I III IV I III IV I III IV BUILDING TRUST Radical Candor - - PowerPoint PPT Presentation

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“BUILDING TRUST”

I III IV HIGH LOW HIGH LOW

Radical Candor Chart

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Ruinous Empathy

Bonus Tip: Evaluate yourself: Are you guiding with ruinous empathy in parenting or in your other relationships? The Effects of Ruinous Empathy:

• Prevents a boss from asking for criticism
• Unforeseen turnover

Would You Rather: Hear hard truth that would lead to growth/progress Or Hear what would make you feel good?

“CLASSROOM MANAGEMENT”

Manipulative Insincerity occurs when: “Leadership is sometimes about being willing to piss people off.” – Colin Powell

• One doesn’t care enough about the person

to challenge directly

• One seeks to gain political advantage

through being liked or by being insincere What type of environment does this create?

“THE CHIPS”

Obnoxious Aggression

Obnoxious Aggression

• Feedback that makes the giver feel

powerful and the receiver feel awful

• Criticism used as weapon rather than a tool

for improvement “Part of the reason why people fail to ‘care personally’ is the injunction to ‘keep it professional.’ That phrase denies something

• essential. We are all human beings, with

human feelings, and, even at work, we need to be seen as such. When that doesn’t happen, when we feel we must repress who we really are to earn a living, we become

• alienated. That makes us hate going to
• work. To most bosses, being professional

means: show up at work on time, do your job, don’t show feelings… The result is that nobody feels comfortable being who they really are at work.” – Kim Scott

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What It Sounds Like

Government evaluation comments:

• “This employee is depriving a village

somewhere of an idiot.”

• “Since my last report, this employee has

reached rock bottom and has started to dig.”

• “This employee should go far, and

the sooner he starts, the better.”

• “This employee is really not so much of

a has-been, but more of a definite won’t be.”

Resource: Sarah Turner Farote Group

“THE TEAMMATE”

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More likely to: 1. Accept and act on your praise and criticism 2. Tell you what they really think about your performance 3. Engage in the same pattern of healthy communication with their team members 4. Embrace their role on the team 5. Focus on getting results  The result of Radical Candor is usually the opposite of what we fear.  Radical Candor also applies to giving praise

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Have a go-to-question

• Listen with intent to understand, not just to respond
• Acknowledge, clarify, and respond

“Speak in such a way that

• thers love to listen to you.

Listen in such a way that

• thers love to speak to you.”

Embrace the discomfort

• Uncomfortable at first
• Be mindful of your reaction
• Remember the “count to six technique”

Cultivating a Culture

• f Radical Candor

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Reward effective criticism to get more of it

• Be respectful and clear when disagreeing

with feedback

• Share how criticism given to you has

benefited you and the team Get your hands dirty

• Those who are too far from their team’s work

have trouble giving feedback and praise

• Guide others to execute tasks/projects, but

be sure to do some executing yourself

Cultivating a Culture

• f Radical Candor

“LOSS OF A BOSS”

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Imposter: Delayed Feedback

• This can be a 2 to 3 minute conversation

in-between meetings

• Try not to save up guidance for performance

reviews and future one on ones Imposter: Gossip / Back-stabbing

• Use radical candor to combat this faux feedback
• Talking about a team member is not the same

as talking to a team member

Imposters to Radical Candor

Guidance = Praise Criticism Give Get Encourage a Culture of Radical Candor

Radical Candor Report Card

Next Steps: Think of a team member you often interact with. Using the Radical Candor Report Card, assign a letter grade for your interactions with that person. Ask your team members to hold you accountable in guiding others through Radical Candor. Think and speak with Radical Candor even towards yourself.

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Group A: Michael Scott Chris Traeger Helen Seinfeld Group D: Holly Flax Ben Wyatt

• J. Peterman

Group C: Kelly Kapoor Jean-Ralphio Jerry Seinfeld Group B: Angela Martin Tammy 2 George Costanza

Radical Candor

I III IV Charles Akinbola, CUDE Branch Manager - Lilly Technology Center cakinbola@elements.org Elements Financial 1400 W. Raymond Street, DC 4901 Indianapolis, IN 46285 (317) 524-5084 elements.org Board Member, DREAM Alive, Inc. cakinbola@dreamaliveinc.org