Cut through workplace red tape—without burning bridges.Ever feel like getting anything done at work means running a marathon through molasses? You’re not alone. In this episode, Amy and Jason go full throttle on the soul-sucking systems that slow teams down and wear people out. Sparked by a listener stuck in a tangle of outdated processes, they unpack how well-meaning rules morph into momentum killers—and what to do when speaking up feels like you’re just making it worse. With a blend of straight talk, lived experience, and a whole lot of Radical Candor, they offer a new playbook: lead with curiosity, advocate with clarity, and stop waiting for permission to fix what’s broken. This one’s for anyone who's tired of navigating systems built to say "no" when the work is begging for a "hell yes."
Get all of the show notes at
RadicalCandor.com/podcast.
Episode Links:Connect:Chapters:(00:00:00) IntroductionJason and Amy introduce a listener’s question about streamlining approval processes.
(00:01:36) When Process Becomes a Trust Killer
How approval bottlenecks erode trust and lead to burnout.
(00:02:46) Approvals That Make Sense
Differentiating between meaningful and meaningless approvals.
(00:06:10) The Inertia of Bureaucracy
Why process isn’t evil—but rarely gets reexamined when it should.
(00:07:50) Communicating Up Without Escalating
How to discuss change without putting managers on the defensive.
(00:13:22) What Problem Is the Process Solving?
A practical script for questioning approval thresholds constructively.
(00:15:45) Software Purchase Saga
A story about approvals that made no one’s life better.
(00:20:19) Getting Specific vs. Talking in Patterns
Why it’s better to present one example rather than broad frustration.
(00:26:01) Role Play: The Rental Car Scenario
How to challenge a flawed process without triggering a shutdown.
(00:34:38) Finding a Third Way
Creating solutions that meet both employee and organizational goals.
(00:37:45) Radical Candor Tips
Tips to help you navigate bureaucracy with clarity, care, and results.
(00:43:34) Conclusion
