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 Russ Larraway, co-founder of Cander Inc. and career-long operational manager across

the Marines, Google, and Twitter.

And I'm Kim Scott, co-founder of Cander Inc. former executive at Google and Apple, CEO coach at Twitter Dropbox and a bunch of other great companies.

I'm also the author of Radical Candor.

Love that book.

It's a great book.

So Kim, as we've mentioned before, these ideas behind Radical Candace, idea of care personally, challenged directly,

can be applied to all aspects of your relationships with your team members. And so today,

with that in mind, we're talking about promotions. Now, of course, promotions are the key way

to appreciate your high performers, right? Well, we don't actually think this is necessarily the case.

You're not always doing someone a favor by promoting them. Contrary to what most people think,

you can actually really hurt somebody's career by promoting them or even chase them away from

your company if you promote them

and they don't want the promotion.

Yeah.

So today we're going to talk about three things.

A time when a promotion or scope increase really wasn't the right thing for a high performer,

but I couldn't see it.

We'll also answer a listener question about whether to promote a high performer

who wants to be promoted. And we'll finish, as always, with a candor checklist. Specific tips

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