Hello, everybody. Welcome to the Radical Canter Podcast. I'm Kim Scott, co-founder of Radical

Candor, and also Just Work. And I'm Jason Roseoff, CEO and co-founder of Radical Cander.

Now I'm Amy Sandler, your host for the Radical Candor podcast. We're recording this one in June

2021, and for many organizations, it's performance review season. So today we'll be talking about

why you can't have effective performance reviews if you're not also practicing performance

development. Kim talks about this extensively in a

bonus chapter that was included in the second edition of Radical Candor. If you haven't read that one,

Go buy the book. Go buy that the book. You haven't read that one. Go buy the book. Have you bought

the book? Okay, now that you're back,

the way you think about developing the skills of the people in your organization and how you think

about performance management must be aligned. So it's a manager's job to both help each person on

their team develop and grow in their career while also transparently assessing the performance of each

person, what is also commonly called performance management. So according to research from Gallup,

only 30% less than a third of employees strongly agree that their manager involves them in

goal setting. Even fewer, just 27%

strongly agree that the feedback they're receiving helps them do their work better. And the

numbers keep going down from there. Only 22% strongly agree that their performance is managed

in a way that motivates them. And only 19% strongly agree that they actually have talked to their manager about steps

to reach their goals. These are not great looking numbers, Kim, and it's so important. So why do you

think this is just so hard for leaders to get right? I think there's an awful lot of confusion

out there between development conversations and performance management.

And so in my mind, here's how I would tease it out.

...