Communication is always an issue for all teams, especially those working in creative domains like IT. Designers, developers, and content creators often face problems of not knowing how to accept feedback and, more of an issue, how to give it to others. And Radical Candor, introduced by Kim Scott, is salvation for this.
A few other concepts lay a bit deeper inside the Radical Candor concept when you start to ask yourself how to care personally? How to challenge with feedback? How to be sincere with my team and yourself? What are the qualities of good feedback?
The first thing to learn is that managers should not lock knowledge and decisions on themselves. You can’t give any good feedback if you do not want to share information or, even worse, if you have no any (and pretend to make decisions). In a way, it all intersects with the concept of shared understanding. The Get Stuff Done wheel below is a seven-step process that can help your team achieve it collaboratively.
The trap here is that any team moves toward trade-offs when everybody is pleased and agrees with others. The flip side of the coin is that finding trade-offs are not always about finding the truth or the best solution. My theory is that eventually making trade-offs, we move toward the truth step-by-step, learning more through not-best solutions.
There are more interesting thoughts on how to challenge different types of team members, when to hire and fire, how to push it through the company. But I was more curious about the parts above, helping ordinary employees be more radically candor with themselves and everybody.