Hello and welcome to Radical Cander, a podcast from Panoply and Gretchen Rubin's Onward Project about how not to hate the boss you have or be the boss you hate.

I'm Kim Scott, co-founder of Cander Inc., former executive at Google and Apple, former CEO coach and the author of Radical Cander.

And I'm Russ Larraway, also co-founder of Kander, Inc.

And career-long operational manager across the Marines, Google, and Twitter.

So, Kim, this is our last episode of Season 1 of the Radical Kander podcast.

Very sad.

It is. It is sad. And it's been a blast.

And listeners, we know that this is the first time you're hearing this, and we apologize for that. We're going to really make this episode count, though. And then we'll say a bit more about ending the season at the end of this episode. Okay. So now on to the episode.

Let's do it. For today's episode, I think it's pretty important for us to start off with a quick recap

of the purpose of feedback.

And we break feedback down into two big parts, praise and criticism.

Right.

And they have different purposes, right?

The purpose of praise is to help people know what success looks like,

to communicate explicitly to people what is valued and to give them an opportunity to repeat success.

It is not, not there to help people feel good.

No.

The purpose of criticism is to help people know it to do better, right?

And in both cases, we're talking about

praise and criticism of work and behaviors. Yeah. So just to set the stage here,

here's the thing. When you think about those two purposes of praise and the purpose of criticism.

You know, you can kind of think about it like getting your back scratched. Like if you have an itch in your back, you got to tell somebody, no, no, no, not there.

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