# Radical Candor  Author:: Kim Scott ## Highlights > It’s not Radical Candor if you don’t show that you care personally. ([Location 470](https://readwise.io/to_kindle?action=open&asin=B01KTIEFEE&location=470)) > There are two dimensions to good guidance: care personally and challenge directly. As discussed in chapter one, when you do both at the same time, it’s Radical Candor. It’s also useful to be clear about what happens when you fail in one dimension (Ruinous Empathy), the other (Obnoxious Aggression), or both (Manipulative Insincerity). ([Location 576](https://readwise.io/to_kindle?action=open&asin=B01KTIEFEE&location=576)) > Start by asking for criticism, not by giving it Don’t dish it out before you show you can take it ([Location 802](https://readwise.io/to_kindle?action=open&asin=B01KTIEFEE&location=802)) > The best way to keep superstars happy is to challenge them and make sure they are constantly learning. Give them new opportunities, even when it is sometimes more work than seems feasible for one person to do. Figure out what the next job for them will be. Build an intellectual partnership with them. Find them mentors from outside your team or organization—people who have even more to offer than you do. But make sure you don’t get too dependent on them; ask them to teach others on the team to do their job, because they won’t stay in their existing role for long. I often thought of these people as shooting stars—my team and I were lucky to have them in our orbit for a little while, but trying to hold them there was futile. ([Location 1271](https://readwise.io/to_kindle?action=open&asin=B01KTIEFEE&location=1271)) > The careers of many great engineers and salespeople have floundered when they are promoted to manager. Why does this happen? Because there’s no other role to promote them to that acknowledges the kind of growth trajectory they want to be on. ([Location 1304](https://readwise.io/to_kindle?action=open&asin=B01KTIEFEE&location=1304)) > Google’s engineering teams solved this problem by creating an “individual contributor” career path that is more prestigious than the manager path and sidesteps management entirely. ([Location 1311](https://readwise.io/to_kindle?action=open&asin=B01KTIEFEE&location=1311)) > the Antoine de Saint-Exupéry school of management: “If you want to build a ship, don’t drum up people to collect wood and don’t assign them tasks and work, but rather teach them to long for the endless immensity of the sea.” ([Location 1587](https://readwise.io/to_kindle?action=open&asin=B01KTIEFEE&location=1587)) --- Title: Radical Candor Author: Kim Scott Tags: readwise, books date: 2024-01-30 --- # Radical Candor  Author:: Kim Scott ## AI-Generated Summary None ## Highlights > It’s not Radical Candor if you don’t show that you care personally. ([Location 470](https://readwise.io/to_kindle?action=open&asin=B01KTIEFEE&location=470)) > There are two dimensions to good guidance: care personally and challenge directly. As discussed in chapter one, when you do both at the same time, it’s Radical Candor. It’s also useful to be clear about what happens when you fail in one dimension (Ruinous Empathy), the other (Obnoxious Aggression), or both (Manipulative Insincerity). ([Location 576](https://readwise.io/to_kindle?action=open&asin=B01KTIEFEE&location=576)) > Start by asking for criticism, not by giving it Don’t dish it out before you show you can take it ([Location 802](https://readwise.io/to_kindle?action=open&asin=B01KTIEFEE&location=802)) > The best way to keep superstars happy is to challenge them and make sure they are constantly learning. Give them new opportunities, even when it is sometimes more work than seems feasible for one person to do. Figure out what the next job for them will be. Build an intellectual partnership with them. Find them mentors from outside your team or organization—people who have even more to offer than you do. But make sure you don’t get too dependent on them; ask them to teach others on the team to do their job, because they won’t stay in their existing role for long. I often thought of these people as shooting stars—my team and I were lucky to have them in our orbit for a little while, but trying to hold them there was futile. ([Location 1271](https://readwise.io/to_kindle?action=open&asin=B01KTIEFEE&location=1271)) > The careers of many great engineers and salespeople have floundered when they are promoted to manager. Why does this happen? Because there’s no other role to promote them to that acknowledges the kind of growth trajectory they want to be on. ([Location 1304](https://readwise.io/to_kindle?action=open&asin=B01KTIEFEE&location=1304)) > Google’s engineering teams solved this problem by creating an “individual contributor” career path that is more prestigious than the manager path and sidesteps management entirely. ([Location 1311](https://readwise.io/to_kindle?action=open&asin=B01KTIEFEE&location=1311)) > the Antoine de Saint-Exupéry school of management: “If you want to build a ship, don’t drum up people to collect wood and don’t assign them tasks and work, but rather teach them to long for the endless immensity of the sea.” ([Location 1587](https://readwise.io/to_kindle?action=open&asin=B01KTIEFEE&location=1587))