Must Read on Pocket

This is one of the most-saved, read, and shared stories on Pocket.

Recommendations from Pocket Users

Adam Braun

Shared November 26, 2015

Essential leadership reading.

Natalie Ebel

Shared December 16, 2015

The single most important thing a boss can do, Scott has learned, is focus on guidance: giving it, receiving it, and encouraging it. Guidance, which is fundamentally just praise and criticism, is usually called “feedback,” but feedback is screechy and makes us want to put our hands over our ears. Guidance is something most of us long for.

Callie Schweitzer

Shared November 28, 2015

"The single most important thing a boss can do, Scott has learned, is focus on guidance: giving it, receiving it, and encouraging it. Guidance, which is fundamentally just praise and criticism, is usually called “feedback,” but feedback is screechy and makes us want to put our hands over our ears. Guidance is something most of us long for."

Diego Mendes

Shared December 1, 2015

Leadership = Guidance

The single most important thing a boss can do, Scott has learned, is focus on guidance: giving it, receiving it, and encouraging it. Guidance, which is fundamentally just praise and criticism, is usually called “feedback,” but feedback is screechy and makes us want to put our hands over our ears. Guidance is something most of us long for.

Amit Gupta

Shared December 25, 2015

“Finally, Sheryl [Sandberg] said, ‘You know, Kim, I can tell I'm not really getting through to you. I'm going to have to be clearer here. When you say um every third word, it makes you sound stupid.’”

Daniel Burka

Shared November 4, 2016

“Part of the reason Sheryl was able to say to me so bluntly, ‘You sounded stupid,’ was that I knew that she cared personally about me.

Laura Roeder

Shared December 10, 2015

If the vertical axis is caring personally and the horizontal axis is challenging directly, you want your feedback to fall in the upper right-hand quadrant. That’s where radical candor lies.

Amanda Root

Shared December 13, 2015

I absolutely love that Sheryl Sandberg anecdote no matter how many times I read it. +1 for radical candor as a boss. So good! Loved the whole article!

Caleb Ebel

Shared December 14, 2015

To help teach radical candor — this all-important but often neglected skill — to her own teams, Scott boiled it down to a simple framework: Picture a basic graph divided into four quadrants. If the vertical axis is caring personally and the horizontal axis is challenging directly, you want your feedback to fall in the upper right-hand quadrant. That’s where radical candor lies.

Cristel De Rouvray

Shared November 5, 2016

This is useful -

Aida Boucheron

Shared November 29, 2015

A refreshing read on leadership.

Olli Sulopuisto

Shared December 16, 2016

“John Stuart Mill explains it very well. He said, ‘The source of everything respectable in man, either as an intellectual or as a moral being, is that his errors are corrigible.’ The whole strength and value of human judgment depends on the one property that it can be set right when it is wrong.’

Rohan Light

Shared December 27, 2015

Challenging others follows challenging the self

Challenging others is difficult for many people; saying anything short of positive feels impolite

Aitor Calero

Shared November 10, 2016

I would argue that criticizing your employees when they screw up is not just your job, it's actually your moral obligation.

Andy McIlwain

Shared November 9, 2016

I would argue that criticizing your employees when they screw up is not just your job, it's actually your moral obligation.

Artur Vilas Boas

Shared December 31, 2017

Excelente texto sobre gestão de pessoas e liderança!

Seyed Rasoul Jabari

Shared December 21, 2015

bosses need to tell employees when they're screwing up.

Jason Dunn

Shared January 30, 2017

Candor is a rare and precious thing. If you manage anyone PLEASE read this.

Justin Roth

Shared December 21, 2015

Radical candor, then, results from a combination of caring personally and challenging directly.

Patrick Marsh

Shared December 21, 2015

Another good one. I learned a couple things myself and will be putting this into practice.

Amit Panchal

Shared January 17, 2016

I would argue that criticizing your employees when they screw up is not just your job, it's actually your moral obligation.

Jonathan Bates

Shared November 24, 2016

excellent

Nick Lenten

Shared August 26, 2017

Guidance, which is fundamentally just praise and criticism, is usually called “feedback,” but feedback is screechy and makes us want to put our hands over our ears.

Martin Soler

Shared August 31, 2016

Candor is the one thing that will make or break a great team and there just isn't a shortcut to it.

The source of everything respectable in man, either as an intellectual or as a moral being, is that his errors are corrigible.’

Rapha Vasconcellos

Shared November 7, 2016

The vision we have for giving guidance to our teams here at Facebook.

Zdenek Farana

Shared January 30, 2017

I would argue that criticizing your employees when they screw up is not just your job, it's actually your moral obligation.

Julien Schléret

Shared December 28, 2015

It sounds so simple to say that bosses need to tell employees when they're screwing up. But it very rarely happens.

Pantelis K.

Shared November 22, 2016

“Caring personally makes it much easier to do the next thing you have to do as a good boss, which is being willing to piss people off.”

Brendan Flynn

Shared March 15, 2017

Good read on management of people. It took me many years to become a manager who could consistently give proper feedback so I can getting the most from my team. The author distills the many virtues of being a good manager in easy to follow lessons.

Janco Wolmarans

Shared December 26, 2015

It's all about feedback.

Chris Wren

Shared January 11, 2016

Great advice on how to help your coworkers with guidance.

Joel Bez

Shared January 19, 2016

Good article on giving advice/feedback

Trisha Salas

Shared October 15, 2018

Radically helpful.

Yewint Ko

Shared October 25, 2018

A must read.

Adonai Hm

Shared January 30, 2017

Radical candor: Food for thought on a successful management approach

Mark John Buenconsejo

Shared December 10, 2015

Good perspective on leadership.

Godiva Golding

Shared January 7, 2017

The single most important thing a boss can do, Scott has learned, is focus on guidance: giving it, receiving it, and encouraging it. Guidance, which is fundamentally just praise and criticism, is usually called “feedback,” but feedback is screechy and makes us want to put our hands over our ears. Guidance is something most of us long for.

Godiva Golding

Shared January 7, 2017

But after the meeting, Scott’s boss, Sheryl Sandberg, suggested they take a walk together. She talked about the things she’d liked about the presentation and how impressed she was with the success the team was having — yet Scott could feel a “but” coming. “Finally she said, ‘But you said um a lot.’ And I thought, ‘Oh, no big deal. I know, I do that. But who cared if I said um when I had the tiger by the tail?’”

Sandberg pushed forward, asking whether Scott’s ums were the result of nervousness. She even suggested that Google could hire a speaking coach to help. Still, Scott brushed off the concern; it didn’t seem like an important issue. “Finally, Sheryl said, ‘You know, Kim, I can tell I'm not really getting through to you. I'm going to have to be clearer here. When you say um every third word, it makes you sound stupid.’”

“Now, that got my attention!” Scott says.

Godiva Golding

Shared January 8, 2017

Put your own oxygen mask on first.

There’s a reason you hear this every time you board a plane — it’s good advice. “You can't possibly give a damn about other people if you don't give a damn about yourself. At one point, when I was having a very stressful period in my career, I realized that the most important thing I could do for my team was not hire great people. It was not to raise a lot of money. It was actually to take a run every morning,” Scott says.

She got pretty religious about it, running around the reservoir near her New York apartment every morning. Then one day, during a particularly difficult time at work, there was a big storm, lightning, hail and all. She thought about bailing, but quickly reconsidered and laced up her shoes. Scott had learned to take her commitments to herself as seriously as any other professional responsibility.

“There were usually hundreds of people running around the reservoir, but there was just one other nut out there that morning. As I got closer to him, I realized it was my co-founder," she says. "A lot of things were going wrong, but we were doing something right.”

Danielle Morris

Shared January 11, 2017

Radical candor, then, results from a combination of caring personally and challenging directly. But what does it look like in practice? Scott has created an acronym to help people remember:

HHIPP: “Radical candor is humble, it’s helpful, it’s immediate, it’s in person — in private if it’s criticism and in public if it’s praise — and it doesn’t personalize.” That last P makes a key distinction: “My boss didn’t say, ‘You're stupid.’ She said, ‘You sounded stupid when you said um.’ There's a big difference between the two.”

Godiva Golding

Shared May 5, 2017

"The single most important thing a boss can do, Scott has learned, is focus on guidance: giving it, receiving it, and encouraging it. Guidance, which is fundamentally just praise and criticism, is usually called “feedback,” but feedback is screechy and makes us want to put our hands over our ears. Guidance is something most of us long for."

Mike Case

Shared December 30, 2015

No hedging no hesitating—your job is to be clear and to communicate.

Shawn Roos

Shared October 13, 2018

Love this way of phrasing and thinking of feedback

The single most important thing a boss can do, Scott has learned, is focus on guidance: giving it, receiving it, and encouraging it. Guidance, which is fundamentally just praise and criticism, is usually called “feedback,” but feedback is screechy and makes us want to put our hands over our ears. Guidance is something most of us long for

Ian Christian Cadeliña

Shared August 9, 2018

HHIPP: “Radical candor is humble, it’s helpful, it’s immediate, it’s in person — in private if it’s criticism and in public if it’s praise — and it doesn’t personalize.” That last P makes a key distinction: “My boss didn’t say, ‘You're stupid.’ She said, ‘You sounded stupid when you said um.’ There's a big difference between the two.”

Viktor Voronin

Shared February 25, 2016

On my own I want to add that direct communication contributes to the mental health of a company.

Kavit Haria

Shared November 19, 2016

The single most important thing a boss can do, Scott has learned, is focus on guidance: giving it, receiving it, and encouraging it. Guidance, which is fundamentally just praise and criticism, is usually called “feedback,” but feedback is screechy and makes us want to put our hands over our ears. Guidance is something most of us long for.

Kenishia S. Mais

Shared May 21, 2018

Radical candor is humble, it’s helpful, it’s immediate, it’s in person — in private if it’s criticism and in public if it’s praise — and it doesn’t personalize.

Ryan Sauer

Shared September 10, 2016

This is changing my business every day

Gil Doron

Shared September 25, 2017

Guidance, which is fundamentally just praise and criticism, is usually called “feedback,” but feedback is screechy and makes us want to put our hands over our ears. Guidance is something most of us long for.

Gil Doron

Shared September 25, 2017

John Stuart Mill explains it very well. He said, ‘The source of everything respectable in man, either as an intellectual or as a moral being, is that his errors are corrigible.’ The whole strength and value of human judgment depends on the one property that it can be set right when it is wrong.’ You have to tell people when you think they're wrong or their work isn’t good enough,” Scott says.

Andy Hugelier

Shared December 21, 2015

This hit home with me in so many ways. Trying to be friends or polite instead of brutally honest with your team is one of the most unintentionally harmful things you can do.

Max Euler

Shared January 3, 2016


Jassim Ali

Shared November 5, 2016

great read !

Michel Tofahrn

Shared December 25, 2015

right.”

Alya Adamany Woods

Shared February 3, 2017

#practiceradicalcandor

Eric Ishii-Eckhardt

Shared January 17, 2016

If you can't offer radical candor, the second best thing you can do is be an asshole.

Bardia Noohi

Shared March 13, 2016

Good reading for any leader/manager.

Giuseppe Bottacin

Shared October 24, 2016

I've grown up without being told "if you don't have anything nice to say, then shut up". Maybe that's why I find this article so right.

Simon Prince

Shared January 26, 2017

Uncomfortable but makes sense. Too many ums do make you sound stupid. Better to get that guidance (feedback)

doing

Brett Szmajda

Shared December 8, 2015

Great read, and really resonates with those bosses who have been memorable in my life.

Chris ~

Shared December 25, 2015

The single most important thing a boss can do, Scott has learned, is focus on guidance

Alexia Lee

Shared November 3, 2016

HHIPP: “Radical candor is humble, it’s helpful, it’s immediate, it’s in person — in private if it’s criticism and in public if it’s praise — and it doesn’t personalize.” That last P makes a key distinction: “My boss didn’t say, ‘You're stupid.’ She said, ‘You sounded stupid when you said um.’ There's a big difference between the two.”

文剑 周

Shared January 22, 2017

The single most important thing a boss can do, Scott has learned, is focus on guidance: giving it, receiving it, and encouraging it. Guidance, which is fundamentally just praise and criticism, is usually called “feedback,” but feedback is screechy and makes us want to put our hands over our ears. Guidance is something most of us long for.

Kevin Donohue

Shared January 26, 2017

the four key things that any manager can do to create an environment of meaningful guidance:

Kim Covent

Shared January 29, 2017

Radical candor, then, results from a combination of caring personally and challenging directly. But what does it look like in practice? Scott has created an acronym to help people remember:

HHIPP: “Radical candor is humble, it’s helpful, it’s immediate, it’s in person — in private if it’s criticism and in public if it’s praise — and it doesn’t personalize.” That last P makes a key distinction: “My boss didn’t say, ‘You're stupid.’ She said, ‘You sounded stupid when you said um.’ There's a big difference between the two.”

Hasan Hasan

Shared February 2, 2017

“Part of the reason Sheryl was able to say to me so bluntly, ‘You sounded stupid,’ was that I knew that she cared personally about me. She had done a thousand things that showed me that.” From inviting recent New York transplant Scott to join her book group, to encouraging her to take time off to care for a sick relative, Sandberg didn’t just invest in her professionally, but showed she truly cared about her. And she did that for everyone on her team. “Caring personally makes it much easier to do the next thing you have to do as a good boss, which is being willing to piss people off.”

arun appadurai

Shared December 22, 2015

A good boss, like a African lion is a rare species. And rarer still in India, where we see the effects of his absence in the Form of mediocre companies.

Brent C

Shared February 27, 2016

The title is a little hyperbolic, but the strategy has merit.

Jacob Pactor

Shared October 21, 2016

If you can't offer radical candor, the second best thing you can do is be an asshole.

Russ Harlan

Shared November 21, 2016

The choice of words reframes the opportunity.

The single most important thing a boss can do, Scott has learned, is focus on guidance: giving it, receiving it, and encouraging it. Guidance, which is fundamentally just praise and criticism, is usually called “feedback,” but feedback is screechy and makes us want to put our hands over our ears. Guidance is something most of us long for.

Julian Thomas

Shared November 26, 2016

Giving feedback intelligently within organization

nabil kazerouni

Shared December 8, 2016

— and it doesn’t personalize.” That last P makes a key distinction: “My boss didn’t say, ‘You're stupid.’ She said, ‘You sounded stupid when you said um.’ There's a big difference between the two.”

Julien Bouvet

Shared May 11, 2017

“Radical candor is humble, it’s helpful, it’s immediate, it’s in person — in private if it’s criticism and in public if it’s praise — and it doesn’t personalize.”

Mark Michael

Shared September 15, 2017

"The single most important thing a boss can do, Scott has learned, is focus on guidance: giving it, receiving it, and encouraging it. Guidance, which is fundamentally just praise and criticism, is usually called “feedback,” but feedback is screechy and makes us want to put our hands over our ears. Guidance is something most of us long for."

Daniel Cruz

Shared October 4, 2018

Excellent Management and Relationship Advice

Tilak Joshi

Shared January 10, 2016

Probably the single-most pivotal leadership skill and the strongest differentiator between good and great leaders

Yenting Lin

Shared January 22, 2017

How to become a better leader? Advise with care but straight.

“Radical candor is humble, it’s helpful, it’s immediate, it’s in person — in private if it’s criticism and in public if it’s praise — and it doesn’t personalize.”

Michael Williams

Shared January 26, 2017

The most important part of being a good boss is giving clear, personal, consistent guidance.

Nicola Principe

Shared January 27, 2017

siamo naturalmente degli ottimi boss...

hihihih

Tim F

Shared November 28, 2015

Some great thoughts on a leadership approach that reduces the opportunities for misunderstanding and workplace toxicity.

Laura Bergman

Shared December 15, 2015

Excellent tips for both workers and bosses on how to function in the workplace.

Lam Ton

Shared December 18, 2015

"A lot of things were going wrong, but we were doing something right.”

John Wayne Hill

Shared February 7, 2016

Great read about actually caring and giving actual critique.

Jakkawan Donwichai

Shared October 13, 2016

Thanks

Owen Pastrana

Shared October 18, 2016

Liked this management style. Great insights.

Hilmi Abdullah

Shared November 21, 2016

banking

Hampus Persson

Shared December 6, 2016

HHIPP: “Radical candor is humble, it’s helpful, it’s immediate, it’s in person — in private if it’s criticism and in public if it’s praise — and it doesn’t personalize

Cecil Mathew

Shared March 6, 2017

I hope to get better at this, and I hope every team I am on can try this too.

Connor Johnson

Shared January 3, 2019

This article talks about how to encourage and inspire others, especially those working with or for you. Great advice for showing them how to care about their work and building a desire to always do it better and more efficiently.

Heath Gilham

Shared January 8, 2019

It can be tough to say what no one else has the courage to say but it should be done. A few good tips here for being blunt in a nice way

Marta Kvande

Shared November 28, 2015

Really interesting. The key, I think, has to be real caring when you offer such honesty.

Paul

Shared January 26, 2017

Awesome!

Danielle Bastien

Shared July 28, 2018

It sounds so simple to say that bosses need to tell employees when they're screwing up. But it very rarely happens.

Ivan Valev

Shared December 10, 2015

Radicalizing candor - give it a try

David Gardner

Shared December 12, 2015

Very good article on being direct and providing constructive feedback.

Son Chang

Shared December 18, 2015

Radical Candor

Alan Gillies

Shared October 16, 2016

Intriguing approach which might just challenge some perceived wisdoms

Krystal Plomatos

Shared June 28, 2017

HHIPP: “Radical candor is humble, it’s helpful, it’s immediate, it’s in person — in private if it’s criticism and in public if it’s praise — and it doesn’t personalize.” That last P makes a key distinction: “My boss didn’t say, ‘You're stupid.’ She said, ‘You sounded stupid when you said um.’ There's a big difference between the two.”

Santiago Savinon

Shared September 18, 2017

Radical candor is humble, it’s helpful, it’s immediate, it’s in person — in private if it’s criticism and in public if it’s praise — and it doesn’t personalize.” That last P makes a key distinction: “My boss didn’t say, ‘You're stupid.’ She said, ‘You sounded stupid when you said um.’ There's a big difference between the two.”

Santiago Savinon

Shared September 18, 2017

to to push toward radical candor. Scott urges managers to go so far as to print out the quadrant system, post it near their desks, and explain what it means to their teams. “Get a couple of stickers, one color for praise and one color for criticism, and ask people to put stickers where they think your last interaction was on the graph," she says. "You'll be surprised how clear people will be with you about their reactions to the kind of guidance you're giving them.”

Anisha Anup

Shared January 20, 2018

Brilliant!

Kyle Dumont

Shared March 19, 2018

bosses need to tell employees when they're screwing up. But it very rarely happens.

Franz F. Ziebert

Shared August 18, 2018

Good article. Worth the time to read.

The single most important thing a boss can do, Scott has learned, is focus on guidance: giving it, receiving it, and encouraging it. Guidance, which is fundamentally just praise and criticism, is usually called “feedback,” but feedback is screechy and makes us want to put our hands over our ears. Guidance is something most of us long for.

Tony Kahn

Shared October 29, 2018

Gu8

Subscribe

Studio Rupt

Shared November 17, 2018

An important part of creating high performance teams is honest feedback. Radical Candor seems to be catching on.

Aurimas Račas

Shared December 30, 2015

Totally agree: challenging people is probably the most important thing to do when leading them. And then you just need to care about them, and you are halfway to having a great team.

“There was this guy who was working for me. We'll call him Bob. I really liked Bob. The problem was that Bob was absolutely terrible at his job,” she says. Whenever Bob would express worries about his performance, Scott would try to reassure him. But after nearly a year, she realized that Bob’s weak performance was impacting her whole team — and she was in danger of losing several top performers as a result. Trying to be “nice” to Bob, she'd been unfair to the people who were doing great work. And things didn’t work out so well for Bob, either.

“Having never criticized Bob for 10 months because I was trying to spare his feelings, I was now sitting in front of Bob firing him. Not so nice after all,” says Scott. “When I told him, Bob pushed his chair back, looked at me, and said, ‘Why didn't you tell me? Why didn’t anyone tell me?’”

Jon Wondrack

Shared January 2, 2016

Great tips

Isaac Ramos

Shared March 20, 2017

Descripción de manera elocuente y matemática de lo que todo el mundo entiende como líder.