\u201cRadical Candour\u201d by Kim Scott talks about the qualities that make an effective leader (or boss). It describes how it is important for a leader to care personally about their teammates while challenging them directly.\u00a0This simple framework helps you in building trust and having a good relationship within the team, which further leads to the fulfilment of 3 major responsibilities as a manager - \tCreating a culture of feedback that will keep everyone moving in the right direction \tUnderstanding what motivates each team member \t\u00a0Driving results collaboratively Care Personally To \u2018care personally\u2019 means being more than just a \u2018professional\u2019.\u00a0It\u2019s about acknowledging that your team is made of people with individual lives and aspirations that extend beyond those related to the shared work. \tFinding time for real conversations \tGetting to know each other at a human level \tLearning what\u2019s important to people \tSharing what motivates the team members to get up in the morning and go to work & what stops them from looking forward to work Challenge Directly \u2018Challenging directly\u2019 means being open to constructive criticism and at the same time, practising the same with your people. \u201cThe source of everything respectable in a man either as an intellectual or as a mortal being is that his errors are corrigible (correctable). He is capable of rectifying his mistakes, by discussion and experience. Not by experiencing alone. There must be discussion, to show how experience can be interpreted.\u201d How challenging directly builds a relationship? \tThe right things get pointed out - what\u2019s working vs what\u2019s not \tAllows everyone to admit freely to their own mistakes and further helps in improvement across verticals The author further talks about 4 kinds of behavioural traits that can help determine how well one is managing to care personally while also challenging directly. These include - Obnoxious Aggression This is a classic case of hierarchical indifference wherein you challenge someone directly but don't care about them personally.\u00a0Without the element of care, your feedback can get personal and even be an attack on the person\u2019s character directly. Thus, in this case, your feedback will hold no value and also affect your relationship with that person. The author termed this as Front stabbing. Manipulative Insincerity This behaviour occurs when neither you care about them personally nor do you make an effort to challenge them directly. Often, when you are overly worried about other people\u2019s perception of you, you become less willing to say what needs to be said; or you don\u2019t care and just want to avoid conflict. This behavioural tendency\u00a0also includes false apology. This is when\u00a0you apologize to someone for assuming them to have made a mistake without fully explaining why thought they were wrong in the first place. Ruinous Empathy When you care personally but shy away from challenging them directly. An example of this behaviour would be\u00a0when you praise your teammates but it does not include things that went well or could have been better. In other words, your criticism, as well as your praise, are sugar-coated. If the environment of challenging directly is not created within your team, they might not confront you with their problems and you might not know the situation of your team members until they quit.\u00a0This also happens when you just try to say something nice about a person without knowing the background which might hurt other people. Radical Candour When you care personally but at the same time you are not scared to challenge directly. However, before challenging someone directly, you should be comfortable in getting challenged by others.\u00a0The best way to show people that you can also be wrong and that you want to hear about it, is to allow people to call you out.\u00a0Your praise and criticism must have facts that can help the other person to improve themselves. Make sure you spend time gathering all the facts right before you criticise or praise somebody. \u201cThe most important thing I think you can do for somebody who's really good and who's really being counted on is to point out to them when they're not- when their work isn't good enough. And to do it very clearly and to articulate why\u2026 and to get them back on track.\u201d\u00a0 -Steve Jobs Conclusion The book has a lot of methods and examples on how to effectively practice \u2018radical candour.\u2019 However, my favourite one is to how to tell a stranger in a public place that \u201chis fly is down.\u201d\u00a0 As funny as it may sound, it can also become really difficult telling that person while keeping the concept of radical candor in mind. The author describes the aforementioned behavioural tendencies using this one situation as an example - \tObnoxious Aggression: Shouts In front of everyone \u201cYour fly is down!\u201d \tRuinous Empathy: (Silent, too worried about his feelings to say anything. It would embarrass you.) \tManipulative Insincerity: (Silent, too worried about your own feelings to say anything. You want him to still like you.) \tRadical Candour: (Whisper) \u201cYour fly is down.\u201d Which one would be the best way, according to you?