Kim Scott

So what do I mean by gauge the feedback?

This is where you can use this framework.

Remember, radical candor gets measured not in the speaker's mouth, but at the listener's ear.

But how do you know what's going on inside someone else's ear?

You can use this framework.

If the other person seems sad, that is your cue to move up on the care personally dimension.

If the other person seems mad, that is also your cue to move up on the care personally dimension.

but it's pretty hard to care personally about someone who's yelling at you.

So what can you do?

In these moments, you're probably mad back.

When you're furious, get curious, or get curious, not furious, if you're batting above average.

Try to move up on, why is this person so mad?

Last but not least, there are times when you'll say the thing, you'll work up your courage to say the thing, and then the person will just brush you off.

This is your cue to move out further than you're comfortable going on the challenge directly dimension.

So if you can all go forth and be radically candid, you will have better relationships, one-on-one relationships, you can help build a better

culture at work, and you can help build confluence in society.

Thank you all so much.

The whole point of hiring people is to encourage them to make a contribution. I mean, there's no point at all in hiring great people and then telling them to sit down and shut up, which is really what bias, prejudice, and bullying in different ways do to people. I think it's important for leaders to learn how to teach their teams to disrupt bias in the moment.

The whole point of hiring people is to encourage them to make a contribution. I mean, there's no point at all in hiring great people and then telling them to sit down and shut up, which is really what bias, prejudice, and bullying in different ways do to people. I think it's important for leaders to learn how to teach their teams to disrupt bias in the moment.

The whole point of hiring people is to encourage them to make a contribution. I mean, there's no point at all in hiring great people and then telling them to sit down and shut up, which is really what bias, prejudice, and bullying in different ways do to people. I think it's important for leaders to learn how to teach their teams to disrupt bias in the moment.