A leader explains how to set clear client expectations by defining what success looks like upfront, then giving your team room to make decisions within those boundaries. The conversation explores Radical Candor: how to be brutally honest about performance while actually caring about the person.
Chapters
For me, I think it starts with what does good look like? So if you're going in a situation where you want to risk offering a certain set of commercials to a client to try and incentivize them to do something that is beneficial to you or the business, sure. But what does good look like for them? Are we in line with the client expectations? Have we followed our decision-making framework? Have they followed their buyer's journey? Have we controlled the controllables before we take a calculated risk? So, for me, it's just setting the standard of what does good look like, and then also setting the expectation that if you follow these set of processes and procedures, I want you to be autonomous and to have the ability to make these decisions by yourself. But know, if you get things right and you succeed, I'll be your biggest cheerleader. I'll put you up on the pedestal. I'll make sure everyone knows your name and sing your praises. But if you fail and it's a calculated risk and you've done the right thing, I'm your safety net. I'm going to catch you before you get to the bottom. I'm going to catch you on the way down when you're transitioning from maybe doing okay to slightly weaker and you're trending in the wrong direction.
What does radical candor mean to you? You talked about calling a spade a spade, but how— what I'd really like to understand, how do you keep caring for the individual, and how does Radical Candor actually enable that?
