These are the best quotes and highlights from Radical Candor by Kim Scott.
This book is written for bosses and those who manage bosses. Radical Candor by Kim Scott is a handbook for individuals befuddled or fatigued by managing. It tells managers how to be successful while keeping their humanity, finding purpose in their profession, and creating an atmosphere where people both enjoy their work and their colleagues, based on years of the author’s experience and condensed succinctly offering concrete lessons to the reader.
Quotes from Radical Candor by Kim Scott
A good rule of thumb for any relationship is to leave three unimportant things unsaid each day.
The essence of leadership is not getting overwhelmed by circumstances.
Sometimes, the greatest gift you can give your team is to let them go home.
The best way to keep superstars happy is to challenge them and make sure they are constantly learning.
Probably the most important thing you can do to build trust is to spend a little time alone with each of your direct reports on a regular basis.
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There’s no worse way to make a group of people feels excluded than to use language that pretends they are simply not in the room.
They get measured at the listener’s ear, not at the speaker’s mouth.
A strong leader has the humility to listen, the confidence to challenge, and the wisdom to know when to quit arguing and to get on board.
Remember, Obnoxious Aggression is a behavior, not a personality trait. Nobody is a bona fide asshole all the time.
I do not believe there is any such thing as a “B-player” or a mediocre human being. Everyone can be excellent at something.
In order to build a great team, you need to understand how each person’s job fits into their life goals.
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Your relationships and your responsibilities reinforce each other positively or negatively.
Announcing promotions breeds unhealthy competition for the wrong things: documentation of status rather than development of skill.
There are two dimensions to good guidance: care personally and challenge directly. As discussed in chapter one, when you do both at the same time, it’s Radical Candor.
I’m figuring on biggering! But that biggering’s just triggering more biggering!
The problem with living at the top of a hill is that you always have to walk uphill just to get back home.
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Some people feel a quiet listener is not listening at all but instead setting a trap: waiting for others to say the wrong thing so they can pounce.
When you fire someone, you create the possibility for the person to excel and find happiness performing meaningful work elsewhere. Part of getting a good job is leaving a bad one or one that’s bad for you.
Life is so much better when people are great at their work and love it.
Guidance, team, and results: these are the responsibilities of any boss.
Management and growth should not be conflated.
If you wait too long to give guidance, everything about it gets harder.
Relationships are core to your job. If you think that you can [fulfill your responsibilities as a manager] without strong relationships, you are kidding yourself.
In order to build a great team, you need to understand how each person’s job fits into their life goals.
There’s a lot of research demonstrating that when companies help people develop new ideas by creating the space and time to clarify their thinking, innovation flourishes.
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