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

Cander, and author of the book, Radical Cander and Just Work. I'm Jason Rozov, CEO and co-founder

of Radical Cander. And I'm Amy Sandler, your host for the Radical Cander podcast. And today,

we're going to talk about how to give

feedback to how to coach, how to advocate for someone who is described as a thoughtful, introverted

employee in a culture where multitasking extroverts are rewarded. And we'll explore what each of these words mean in greater detail.

I'm going to go start reading this letter. It's somewhat lengthy. So I have given him and Jason

permission to jump in with interruptions. So off we go, quote, I'm a senior manager at a big four consulting firm. I've been

here 12 years. I love building teams, mentoring, and sharing advice on how to navigate the complexities

of our firm. However, while I'm really good at sharing big picture advice, I found I'm really

struggling to provide advice to people to explain how to get

them ready for promotion to the next level. I just want to say I feel this person's pain. Promotions are

often sort of what it means to get promoted and why you get promoted is something that is opaque

at too many organizations,

I think. And often, I mean, I remember one of the worst experiences I had, but also I understood

my manager. It wasn't her fault, but I was not getting promoted. And she said, this company is

kind of like a family. I'm like, oh, and I'm not in promoted. She said, this company is kind of like a family. I'm like,

oh, and I'm not in the family. But I knew what she meant. I mean, I think she was being honest

with me about how it was. And that's the tricky thing about being a manager in a situation like

this, where it's not clear to anyone. And now you have to

explain to your employee this like nebulous kind of slightly unfair promotion criteria.

Yeah. And it's it's actually kind of ironic because this person is saying I'm really good at

...