Presentation for AOK Library & Gallery Staff Day, UMBC, summer 2019, discussing Kim Scott's book, Radical Candor, and its application to our library setting.

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?