team

    • 2 archetypes of persons:

      • Rock Star (is rock solid)
        • stability, ambitious outside of work, content in life, happy in current role
      • Super Start

        • change agent (cul inquiet), ambitious at work, want new opportunities

          different type of learning:

    • step growth: learning/deeping skills quickly

    • gradual growth: mastered their work and making incremental improvements

      we all have periods when professionally we are in different growth stages

      How to treat each archetype?

    • **RockStart ** id:: 646faaeb-1300-4748-ac4c-a61336163f28

      • Need to recognize them, make them happy
      • but this doesn’t mean promotion
        • which can set this person in roles is not well suited for
        • or simply don’t want

    • SuperStar

      • Challenge them!
      • make sure they are constantly learning
      • give them opportunities
        • even bigger that they can actually handle
      • ensure you are not too much dependent on them
        • cause they will fly eventually

    • Sometimes a team change work… some times two persons don’t work well together…

    • When management is the only path to higher compensations, the quality of management suffers. Specially people under the umbrella of people who don’t want this management role

    • In many ways your job is to set and hold, a quality bar… seems harsh in the short term… but in the long term the only thing that is meaner is loweing the quality bar

Chapter 4

collapsed:: true - Telling people what to do doesn’t work → people felt left out - Jobs always get it right → inviting you to challenge his ideas, so at the end, it was the best idea possible - 1. Listen - 1. Give the quite ones a voice - 2. Clarify: - 1. ideas are fragile at the beginning they need nurture. - 2. help making ideas drop dead easy for others to comprehend - 3. Debate - 1. keep the conversation centered on the idea, not the ego - 2. Create the obligation to dissent - 3. don’t grab a decision cause the debate is becoming painful - 4. Decide - 1. Push decisions into the facts, or pull the facts into the decisions - 2. you are not the decider (usually) - 3. facts… not recommendations - 5. Persuade: - 1. Listener’s emotions, not speakers - 2. Credibility: demonstrate expertise and humility - 3. Logic: ensure everybody understand the facts that drive the decision - 6. Execute - 1. keep dirt under your fingernails - 2. You should still do ground work - 3. So you understand your colleagues - 4. Block time to execute - 7. Learn

Chapter 5

- **work/life**, integration not balance: Your time and work time don't need to compete, instead they can help each other.
- **Calendar**: put things that you need to do yourself in the calendar
- **Free at work**: everybody is going to be able to bring their best, if they feel autonomous.
- **Building trust**: always takes times
- **Demonstrating openness**: When somebody shares something with you you should always be respectful
- **Recognize your own emotions**: share with the team how are you feeling
- **Ask questions**: when somebody is frustrated/angry etc... keep asking questions and listening, you will understand the real issue
- **Tell others how to feel: DON'T DO THAT **

Chapter 6

- **Guidance**: Is the key of being a boss, you need to get, give and encourage. bot praise and criticism.
- Is there anything I can do or stop doing that would make it easier to work with me?
- Don't critique the criticism, it's a gift, try to understand it, not debate it.
- critics => situation + behavior + impact
- Clarity of guidance gets measured in other person ear, not your moth
- Don't personalize:
	- ❌"You are wrong "
	- ✅ "I think you are wrong"
- Make understand that when you critic/challenge you do it, because you care.
- Spend half the time looking backward, half planning (future)

  • Chapter 7

    • Techniques to avoid boredom and burnout
    • First conversation
      • Try to learn what motivates people id:: 646faaeb-f125-433c-80e4-e7cce95d2ec6
      • ask for how was their life, brothers? kids? etc…
      • Don’t push
    • Second
      • Drams,
      • Don’t ask for professional aspirations… they will tell you what you want to hear
      • ask for 3 to 5 drams for the future
      • also ask for which skills are needed
    • Thrird
      • 18 month plan
      • What I should prioritize to go to the direct of any dream?
      • can be scary to follow you dreams directions → might need some encouragement

  • Chapter 8

    • Goal: achieve results collaboratively that you could never achieve individually
    • 1:1
      • Best opportunities to really listing, and care personally → listen and clarify
      • frequency: 1 a week with each team member
      • is the other person’s agenda, not yours → Listen mother fucka!
      • show up, don’t easily reschedule.
      • encourage new ideas → so they can grow stronger
      • flags:
        • cancellations → too often might mean is not useful for the other person
        • only updates→ encourage them to use better this time
        • no criticism → you are not good enough at getting critics
    • Think time → block time to think, and make it sacred!
    • Bit debate meetings:
      • state in front that is not gonna be a decision after the meeting
      • pressure between who really want to discuss vs who want to get a decision
    • Execute time
      • An important job of a bis is to make sure there is time to make the actual work
      • block time in calendar
    • Be conscious of the culture
      • culture in team has a really strong effect in results
      • and leaders personality has a strong effect in culture of the team
        • people are listening → everything you say could be used against
        • clarify
    • Learn:
      • Shit happens… is your responsibility to learn from it. and make a change → prevent to happen again.

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