Welcome, everyone, to the Radical Cander Podcast. I'm Jason Rosedoff, CEO and co-founder of Radical Cander.

And hello, I'm Amy Sandler, your host for the Radical Cander podcast. Our friend Kim is on vacation.

So today you've got Jason and I talking about what Kim calls in her amazing book.

This is the first one, Radical Candor, Not Just Work, which we also encourage you to check out.

But in Radical Cander, Kim calls this the problem with passion.

There are so many articles and studies out there about whether or not making your job,

your passion is a way to

never work a day in your life or a path to burnout. So Jason and I are confident we could talk

about this for hours, and that's not the topic of today's episode. What we want to focus on

to be most helpful for you all is whether or not

it's a manager's job to inspire and require passion in their employees. And since Kim isn't here,

we thought we would bring her in by reading a little bit from her book. So I'm going to share

with you a couple of paragraphs that

I really took a lot from each time I've read the book. And she writes, it's a basic axiom that

people do better work when they find that work meaningful. I don't disagree with this basic premise.

However, bosses who take this to mean that it's their job to provide purpose tend to overstep.

Insisting that people have passion for their job can place unnecessary pressure on both boss and employee.

I struggled with this at Google where we were hiring people right out of college to do dull customer support work. I tried convincing them that we were funding creativity a nickel

at a time. One young woman who studied philosophy in college called BS immediately. Look,

the job is a little boring, she said. Let's just admit it. It's okay. Plutarch laid bricks,

Spinoza ground lenses,

TDM is part of life. I loved her approach to finding meaning, but it was unique to her. A slogan like Spinoza ground lenses would not have been inspiring for the broader team. Jason,

...