Part 2 in our 3-part series on Kim Scott’s book Radical Candor: How to be a Kick-Ass Boss without Losing Your Humanity
Say you’ve got to address an issue with one of your team members. What do you do? How do you get results?
From the Radical Candor blog:
What does it mean to Challenge Directly?
This involves telling people when their work isn’t good enough — and when it is; when they are not going to get that new role they wanted, or when you’re going to hire a new boss instead of promoting them; when the results don’t justify further investment in what they’re working on. Delivering hard feedback, making tough calls about who does what on a team, and holding a high bar for results — isn’t that the job of any manager?
But most people struggle with doing these things. Challenging people generally pisses them off, and that doesn’t seem like a good way to build a relationship or to show that you Care Personally. And yet challenging people is often the best way to show them that you care when you’re the boss.
Nikki and Britt discuss all this, along with Radical Candor’s best practices for discussing problems and issues with the people on your team. Don’t forget to subscribe or check back soon for part 3!
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