318. Why Radical Candor Fuels Productive Accountability
The ONE Thing
The Upstander or the Leader?
Every person at some point plays a degree of each of them, says Jim Boulden. Using language that makes it a little bit easier to notice, i think it's really important," he adds. "I'm assuming we want to be more of the upstander"
Many of us grew up hearing the old adage: if you don’t have anything nice to say, don’t say anything at all. But as you get into the workforce – especially as a leader of people – part of your job is taking a stand for their greatness when they may be fighting for their limitations.
Think about a time when you received some harsh feedback that you ended up being really grateful for. It probably helped you grow as a person. What did they do that made it successful for you? And what would have happened if you had not received that feedback?
At the heart of a successful conversation is what Kim Scott calls “radical candor.” It’s about being candid with people and saying what needs to be said for their benefit. And it’s called “radical” because of how rare it actually is.
One of the commitments you have to make to live a life of extraordinary results is to live the accountability cycle. We provide a simple framework called the 4-1-1, a tool that gives you clarity on your priorities for each of the four weeks of the month, your goals for the month, and your goals for the year.
To learn more, and for the complete show notes, visit: the1thing.com/pods.
In this episode, you will learn...
- [06:04] The meaning of candor
- [08:56] The importance of discussing the personal at work
- [12:34] Why Kim needed to write Radical Candor
- [15:19] How to overcome the fear of challenging
- [22:30] Personalizing your message for the person
- [28:53] Recognizing workplace injustices
- [47:43] How to disrupt workplace biases
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