This program is read by the author.
From the time we learn to speak, we're told that if you don't have anything nice to say, don't say anything at all. While this advice may work for everyday life, it is, as Kim Scott has seen, a disaster when adopted by managers.
Scott earned her stripes as a highly successful manager at Google and then decamped to Apple, where she developed a class on optimal management. She has earned growing fame in recent years with her vital new approach to effective management, the "radical candor" method.
Radical candor is the sweet spot between managers who are obnoxiously aggressive on one side and ruinously empathetic on the other. It's about providing guidance, which involves a mix of praise as well as criticism - delivered to produce better results and help employees achieve.
Great bosses have strong relationships with their employees, and Scott has identified three simple principles for building better relationships with your employees: make it personal, get (sh)it done, and understand why it matters. Radical Candor offers a guide to those bewildered or exhausted by management, written for bosses and those who manage bosses. Taken from years of the author's experience and distilled clearly, giving actionable lessons to the listener, it shows managers how to be successful while retaining their humanity, finding meaning in their jobs, and creating environments where people love both their work and their colleagues.
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Excellent First Half
The first half of this book offers great recommendations that could apply to any workplace, but the second half is dedicated to specific recommendations for large corporate workplaces. This might cause you to lose engagement if you don't work in that type of environment, but it was still fairly interesting. The quality of the first half of the book alone makes this one worthwhile.
I think this audiobook would have benefited from a professional reader or from more editing, as the reader (the author) stumbled over her own words at times and was a little unclear at times.