Kim Scott is the author of “Radical Candor” a book that presents a compelling case for the two core elements that make up a good boss.

First, you must care about the people you manage.

And second, you must deal with them in a direct and honest way.

I’m not very comfortable with radical candor, when it comes to areas to improve.

If something has occupied my thinking for 24+ hours then I’ll come to a decision and take action or seek council.

Here’s a framework for how to be radically candid, which will hopefully improve my ability to give feedback.

Step One
Ask: Hey, I have some feedback, is now a good time to share?

Step Two
Deliver: [Observation] + [Perception (use I)] + [Suggestion] = Radical candor

Example: When you consistently put off watering the lawn, my perception is that you do not enjoy watering the lawn, and I wonder if you’d rather just pay someone to do it for you?

When you are stating a perception make sure you don’t say YOU, putting the blame on the other person. Instead, use I. My perception, I feel ___ vs you make me fell ____ which is attacking.

Note: Radical candor isn’t always about a negative thing. You can also use it as a great framework to praise the efforts of others!

I’m excited to start the journey to make radical candor a tool I use often, rather than a last resort.

Photo by Birmingham Museums Trust on Unsplash.