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I III IV I III IV I III IV BUILDING TRUST Radical Candor - PowerPoint PPT Presentation

Mar 15, 2023 •304 likes •543 views

I III IV I III IV I III IV BUILDING TRUST Radical Candor Chart HIGH I III IV LOW HIGH LOW Would You Rather: Ruinous Hear hard truth that would lead to Empathy growth/progress Or Hear what would make you feel good? IV

  1. I III IV

  2. I III IV

  3. I III IV

  4. “BUILDING TRUST”

  5. Radical Candor Chart HIGH I III IV LOW HIGH LOW

  6. Would You Rather: Ruinous Hear hard truth that would lead to Empathy growth/progress Or Hear what would make you feel good? IV The Effects of Ruinous Empathy: Bonus Tip: Evaluate yourself: Are you • Prevents a boss from asking for criticism guiding with ruinous • Unforeseen turnover empathy in parenting or in your other relationships?

  7. “CLASSROOM MANAGEMENT”

  8. Manipulative Insincerity occurs when: • One doesn’t care enough about the person to challenge directly • One seeks to gain political advantage through being liked or by being insincere What type of environment does this create? “Leadership is sometimes about being willing to piss people off.” – Colin Powell

  9. “THE CHIPS”

  10. “Part of the reason why people fail to ‘care personally’ is the injunction to ‘keep it professional.’ That phrase denies something Obnoxious essential. We are all human beings, with Aggression human feelings, and, even at work, we need to be seen as such. When that doesn’t happen, when we feel we must repress who we really are to earn a living, we become alienated. That makes us hate going to work. To most bosses, being professional means: show up at work on time, do your Obnoxious Aggression job, don’t show feelings… The result is that • nobody feels comfortable being who they Criticism used as weapon rather than a tool really are at work.” for improvement – Kim Scott • Feedback that makes the giver feel powerful and the receiver feel awful

  11. What It Sounds Like • “Since my last report, this employee has Government evaluation comments: reached rock bottom and has started to dig.” “This employee is really not so much of • a has-been, but more of a definite won’t be.” Resource: Sarah Turner Farote Group IV “This employee is depriving a village • somewhere of an idiot.” • “This employee should go far, and the sooner he starts, the better.”

  12. “THE TEAMMATE”

  13. More likely to: 1. Accept and act on your praise and criticism 2. Tell you what they really think about your performance 3. Engage in the same pattern of healthy communication with their team members 4. Embrace their role on the team IV 5. Focus on getting results  The result of Radical Candor is usually the opposite of what we fear.  Radical Candor also applies to giving praise

  14. Cultivating a Culture Have a go-to-question of Radical Candor • Listen with intent to understand, not just to respond • Acknowledge, clarify, and respond IV Embrace the discomfort “Speak in such a way that others love to listen to you. • Uncomfortable at first Listen in such a way that • Remember the “count to six technique” others love to speak to you.” • Be mindful of your reaction

  15. Cultivating a Culture Reward effective criticism to get more of it of Radical Candor • Share how criticism given to you has benefited you and the team • Be respectful and clear when disagreeing with feedback IV Get your hands dirty • Guide others to execute tasks/projects, but be sure to do some executing yourself • Those who are too far from their team’s work have trouble giving feedback and praise

  17. “LOSS OF A BOSS”

  18. Imposters to Radical Candor Imposter: Delayed Feedback • Try not to save up guidance for performance reviews and future one on ones • This can be a 2 to 3 minute conversation in-between meetings IV Imposter: Gossip / Back-stabbing • Talking about a team member is not the same as talking to a team member • Use radical candor to combat this faux feedback

  19. Radical Candor Report Card Guidance = Praise Criticism Next Steps: Think of a team member you often interact with. Give Using the Radical Candor Report Card, assign a letter grade for your interactions with that person. Get Ask your team members to hold you accountable in guiding others through Radical Candor. Encourage a Think and speak with Radical Candor even Culture of Radical towards yourself. Candor

  20. Group B: Angela Martin Tammy 2 George Costanza Group A: Group C: Michael Scott Kelly Kapoor Chris Traeger Jean-Ralphio Helen Seinfeld Jerry Seinfeld IV Group D: Holly Flax Ben Wyatt J. Peterman

  21. Radical Candor

  22. I Charles Akinbola, CUDE Branch Manager - Lilly Technology Center cakinbola@elements.org Elements Financial 1400 W. Raymond Street, DC 4901 Indianapolis, IN 46285 (317) 524-5084 III IV elements.org Board Member, DREAM Alive, Inc. cakinbola@dreamaliveinc.org

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