On the other hand, she says in an interview, “if you care and don’t challenge the other person it’s ruinously empathetic. That’s the mistake most managers make – they don’t want to say anything unkind and end up profoundly unkind over the long term by not helping the person.”
Often, they are being political or intent on being liked. “They tell you that you did a good job to flatter you not because it’s true,” she says in the interview. That doesn’t help anyone.
Ms. Scott stresses nobody spends 100 per cent of their time in the radical-candour quadrant. We move between all four types of communication. But you want to make sure you aren’t spending excessive time in one of the lesser quadrants, and move towards more moments of radical candour.
Your job is to listen and help the subordinate clarify new ideas and think issues through better. “Be as supportive as possible. But you will still challenge in a way that can be supportive,” she says.
Don’t ask for oral updates at the meeting; leave those to e-mails, everyone listing three to five things they did last week, but schedule a 15-minute “study hall” during the meeting so those messages are actually read. Questions are asked outside the meeting.
But don’t decide at that meeting, since that rushes people too quickly to a decision. Instead, leave that for ensuing decision meetings. Each item being decided should have an owner, who makes the final call, but only after listening to others intently.
And people see that’s what it takes to be successful. I could have made a lot more money in real estate, but that’s just not my passion.