Includes index.

A new management philosophy. Build radically candid relationships : bringing your whole self to work ; Get, give, and encourage guidance : creating a culture of open communication ; Understand what motivates each person on your team : helping people take a step in the direction of their dreams ; Drive results collaboratively : telling people what to do doesn't work -- Tools & techniques. Relationships : an approach to establishing trust with your direct reports ; Guidance : ideas for getting/giving/encouraging praise & criticism ; Team : techniques for avoiding boredom and burnout ; Results : things you can do to get stuff done together -- faster.

"A high-profile business manager describes her development of an optimal management course designed to help business leaders become balanced and effective without resorting to insensitive aggression or overt permissiveness"--

"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; understand why it matters. Radical candor offers a guide to those bewildered or exhausted by management, written for bosses and anyone who has a boss."--Jacket.

When you become a manager, it's your job-- and your obligation-- to deliver the negatives along with the positives. Scott developed a class based on a simple premise: to be a good boss, you have to Care Personally at the same time that you Challenge Directly. Now she shows you how to build better relationships at work, and fulfill your three key responsibilities as a leader: creating a culture of feedback (praise and criticism), building a cohesive team, and achieving results you're all proud of.