
“I don’t know what to do anymore, Jess. First when I took over this new team, I knew I needed to be firm, so I put my foot down only to be told I was too direct and abrasive. So, I changed and used a softer approach. But now they don’t seem to be motivated to deliver….” my coaching client Annie told me in our last coaching session.
A dilemma a lot of leaders, especially novice leaders, experience. Finding the balance between empathy and challenging someone directly with constructive feedback is not an easy feat but when done well, it might just be your secret weapon to leading people.
It’s called RADICAL CANDOR.
Embracing Radical Candor means valuing both people’s feelings and the truth equally.
It’s a bit like how a sports coach builds peak performance. The coach shows both support AND high expectations. They acknowledge effort, celebrate victories and thus reinforce trust. However, they also push their athletes, point out mistakes and give steps to improve.
A leader, like a coach, must recognise when to show empathy and support and when to point out areas for improvement. Simultaneously.
An article in HR Magazine explores the rise of radical honesty in the workplace, especially in Silicon Valley, and its relationship to corporate aspects such as agility, creativity, and diversity. This reflects the growing interest in feedback methods that support openness and directness, which are consistent with the ideas of Radical Candor.
“Radical Candor really just means saying what you think while also giving a damn about the person you’re saying it to.” – Kim Scott
Kim Scott, the author of “Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity,” has introduced this groundbreaking framework for management and leadership. Her research and insights draw from her extensive experience in various leadership roles at companies like Google and Apple, as well as her time as a coach to many Silicon Valley companies. Here are some key insights and research findings from her work on Radical Candor:
The Radical Candor Framework:
Scott’s framework is built around two dimensions: “Care Personally” and “Challenge Directly.” She argues that the intersection of these dimensions is where Radical Candor happens, allowing leaders to deliver hard feedback, make better decisions, and build strong relationships.

Scott describes four quadrants in her model: Radical Candor, Obnoxious Aggression, Manipulative Insincerity, and Ruinous Empathy. She suggests that while Radical Candor is the ideal quadrant for managers to operate in, falling into the other quadrants can be easy if one fails to balance personal care with direct challenge.
Impact on Team Performance: Through her research, Scott has found that teams led by managers who practice Radical Candor are more likely to achieve high performance and engagement. This is because these teams operate in an environment where feedback is openly shared, issues are addressed swiftly, and individuals feel valued and understood.
The Role of Feedback: Scott emphasizes the critical role of feedback in the Radical Candor framework. She argues that timely, specific, and helpful feedback is essential for personal and professional growth. She also provides strategies for giving and receiving feedback in ways that promote trust and mutual respect.
Building Relationships: Scott’s work points out the importance of building authentic relationships between leaders and their team members. She suggests that such relationships form the foundation for effective Radical Candor, as they allow for sincere communication and the mutual desire to see one another succeed.
Applications Beyond Management: While Radical Candor is primarily aimed at improving leadership and management practices, Scott also explores its application in various other contexts. She shows how the principles of Radical Candor can be applied in peer relationships, customer interactions, and personal relationships to foster better communication and understanding.
Kim Scott’s research and writing on Radical Candor offer a practical and transformative approach to leadership that prioritizes both human connections and direct, honest communication. Her work has inspired a movement among leaders seeking to cultivate environments where both people and businesses can thrive.
My client Annie started adopting Radical Candor right away. She was actually good at both but needed to use both approaches simultaneously rather than one or the other. She was very clear about ‘what hat she was wearing when’ and was able to be both, supportive but also direct at the same time and held her team accountable.
How well are your leaders balancing direct feedback and personally caring? Let us know how we can support you in your quest to equip your people with the right skills to apply Radical Candor: Jessica@intactteams.com