TEB Book Review: Radical Candor by Kim Scott

With a name like Radical Candor, not to mention its devoted fan-base, I expected a book that would deliver as much of a kick-in-the-ass as a pat-on-the-back. Let me tell you, this amazing work by Kim Scott did not disappoint. Even though I am not a manager, I tore through this book in a single weekend. While Kim’s background has been with some of the giants of Silicone Valley, the honest and actionable insights she talks about in Radical Candor are applicable in every business. While this book is written to those who manage people, non-managers get just as much out of it. After all, we all work with teammates and we all want those relationships to be more open, transparent and effective. It is no wonder that this work has created such a fan-base, as it frees entrepreneurs to be extremely candid with their team, but to have that candid feedback be received in a productive and empowering way. If you have not read this book, then let me encourage you not to let 2020 pass by without the read (or listen).

Here are my top three takeaways.

1) The framework for Radical Candor is caring personally and challenging directly; with truly radical candor is not possible without both of these components. Honestly, before I read this book, I was afraid that this book would emphasize the power of brutal honesty (called in the book being radically candid). After all, who has not experienced the ambiguity of poor clarity, guidance and feedback? Don’t get me wrong, this book talks a lot about being radically candid, but it clearly spells out that in order to be a real kick-ass boss and build a sustainable, powerful, and impactal culture – that candor MUST be tempered by caring personally. If not, you are obnoxiously aggressive. While your teammates are at least aware of where they stand with an obnoxiously aggressive boss, that is not a workplace you want to be in for very long. Caring personally goes beyond just knowing your teammates family members names and birthdays, their favorite drink/ restaurant, or where they are going on the next holiday. It is about knowing them deeply, what motivates them, what makes them light up with joy and anticipation, and what do they see as their life’s calling. A boss (or teammate) that invests the time to understand this forges a deep bond. It is upon the strength of this deep bond that you can challenge directly and not sever or damage the relationship. Caring personally is simple, but difficult and energy consuming; but it is also SUPER critical if you wan to build a well and strong performing team.

2) Teams need to have Rock Stars and Super Stars. The difference between a rock star and a super star is the slope of the ambition that the individual has. I think that this chart from page 45 in the book sums up the difference in their trajectory’s perfectly.

I was struck by the fact that both are extremely good at their job and are critical to the team’s success. It was also eye opening when Kim talked about the need to manage a super star differently than a rock star. So often, people feel that they have to be a super star in order to meet their personal objectives, but a radically candid boss realizes the importance of both and fights to help them achieve their personal goals (to include promotions, financial compensation, and personal development goals). What absolutely floored me was the revelation that individuals can move back and forth between these two. Personally, this was like a light bulb moment for me. I love my job and up until 22 months ago, I would self-identify as a super star. Then I became challenged on that fishing trip with clients and The Entrepreneur’s Banker was born. Since then, I feel that I have transitioned to a rock star. While it is super important that I continue to perform at a high level for my clients, I have also developed and ambition outside of my day-job. Who knows, I may switch back as some point in the future, but isn’t it cool that I can pursue this passion.

3) The framework for driving results collaboratively, aka the “Get Stuff Done” process is brilliant in its thoroughness and adaptability. I particularly loved the examples of how this worked at both Google (a loosely chaotic environment) and Apple (more of a measure twice, cut once environment). In both of these extremes, getting people on the same page and continuing to always learn/ improve are what makes this model so powerful. It is not lost on me, that the first step in the model is Listen. Listen to the problem, listen to your team, listen to the customer, listen – listen – listen. Far to often, I have seen leader want to jump in and make their mark, when really, they need to listen first.

I thoroughly enjoyed this book, even though it does not apply to me directly and some of the implementation steps were not as meaningful to me. That being said, I acknowledge that is 100% because of me and my position of not managing people. This book is a definite must read for every entrepreneur and every manager. Some managers may have a more difficult time implementing this in your system, but I can think of no better goal for a manager than a team that is open, honest, effective, and truly for one another.

Being an entrepreneur is one of the most difficult and demanding things you can do. The good news is that entrepreneurship today is a team sport. Hit the connect button on LinkedIn or Facebook NOW and together we will work towards hitting your 10-year target. Along the way we will increase your profit, strengthen your leadership skills and define your strategic vision. This will lead to confidence in your path, freedom to dream up bigger targets and a strategic banking relationship. When we connect, tell me how many rock stars and super stars you have on your team

Greg Martin is an entrepreneur’s insider to the banking industry and passionately believes that every person was uniquely designed for a higher purpose and calling. Greg guides entrepreneurs in defining and achieving their purpose and calling. His deepest passion is living life with his wife and their wonderful son.