Hello, everybody. Welcome to the Radical Canter podcast. I'm Kim Scott. I'm Jason Rosoff. I'm Amy Sandler,

and today we're answering a question that Kim got about how to implement radical candor on a team

where there's two managers, and only one of them is practicing radical candor with their direct

reports. So I'm going to read

this question. Kim, I suspect you may want to jump in, but we'll see how it goes. I'll try to stay

silent, but as we know, it's hard. As we know. So this person writes, quote, I'm a co-manager for a

program, and while I highly recommend the book, you're referring to radical candor, to my co-manager, and we have developed a really close and radically candid relationship.

We approach issues with very different perspectives and lenses with our direct reports.

I'm very in tune with emotions, take a compassionate and understanding approach to issues,

relying on my communication skills to support folks as individuals and not just people who work for me.

I really enjoy supporting and mentoring people and I have strong communication skills.

At the same time, my counterpart is very analytical and has very big visions

and plans for the work. Well, sometimes struggling to relate with people or see things with

compassion instead of annoyance when things aren't getting done or when people don't understand

something. So I'm wondering how I can effectively work to implement the skills and practices

laid out in radical candor with our team when only half of the team is directly reporting

to me, so I only have one-on-ones with that half.

And the other half is directly reporting to my counterpart.

They close saying,

I don't want to inadvertently create a more confusing or resentful environment

that makes it seem like I'm playing favorites

when I only have those relationship-building meetings with half our staff.

...