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This is the worst book I have read in 2020-2021. The author spends 80% of the time jamming the title 'Radical Candor' down our throats (A model that isn't half as revolutionary as it tries to make out), and the remaining 10% name dropping all the places she worked with and who she rubbed shoulders with. This would have been inspiring and nice but didn't come across as humble and empowering. The remaining 10% was useful and have included it in the headline. Disappointed as I was looking forward to it, but I would suggest avoiding. Shame.
Incredible. I bought this to try and better relate to my own managers (and it was very useful for that) but it went so much beyond that. This should be mandatory reading for everyone who has to communicate with other people at all. Cannot recommend enough. The methodologies and ideas are broken down so clearly you only need to read the book once and you'll remember 90% of it. Go, Kim Scott!!!!!!!!! :)
I bought this on a recommendation and have really enjoyed listening to it - very thought provoking. The narrator is an inveterate name dropper and wants you to know all the big names she has worked with so you do have to tune that out but she is prepared to give real life examples of when things have gone badly as well as when things have gone well which does make it seem real and achievable.
A book written by someone who didn't do what has been written about in the book for their career. Which is be nice to people. And be nice so it makes your job easier. A terribly selfish reason to be nice to people.
I particularly liked how Kim Scott was able to offer real insight from the inside of top silicon valley companies. She always backs up her points with engaging anecdotes from her own experience. She's also not afraid to share where she's got things wrong. Worth a read whether you run a team of 2 or 2000.
I read Radical Candor by Kim Scott. This book is about building relationships with your employees and providing guidance to deliver better results.
Here is the core concept: Bosses guide a team to achieve results. Focus on building relationships with your direct reports, which will affect your team's culture and determine the quality of everything that follows. Two dimensions for developing trust: care personally and challenge directly. Caring personally is about acknowledging we are all people with lives and aspirations beyond our shared work and finding time to get to know each other on a human level. Challenging others and encouraging them to challenge you shows that you care about what is and is not going well, and that you're committed to fixing mistakes that you or others have made. These strategies need to adapt to cultural differences between individuals, teams, companies, and countries.