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As we prepare for performance review season, here’s something to keep in mind about giving feedback: be radically candid. Radical Candor, a book by Kim Scott, explains a management philosophy that outlines four types of behaviors that leaders may exhibit when giving (or not giving) feedback. The ideal behavior, called Radical Candor, is when the leader cares personally about their employee and ensures the employee knows that, but challenges directly by giving them clear and specific feedback, both positive and negative. The other three behaviors exist when the leader doesn’t care personally but challenges directly (Obnoxious Aggression), cares personally but doesn’t challenge directly (Ruinous Empathy) and finally when the leader doesn’t care personally or challenge directly (Manipulative Insincerity). The bottom line is that you need to be able to give your employees direct and clear feedback in order for them and the team to be successful; however, they need to know you’re giving them feedback because you’re invested in their development and you care about them as people. Sounds pretty straightforward, right? Common sense. Most self-aware leaders know this is harder than it sounds!
Not meant to only be used during formal performance reviews, radical candor is providing your employees immediate, direct and clear feedback to help them improve. An example provided in the book detailed an event the author, Kim Scott, experienced after presenting to the Google founders and CEO. Scott received feedback from her boss, Sheryl Sandberg, that she had said “um” a lot during her presentation. Scott initially brushed it off, accepting it as just something she does. But Sandberg could tell she wasn’t getting the message, so she pushed further. “You know, Kim, I can tell I'm not really getting through to you. I'm going to have to be clearer here. When you say um every third word, it makes you sound stupid.” Yes, very direct feedback. Scott ultimately credited Sandberg with helping her acknowledge that it was something she needed to address and noted that it was kindest thing Sandberg could have done for her.
You may be thinking through how this scenario would play out with your employees. Thinking it wouldn’t go over quite the same? Not only would your employee not thank you, but you might even get reported to HR for saying someone sounded stupid? Prior to jumping in, make sure to let your employees know your intentions and motivations in giving feedback. Your employees need to genuinely understand and feel that you care about their growth and development. If this isn’t established, your feedback will likely come off as overly harsh or combative. Other pitfalls can be sensitivities that you’re unaware of in how the employee has received feedback throughout their lives, or differences in temperament, especially those who strive for “perfection” or are people-pleasers by nature. While picking and choosing who you want to give feedback to is not really an option, a leader should start small and learn how each employee receives feedback. This measured and personalized approach to providing feedback will go a long way in ensuring you don’t harm or ruin a relationship with your employee forever. Giving feedback is not easy but is necessary in the workplace and ultimately does help people identify opportunities to change if they want to. Be mindful of its importance and necessity, but lead with kindness and grace. Practice and self-awareness will never make perfection, but your employees will benefit in the long-run if you can master the art of being radically candid!
