Radical candor : how to get what you want by ... Read More
Available copies
- 2 of 2 copies available at Berklee College of Music.
Current holds
0 current holds with 2 total copies.
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Location | Call Number / Copy Notes | Barcode | Shelving Location | Holdable? | Status | Due Date |
---|---|---|---|---|---|---|
Stan Getz Library | HD38.2 .S4125 2018 | 37684001100571 | Career Collection | Copy hold / Volume hold | Available | - |
Valencia Main Library | HD38.2 .S4125 2018 | 37684001091746 | Valencia Stacks | Copy hold / Volume hold | Available | - |
Record details
- ISBN: 9781509845385
- ISBN: 1509845380
- Physical Description: xxi, 246 pages ; 20 cm
- Publisher: London : Pan Books, 2018.
Content descriptions
General Note: | Originally published with a variant subtitle: Radical candor : be a kick-ass boss without losing ... Read More Originally published: New York : St Martin's Press, 2017. Includes index. |
Formatted Contents Note: | Build radically candid relationships : Bringing ... Read More |
Summary, etc.: | From the time we learn to speak, we're told that ... Read More |
Search for related items by subject
Subject: | Executive ability. Leadership. Personnel management. Corporate culture. |
Originally published with a variant subtitle: Radical candor : be a kick-ass boss without losing your humanity. Originally published: New York : St Martin's Press, 2017. Includes index. 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. When you become a manager, it's your job to say it -- and your obligation. Author Kim Scott was an executive at Google and then at Apple, where she developed a class on how to be a good boss. Radical Candor is a simple idea: to be a good boss, you have to Care Personally at the same time that you Challenge Directly. When you challenge without caring, it's obnoxious aggression; when you care without challenging, it's ruinous empathy. When you do neither, it's manipulative insincerity. This simple framework can help you 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. |