1.
RADICAL CANDOR
Staff Day 2019
Timothy Hackman, Associate Director of Public Services
Albin O. Kuhn Library & Gallery, UMBC

2.
Goals for This Session
� Introduce the concept of Radical Candor and its two key components
� Assess how well we practice Radical Candor currently in our workplace
� Introduce some basic Radical Candor tools and tips
� Discuss how we might incorporate Radical Candor into our workplace
� Generate ideas for a follow-up Radical Candor discussion in the fall as part of the Library
Scholarship Discussion Series

3.
What is RADICAL CANDOR?
� Kim Scott, www.radicalcandor.com
� CEO coach at Twitter, Dropbox, Qualtrics, et al
� Executive at Google and Apple
� Protégé of Sheryl Sandberg (Facebook, Lean In)
� Founder of Candor, Inc.

4.
What is RADICAL CANDOR?
To create a culture of guidance, create a cohesive
team, and drive results collaboratively we need to:
� Care Personally
� Challenge Directly
� That’s it!

5.
Key Component #1: Care Personally
� Caring about colleagues as human beings
� Bringing your “whole self” to work
� Allowing and encouraging others to do the same

6.
Key Component #2: Challenge Directly
� Providing direct guidance & feedback
� Encouraging others to challenge you
� Challenging others

7.
What Radical Candor is NOT
� A license to act like a jerk (e.g., “brutal honesty”)
� An excuse to nit-pick
� An invitation to get creepily personal
� Hierarchical
� Just for managers!

8.
The Alternatives
What do you have if you don’t have Radical Candor?
� Ruinous Empathy
� Manipulative Insincerity
� Obnoxious Aggression
Say nothing –
worried about his
feelings
Ruinous Empathy
Whisper “Your
fly is down.”
RADICAL
CANDOR
Shout “His fly is
down!”
Obnoxious
Aggression
Say nothing –
worried about your
own feelings
Manipulative
Insincerity

9.
How Are We Doing?
Solo: Think about yourself as a colleague and/or supervisor:
� On a scale from 1-10, how would you rate yourself on the Care Personally axis?
� On a scale from 1-10, how would you rate yourself on the Challenge Directly axis?
� Think about some recent interactions and how you might have done better at either Caring
Personally or Challenging Directly.
In small groups: Think about the culture of the Library & Gallery at large:
� On a scale from 1-10, how would you rate the overall culture on the Care Personally axis?
� On a scale from 1-10, how would you rate the overall culture on the Challenge Directly axis?
� Share your observations with a partner at your table. (No names, please.)

10.
Radical Candor Tools & Tips
� Get Stuff Done Wheel
� Growth Management Mindset
� Micromanagers vs. Absentee Managers vs. Thought Partners
� Skip-Level Meetings
� “What can I do or stop doing that would make it easier to do your job?”
� 3 Conversations: Life Story, Dreams, and 18-Month Plan
� Kanban Boards

11.
Get Stuff Done Wheel

12.
Growth Management Mindset

13.
Partnership, not Absentee/Micro-management

14.
Supervisor Feedback
� Skip-Level Meetings
� “What can I do or stop doing that would make it easier for you to do your job?”

15.
Discussion and Next Steps
� Identify one or more actions or changes, related to the principles of Radical Candor, that
would make it easier for you to do your job.
� What can we change now? (0-6 months)
� Soon? (6-18 months)
� Long-term? (18 months or more)
� Identify one or more actions or changes that would help move the Library & Gallery
culture in the direction of Radical Candor
� What else do you want to learn/talk about at the fall Scholarship Discussion?