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Kim Scott
CEO Coach!
Formerly of Google & Apple!
Give a Damn, Get Stuff Done
And Other Essentials of Being a Great Boss
HOUSEKEEPING
- The  recording  and  slides  for  today’s  presenta?on  will  be  
made  available  on  talentweek.com  along  with  other  
content  and  webinars  from  throughout  the  week  

- Please  use  the  chat  window  to  submit  ques?ons  
throughout  the  webinar,  we  will  have  ?me  designated  
at  the  end  for  Q&A  

- Join  the  conversa?on  on  TwiMer  by  twee?ng  
@Qualtrics  using  #talentweek
Guidance
radical candor builds trust
The whole strength and value…of
human judgment, depends on the
one property, that it can be set
right when it is wrong…
—John Stuart Mill
guidance = praise + criticism
Praise Criticism
Give to
Get from
Encourage between
GUIDANCE =
the “give a damn” axis
l
H
Care
Personally
the “willing to piss people off” axis
l
H
Care
Personally
l
Challenge
Directly
H
your fly is down…
l
silent because
you don’t want
to embarrass
yourself
Whisper,
“Red, your
fly is down!”
silent because
you don’t want
to embarrass
Red
Shout, “look
everybody,
Red’s fly is
down!”
Challenge
Directly
l
H
H
Care
Personally
giving criticism
criticism should be HIP
l
radical
candor
Challenge
Directly
l
H
H
Care
Personally
l
radical
candor
obnoxious
aggression
Challenge
Directly
l
H
H
Care
Personally
l
radical
candor
ruinous
empathy
obnoxious
aggression
Challenge
Directly
l
H
H
Care
Personally
l
manipulative
insincerity
radical
candor
ruinous
empathy
obnoxious
aggression
Challenge
Directly
l
H
H
Care
Personally
giving praise
praise should be specific and sincere
l
radical
candor
Challenge
Directly
l
H
H
Care
Personally
l
radical
candor
obnoxious
aggression
Challenge
Directly
l
H
H
Care
Personally
l
radical
candor
ruinous
empathy
obnoxious
aggression
Challenge
Directly
l
H
H
Care
Personally
l
manipulative
insincerity
radical
candor
ruinous
empathy
obnoxious
aggression
Challenge
Directly
l
H
H
Care
Personally
Giving praise and cricisim = 1/3 of guidance
GETTING GUIDANCE
FROM people
l
radical
candor
Challenge
Directly
l
H
H
Care
Personally
l
radical
candor
obnoxious
aggression
Challenge
Directly
l
H
H
Care
Personally
l
radical
candor
ruinous
empathy
obnoxious
aggression
Challenge
Directly
l
H
H
Care
Personally
l
manipulative
insincerity
radical
candor
ruinous
empathy
obnoxious
aggression
Challenge
Directly
l
H
H
Care
Personally
ENCOURAGING GUIDANCE
BETWEEN people
l
radical
candor
Challenge
Directly
l
H
H
Care
Personally
l
radical
candor
obnoxious
aggression
Challenge
Directly
l
H
H
Care
Personally
l
radical
candor
ruinous
empathy
obnoxious
aggression
Challenge
Directly
l
H
H
Care
Personally
l
manipulative
insincerity
radical
candor
ruinous
empathy
obnoxious
aggression
Challenge
Directly
l
H
H
Care
Personally
Things You Can Do
•  Require Joint Escalation
•  Deliver formal performance reviews
•  Conduct manager feedback sessions
•  Stay Centered
Thank you!
Thoughts on empathy
Challenge
Directly
l
Care
Personally
•  Managed empathy
•  Lack of empathy:
Care intellectually
if not emotionally
•  Cruel empathy
•  Lack of empathy:
don’t care
emotionally or
intellectually
•  Ruinous empathy
•  Manipulative empathy
•  Lack of empathy:
don’t care
emotionally or
intellectually
l
H
H
Thoughts on gender
Challenge
Directly
l
Care
Personally
competence/
likability trap
makes it harder for
female bosses to be
radically candid
being called a bitch
feels worse than
being called an
asshole to most
male boss doesn’t
give feedback to
female employee
because he’s afraid
to make her cry
equal opportunity to
screw up…
l
H
H
Q  &  A

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Talent Week Presentation - Kim Scott

Notes de l'éditeur

  1. story of firing Bob story of Shona matters more with you all—you don’t tell somebody they screwed up and a patient could die…
  2. since criticizing people is something we’ve all been taught to be uncomfortable with, and since so many of us were raised in the “every kid gets a trophy” era and don’t know how to praise, I have developed a framework to help you think about it.
  3. sheryl telling me i sounded stupid HIP—humble, instant, private
  4. if you can’t offer radical candor, the second best thing you can be is an asshole… this was me when I sent an email around Google saying that Larry Page was not organizing the world’s information, he was creating clutter sites that muddled the world’s information. Not humble. Not instant. Not private. Why was I such an asshole? It never occurred to me he needed me to care personally about him. And he didn’t. But for my own sake, I needed to. BUT this wasn’t what sunk me…. Much worse than the unempathetic assholes are those who know exactly what buttons to push…I worked with a guy like this, an interrogator on a bridge. Any stories?
  5. this was me with Bob
  6. My apology with Larry sunk me. I still didn’t agree with him because I still didn’t understand why he was right. But my boss told me I had been rude, so next time I bumped into him I didn’t just apologize—I lied. I said I agreed when I didn’t. He got this disgusted look on his face, as though a bird had just pooped on him. A colleague patted my shoulder with pity and said, “He likes it better when you disagree…”
  7. Sergey Brin, “That’s pretty good.” Carol Dweck
  8. Spot Bonus email: 33rd Name: Level 5 seller, he drove the highest QTD revenue of any display seller : $7.5M in Q3. His comp at $70k base and OTE of $116k is 50% below market; retention risk. 39th Name she has done all of the dirty work in getting PPS off the ground with endless spreadsheets, updates, legal calls, security calls, financial modeling, fallback matrices and has done a great job (well above her level 3 status) 72nd Name Exceptional effort in the past 4+ months. Additional responsibility covering JohnDoe..
  9. “Heck of a job, Brownie!”
  10. Does he think just because he’s so famous that it means I’m so stupid that I can’t see he doesn’t mean a word he says???”
  11. red box on line at Toyota Andy Grove: Embrace the discomfort Rubber band story
  12. Steve Jobs: you assholes do what you want
  13. Ask participant how they think I’m doing
  14. Story of speaker phone….
  15. Criticism: Require joint escalation Praise & criticism: duke/whoops the monkey
  16. Criticism: Radical honesty—sending tape of meeting where person cried out to whole company Praise: for those of you who need your egos babied, here’s a system
  17. Criticism: silence; sometimes trainings unintentionally have this impact Praise: every kid gets a trophy; story of peer bonus system (Joe showed up at work!)
  18. Back-stabbing at Juice Praise: culture of flattery