Kim Scott

So that was a big drink of water, but that was really what made me decide to take a step back and to think about what are the things we can do as leaders, as upstanders, as people who have been on the receiving end of disrespectful attitudes and behaviors, and also as people who have hurt other people inadvertently, I hope, with disrespectful attitudes and behaviors.

So that was a big drink of water, but that was really what made me decide to take a step back and to think about what are the things we can do as leaders, as upstanders, as people who have been on the receiving end of disrespectful attitudes and behaviors, and also as people who have hurt other people inadvertently, I hope, with disrespectful attitudes and behaviors.

So what are the things we can do to get the workplace back on track, to build a respectful culture?

So what are the things we can do to get the workplace back on track, to build a respectful culture?

So what are the things we can do to get the workplace back on track, to build a respectful culture?

I think that Let's start with the radical candor framework. Radical candor is just about caring personally and challenging directly at the same time. And that hardly sounds radical. I mean, it seems like table stakes. Like very few people say, oh, I don't care about others. So I'm going to be a great leader, employee, colleague, whatever. And, and we imagine that we challenge directly.

I think that Let's start with the radical candor framework. Radical candor is just about caring personally and challenging directly at the same time. And that hardly sounds radical. I mean, it seems like table stakes. Like very few people say, oh, I don't care about others. So I'm going to be a great leader, employee, colleague, whatever. And, and we imagine that we challenge directly.

I think that Let's start with the radical candor framework. Radical candor is just about caring personally and challenging directly at the same time. And that hardly sounds radical. I mean, it seems like table stakes. Like very few people say, oh, I don't care about others. So I'm going to be a great leader, employee, colleague, whatever. And, and we imagine that we challenge directly.

So I think there's a couple of things that make it hard. I mean, there's a million things, but I'll boil it down to two. I think that very often we don't show that we care because we're told from the time that we get our first job, we're 18, 19, 20 years old. We're told be professional.

So I think there's a couple of things that make it hard. I mean, there's a million things, but I'll boil it down to two. I think that very often we don't show that we care because we're told from the time that we get our first job, we're 18, 19, 20 years old. We're told be professional.

So I think there's a couple of things that make it hard. I mean, there's a million things, but I'll boil it down to two. I think that very often we don't show that we care because we're told from the time that we get our first job, we're 18, 19, 20 years old. We're told be professional.

When you're right at that moment, when you get your first job, where your ego is maximally fragile and your persona, your mask of command is beginning to solidify.

When you're right at that moment, when you get your first job, where your ego is maximally fragile and your persona, your mask of command is beginning to solidify.

When you're right at that moment, when you get your first job, where your ego is maximally fragile and your persona, your mask of command is beginning to solidify.

And when someone says be professional to a young person at that moment, it's easy to translate that to mean leave who you really are, leave your emotions, leave your humanity, leave everything that's best and most real about you at home and show up at work like some kind of robot. And you can't possibly care personally if you're showing up at work like some kind of robot.

And when someone says be professional to a young person at that moment, it's easy to translate that to mean leave who you really are, leave your emotions, leave your humanity, leave everything that's best and most real about you at home and show up at work like some kind of robot. And you can't possibly care personally if you're showing up at work like some kind of robot.

And when someone says be professional to a young person at that moment, it's easy to translate that to mean leave who you really are, leave your emotions, leave your humanity, leave everything that's best and most real about you at home and show up at work like some kind of robot. And you can't possibly care personally if you're showing up at work like some kind of robot.

You also, by the way, cannot possibly compete with AI. So don't bother showing up like a robot. You've got to bring your full humanity to work. And in terms of challenge directly, I think the problem begins not when we are 18 years years old, but when we're 18 months old, we have a parent or somebody, a teacher who says, if you don't have anything nice to say, don't say anything at all.

You also, by the way, cannot possibly compete with AI. So don't bother showing up like a robot. You've got to bring your full humanity to work. And in terms of challenge directly, I think the problem begins not when we are 18 years years old, but when we're 18 months old, we have a parent or somebody, a teacher who says, if you don't have anything nice to say, don't say anything at all.

You also, by the way, cannot possibly compete with AI. So don't bother showing up like a robot. You've got to bring your full humanity to work. And in terms of challenge directly, I think the problem begins not when we are 18 years years old, but when we're 18 months old, we have a parent or somebody, a teacher who says, if you don't have anything nice to say, don't say anything at all.