Leverage Staff Meetings to Help Clarify Ideas—Get Sh*t Done Step 2 (Part 2) ~ 4 | 6

Radical Candor: Communication at Work

Radical Candor

Careers, Relationships, Society & Culture, Business

4.7 • 740 Ratings

🗓️ 5 May 2022

⏱️ 20 minutes

🔗️ Recording | iTunes | RSS

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Summary

It's time for part two of how to clarify your thinking for yourself and others as part of the Get Sh*t Done Wheel (listen to part one). On this episode of the Radical Candor podcast, Kim, Jason and Amy discuss how to use staff meetings and think time as ways to clarify your ideas.Radical Candor Podcast Episode At a GlanceAn effective staff meeting has three goals: it reviews how things have gone the previous week, allows people to share important updates, and forces the team to clarify the most important decisions and debates for the coming week.That’s it. It shouldn’t be the place to have debates or make decisions. Your job is to establish a consistent agenda, insist that people stick to it, and corral people who go on for too long or who go off on tangents.Here’s the agenda that Kim has found to be most effective:Learn: review key metrics (20 minutes)Listen: put updates in a shared document (15 minutes)Clarify: identify key decisions & debates (30 minutes) In Radical Candor, Kim writes: “In addition to all your regularly planned meetings, people want to talk to you about this or that; urgent matters will arise that you must deal with. When are you supposed to find time to clarify your own thinking, or to help the people who work for you clarify theirs?”“My advice is that you schedule in some ‘Think Time’ [on your calendar], and hold that think time sacred. Let people know that they cannot ever schedule over it. Get really, seriously angry if they try. Encourage everyone on your team to do the same.”Radical Candor Podcast Checklist Avoid the fundamental attribution error by focusing on specifics, not attributes. Instead of saying (or thinking) “What an idiot,” be very clear about what went wrong. Try the CORE model — Context, Observation, Result, nExt stEps. Focus on helping the person fix the problem by providing specifics they can act on, rather than criticizing personality traits that they can’t alter. A well-run meeting can save you time by alerting you to problems, sharing updates efficiently, and getting you all on the same page about what the week’s shared priorities are. Remember, timeboxing is your friend. Take 20 minutes to learn, 15 minutes to listen and 30 minutes to clarify. Schedule Think Time away from your desk. Think Time is a mix of focused thinking and mind-wandering that allows for the kind of problem-solving, creativity and innovative mindset needed to tackle those difficult problems. Try taking a walk and removing distractions. Learn more about your ad choices. Visit megaphone.fm/adchoices

Transcript

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0:00.0	Hello, everybody, and welcome to the Radical Canter Podcast.
0:10.2	I'm Kim Scott, co-founder of Radical Cander and Just Work.
0:14.9	And I'm Jason Roseoff, CEO and co-founder of Radical Cander.
0:19.3	And I'm Amy Sandler, your host for the Radical Cander podcast.
0:23.6	Today we're talking about the second step on the GSD wheel, which is Clarify.
0:27.8	We're shifting now. We've clarified our own thinking, and you know, you now understand the idea.
0:34.6	Kim, how do you present this fledgling idea in a way that it's also easily
0:40.5	understandable to other people? So I think too often we assume that other people, what is obvious to
0:48.6	us is also obvious to other people. And so one of the things that you can do for someone else in a one-on-one
0:56.6	meeting where you're trying to clarify the idea, it's clear in their mind, you can help them
1:01.4	understand why it may not be clear in someone else's mind. And sort of remind the person that
1:09.8	you, there's this whole set of things that you know that the other person doesn't know.
1:15.8	And there's this whole set of things that seem important to you,
1:19.5	but that may not be at all important to that other person's understanding.
1:24.2	And helping them to strip their idea down to its most basic level for the
1:30.4	other person, but not too basic, is really a gift.
1:36.9	Yeah. In my obnoxious aggression story, I talk about seeing a person use a piece of pretty
1:41.5	dangerous machinery incorrectly. And when I was thinking about that story, I remember discarding a piece of pretty dangerous machinery incorrectly. And when I was thinking about that
1:45.9	story, one of the, I remember discarding a piece of data, which was I was having this reaction,
1:52.7	watching this person do this, like, they're taking a shortcut. They're, they're like doing this on
1:57.5	purpose because they're trying to, I was like, there's a, there's like a thing in my head.
2:03.2	And what I came to find out was basically they were just not sure what to do. And all I had to do is
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