Kim Scott

If we ignore these comments, then we reflect and reinforce them.

If we ignore these comments, then we reflect and reinforce them.

If we ignore these comments, then we reflect and reinforce them.

Thank you so much. The honor is mine. I love what you do, and I'm excited to have a great conversation with you today.

Thank you so much. The honor is mine. I love what you do, and I'm excited to have a great conversation with you today.

Thank you so much. The honor is mine. I love what you do, and I'm excited to have a great conversation with you today.

sure in many ways radical respect is a prequel to radical candor radical candor is all about feedback and caring personally and challenging directly and if you write a book about feedback you're going to get a lot of it and indeed i did and some of the best feedback i got came when i was at a tech company in san francisco giving a radical candor talk

sure in many ways radical respect is a prequel to radical candor radical candor is all about feedback and caring personally and challenging directly and if you write a book about feedback you're going to get a lot of it and indeed i did and some of the best feedback i got came when i was at a tech company in san francisco giving a radical candor talk

sure in many ways radical respect is a prequel to radical candor radical candor is all about feedback and caring personally and challenging directly and if you write a book about feedback you're going to get a lot of it and indeed i did and some of the best feedback i got came when i was at a tech company in san francisco giving a radical candor talk

And I was really excited to do this talk because the CEO of that company had been a colleague of mine for the better part of a decade. She's a person I like and respect enormously. And when I finished giving the radical candor talk, she pulled me aside and she said, Kim, I'm excited to roll out Radical Candor.

And I was really excited to do this talk because the CEO of that company had been a colleague of mine for the better part of a decade. She's a person I like and respect enormously. And when I finished giving the radical candor talk, she pulled me aside and she said, Kim, I'm excited to roll out Radical Candor.

And I was really excited to do this talk because the CEO of that company had been a colleague of mine for the better part of a decade. She's a person I like and respect enormously. And when I finished giving the radical candor talk, she pulled me aside and she said, Kim, I'm excited to roll out Radical Candor.

I think it's going to help me build the kind of innovative culture that I need in order to succeed. But I got to tell you, it's much harder for me to roll it out than it is for you. And she went on to explain to me that as soon as she would offer people even the most compassionate, gentle criticism, they would call her an angry black woman. And as soon as she said it, I knew it was true.

I think it's going to help me build the kind of innovative culture that I need in order to succeed. But I got to tell you, it's much harder for me to roll it out than it is for you. And she went on to explain to me that as soon as she would offer people even the most compassionate, gentle criticism, they would call her an angry black woman. And as soon as she said it, I knew it was true.

I think it's going to help me build the kind of innovative culture that I need in order to succeed. But I got to tell you, it's much harder for me to roll it out than it is for you. And she went on to explain to me that as soon as she would offer people even the most compassionate, gentle criticism, they would call her an angry black woman. And as soon as she said it, I knew it was true.

And I knew how unfair it was because she's one of the most even-keeled, cheerful people I've ever worked with. And as soon as she said this to me, I had four different realizations at the same time. And these actually became the four chapters of the book. The first thing that I realized was that I had not been the kind of colleague that I imagined myself to be. I had not been an upstander.

And I knew how unfair it was because she's one of the most even-keeled, cheerful people I've ever worked with. And as soon as she said this to me, I had four different realizations at the same time. And these actually became the four chapters of the book. The first thing that I realized was that I had not been the kind of colleague that I imagined myself to be. I had not been an upstander.

And I knew how unfair it was because she's one of the most even-keeled, cheerful people I've ever worked with. And as soon as she said this to me, I had four different realizations at the same time. And these actually became the four chapters of the book. The first thing that I realized was that I had not been the kind of colleague that I imagined myself to be. I had not been an upstander.

Instead, I had been a silent bystander, which is not who I want to be, not how I imagined myself to be. But I had never taken into account the toll that it must take on her to have to show up unfailingly cheerful and pleasant and And every meeting we had ever been in together, even though she had what to be pissed off about at work, as we all do. And so that was realization number one.

Instead, I had been a silent bystander, which is not who I want to be, not how I imagined myself to be. But I had never taken into account the toll that it must take on her to have to show up unfailingly cheerful and pleasant and And every meeting we had ever been in together, even though she had what to be pissed off about at work, as we all do. And so that was realization number one.