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

And I'm Kim Scott, also co-founder of Cander, Inc. and author of Radical Cander,

be a kick-ass boss without losing your humanity.

You've got a peace nick and a Marine.

And so today, what we're going to focus on is radically candid criticisms. Giving radically candid criticism.

Not getting it, not encouraging it, giving it. And along the way, we're going to explain the

radical candor approach to criticism. We're going to share some stories, the most impactful

feedback we've ever received. And we're going to give you concrete tips in the candor checklist.

All right, Kim, let's dive in with our approach to criticism. Yes. If you remember, last episode,

we introduced the ideas of caring personally while also challenging directly. And really,

that's super important when giving feedback, but we just want to acknowledge that it's really, really hard.

It seems pretty hard and it's surprisingly rare.

But part of the way you build a relationship with somebody is by letting them know that you care about what they're doing, even if you disagree with it.

Yeah, because by not challenging people directly,

you're sort of doing them a disservice, right? Yes. The point is that your whole goal is to help

people get better. And if you're not telling them when you see a problem, then they can't fix it.

So today we're going to talk about giving criticism, because that's the thing that people dread the most, not because it's the most important.

Yeah. And really radically candid criticism. Yes. So, Russ, you have this great story about a time when you were leading. How many people? How many? I guess they were all men, huh?

It was. It was all men. How many of them were there?

Yeah, 175.

175 men. And one of your, I can hardly say it, one of your people made a terrible mistake.

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