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I am a leader who strives to balance tradition and innovation.  In order to truly support change, I believe that it is vital to both understand the context of the current situation and value the insights, experience, and viewpoints of stakeholders involved in that situation.  I am a rule-follower, valuing tradition and predictability.  However, if shifts in the norm are required to achieve the goal, I will facilitate thinking outside of the lines through collaboration and problem-solving.

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Employee and Manager profiles in the VCU Culture of Care and Appreciation

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Employee and Manager profiles in the VCU Culture of Care and Appreciation

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Copy of VCU Employee & Manager Profiles - Quest 2028

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To support others, make them feel included and bring out the best in them so they can find joy in their work

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Required leadership training and resources for managers

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Required leadership training and resources for managers

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Whether you are new to VCU, new to management, or both, our goal is to set you up for a successful first year in your new role. If and when you need support, VCU Human Resources is here for you.

Required Manager Training

The Required Leadership Training and Resources for Managers curriculum is designed to support managers in their capacity as a driving force behind our university's success. These eLearning courses will help you better manage teams, engage in the performance management process, and understand HR policies and procedures.

The curriculum is due for completion within 60 days of starting your manager role. If you already have access to Talent@VCU, you can start your learning now.

If you are also a new employee, remember that you have additional required training and policies to review.

New Manager Orientation

New Manager Orientation (NMO) is designed for managers who are either new to VCU, new to managing, or both. The orientation is a 3 hour event during which will meet other managers and build your professional community, and learn more about leading and managing in the VCU culture.

Find dates and sign up for an upcoming s ession here.

Building a Community of Support

VCU's Career Communities are made up of employees across the university who are doing similar work or have similar career interests. Career communities are built around job families. Every employee is part of a job family and can join the associated career community. In fact, any employee can join any career community that interests them.
To join:

Go to the Career Communities page

Find and select your job family from the list on the left

Scroll to the bottom of the job family/career community page and sign up for the community's listserv.

The Leadership Career Community is a place for people like you who are looking to connect and learn with other managers and leaders. Join their listserv, and you'll also receive information about leadership networking and learning events sponsored by the Leadership Career Community.

Self-directed Learning

Talent@VCU is your gateway to online, self-paced learning. Here are a few courses, curricula and playlists you may find useful.

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Whether you are new to VCU, new to management, or both, our goal is to set you up for a successful first year in your new role. If and when you need support, VCU Human Resources is here for you.

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I am the Business Connections Program Manager at VCU's Rehabilitation, Research, and Training Center. We assist individuals with significant disabilities to obtain and maintain meaningful, long-term, competitive, integrated employment.

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What excites me about being a manager....

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What excites me about being a manager....

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This is Wheeler Wood - don't see where to put my name so I am Anonymous.

Looking forward to being able to help my staff develop to their fullest potential which in turn will make our organization (Center for Public Policy in the Wilder School) more successful.

"write something incredible" - is a lot to ask!

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Hello everyone! I've been working at the Rehabilitation Research and Training Center for almost 11 years. I am a Site Coordinator at the Fort Gregg-Adams Project SEARCH site and I manage our Employment Specialist there. The growth and mentorship is what excites me the most about being a manager!

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Hello! My name is Shannon Spencer and I have worked at VCU since January 2021. I have been in Research Administration for 10 years and I was previously a Contract and Research Administrator in the Division of Sponsored Programs on the Industry and Clinical Trials Team (Red Team). Last year, I moved over to the Government and Non-Profit Team in the Division of Sponsored Programs where I currently serve as the Contracts Manager. I enjoy working with the amazing faculty and departmental administrative staff across VCU and am very lucky to be able to work remotely from Knoxville, Tennessee! I look forward to further developing my leadership skills and being able to continue to support the VCU's Research mission.

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Add your contact information to this document if you'd like to stay connected to your colleagues!

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Add your contact information to this document if you'd like to stay connected to your colleagues!

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NMO February 2024 Participant Contact Information

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Hello, My name is Judy Averill (she/her), and I work at the SOE's Rehabilitation Research and Training Center, Center on Transition Innovations, as the director. With over 15 years at VCU, I've been involved in diverse projects aimed at assisting individuals with disabilities in achieving competitive integrated employment. Managing a team of faculty and staff is particularly exciting for me as it brings together a group of individuals with diverse backgrounds, each contributing their strengths and talents to fulfill our center's mission. I'm enthusiastic about enhancing my knowledge to better support and nurture our team.

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Greetings! I am Nakia Commodore, a committed employee of the Rehabilitation Research and Training Center, a center under VCU’s School of Education. I have been an employee of VCU for the past 14 years, and for the last 12 years, I have held various roles within the Fiscal Research Administration team of the RRTC. After serving the RRTC for three years, I was promoted to the position of manager.

Over the years, I have gained valuable knowledge and skills that allow me to mentor and coach my team members. I am passionate about empowering my team to reach their full potential by providing them with an environment that nurtures their strengths and talents.

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[Description: A woman with long brown hair and blue eyes wearing a maroon sweater and black blazer smiles for a professional portrait in a studio.]

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I'm Mary Kate Brogan (she/her), and I am the new director of communications for the VCU School of Pharmacy. Before joining the School of Pharmacy, I spent the last four years working in Public Relations in VCU's Enterprise Marketing and Communications division. This is my first time managing a team.

I've always been interested in how I can help others I work with grow and reach their full potential. From my background as an editor, helping someone else shine in their work has been a longtime passion of mine, and working with folks as they seek to solve problems is among the most gratifying work I get to do. I'm excited to learn strategies for how best to lift my team up and help them be well-rounded professionals who enjoy working here at VCU as much as I do.

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Hi! My name is Taryn Traylor, and I work at the Rehabilitation Research and Training Center at VCU. Specifically, I work for the Autism Center for Education. I have worked at VCU for almost 11 years and have enjoyed the unique opportunities and teams I have been a part of. As a manager, I enjoy growing other's skill sets based on the gifts and talents of the individual.

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Hi Everyone! I work at the Rehabilitation Research and Training Center on one of their grants. I have been at the RRTC for 11 years. I get the opportunity to work with a very talented team and it excites me to see them grow and meet goals that they have set for themselves and the impact that has on our consumers.

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Hi, my name is Janie Wierzbicki (she/her) and I am a Project Manager at the Medicines for All institute at VCU. I graduated from VCU as a Chemical Engineer and spent the first 12 years of my career in Polymer Manufacturing in both engineering and business development roles. I shifted to Project Management as a way to move into more strategic parts of the business without the demand of a manufacturing engineering role. For the first time in my career I have become a manager to a former colleague. I am very much looking forward to help build her career and confidence in her new role while learning and developing my leadership style.

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Hi Everyone! My name is Alissa Brooke, I work at the VCU-RRTC and have somehow been here for over 15 years! I enjoy my role as a manager of Employment Specialists very much. It's a joy to support people who are excited about their work, eager to grow, and try new things. Our work has a real impact on people's lives, and the employees I work with know that, and give their all for them.

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Hello all! I have worked for the Rehabilitation Research & Training Center for 26 years and serve as the Director of Training. We are a mostly grant funded center with the overarching theme of supporting individuals with disabilities in finding meaningful employment. I oversee several teams and a number of faculty and staff. All of my team members are amazing and have great gifts and talents so I am excited to support them to better serve individuals with disabilities!

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[ID: White middle aged woman with blue eyes a asymmetrical haircut outside smiling at camera in professional headshot]

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Hello! My name is Jan Shea (she/her) and I have worked at the Center on Transition Innovations since 2014. I currently am the Program Coordinator for the ACE-IT in College program here at VCU. We are a college certificate program for students with intellectual/developmental disability. I oversee the education coaches (FWS students) along with supporting my fellow ACE-IT/CTI colleagues.

What excites me about being a manager at VCU is getting to work with coaches from all different majors/career pathways and experiences. I love feeding into their professional growth and seeing where they go afterwards.

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My name is Thomas DuBois and I work for the RRTC as a Site Coordinator and Employment Specialist at the Fort Eustis and Oceana Naval Air Station Project SEARCH sites down in the Hampton Roads area. I have worked for VCU since 2017 and I have 2 employees who work down here with me. We assist young adults with disabilities transition from high school to the work force through a 9 month training program on the military bases where they complete 3 unique internships to gain skills to prepare them to get a job. We also help them find and master their jobs after they complete the program. This is literally the best job I have ever had!

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My name is Dr. Karen Akom, and I am the Director of Field Operations for the Center on Transition Innovations (CTI). I began this position in August of 2023. My excitement about being a manager at VCU is directly related to our amazing team!

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Kellogg Insights podcast series just for leaders

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Laura PAVIN: For leaders, part of your job description is having tough conversations about performance. You know, those "we need to talk" kinds of conversations: maybe one of your employees isn't hitting deadlines or there is a conflict between some members of your team that's hurting everyone's ability to deliver results.

Brooke VUCKOVIC: It comes up in the course of every single leader's career, meaning the moment that you move from being an individual contributor, you are going to have to have these conversations at some point in time.

PAVIN: That's Brooke Vuckovic, she's a clinical professor of leadership at Kellogg and someone who thinks about these "we need to talk" kinds of discussions a lot. She actually coaches executives on how to have these very talks, and she says being able to have these tough conversations with poor performers is an essential leadership skill.

VUCKOVIC: I would go so far as to say that if you are unable to master this skill, and if you are unable to teach it to those that you lead, or to help them to develop it over time, it can be a career derailer. Managerial and conversational courage is the absolute backbone to improving performance, developing talent, aligning expectations, and to solving problems as they arise.

PAVIN: But here's the thing: nobody likes having these conversations because they can be really uncomfortable. We don't know how people will react or if the conversation is going to get heated and combative. It's easy to come up with the worst possible scenarios. But, Vuckovic says that what people don't consider is the impact of doing nothing.

VUCKOVIC: They underestimate the risk of continuing to delay or to not act. This may be an impact that's happening to the team, to their own reputation as a leader who possesses the wherewithal to address issues upfront and who is up to the task of having difficult conversations of managing other people.

PAVIN: This is The Insightful Leader. I'm Laura Pavin. Today on the show, we learn how to push through our discomfort and have the tough conversations that create a thriving team and work culture. We'll hear about how you can prepare for these conversations, strategies for navigating the conversation itself, and advice on how to build trust between you and your team. That's next.
...
PAVIN: So let's say, for example, that you're the leader of a team and you're running into an issue with one of your direct reports. Maybe they've missed the deadline on several assignments or haven't delivered satisfactory work. You've spotted a pattern and know you need to address it. Well, before you actually sit down to talk, Vuckovic has some strategies you can use to prepare. One place you can start is by thinking about the goal for this specific conversation.

VUCKOVIC: And this is important because you wanna understand what are your hopes for this single next conversation.

PAVIN: Those hopes should be for things that are actually in your control. For instance, you DON'T want to go in thinking, "I want my employee to be grateful I raised this issue, to understand it completely, and to change course." This is not a good goal for a conversation because that's not at all in your control. People are going to react in different and sometimes unpredictable ways, so better to put your energy toward the things that are within your ability to deliver.

VUCKOVIC: What is in your control are things like: I want to raise the issue with clarity; and I want to invite in their perspective; or I want to raise my perspectives on this particular issue and then schedule a meeting for the next day or two to figure out how we're gonna address it.

PAVIN: These are goals that you can put your energy towards and actually achieve in the conversation.

Another related tip: don't expect a full 180 change from one conversation.

VUCKOVIC: Make sure that your goals are very finite and that your expectations for these conversations aren't high. I hope that you exceed those expectations, but it is far better to go in assuming that you're gonna make a little bit of progress on an issue-and then you make a ton of progress-than it is hoping that the whole issue is going to be solved and you just get to part A, which often happens. We talk about these conversations as difficult conversations with an 's' for a reason. They often are multiple actions.

PAVIN: Be patient and focus on having this specific conversation knowing that it's likely going to take a few talks to arrive where you're trying to go.

Once you've decided on your purpose for this single talk, Vuckovic says you should zoom way out to ask some big picture questions, like:

VUCKOVIC: Why have this conversation beyond the issue that you're addressing?

PAVIN: Ideally, this big-picture purpose-she calls it a "capital P purpose"-would be one that is shared between you and the person you'll be talking to.

VUCKOVIC: ... if you have a shared purpose like a shared culture or a commitment that you have to a certain outcome that both of you possess, or your hopes for the relationship. And even if you only have a purpose for yourself, which is, "I want to build my capacity to have these conversations, knowing how important it is to leadership in this organization," that's okay, too.

PAVIN: If it's not immediately clear to you what that capital P purpose might be, Vuckovic has some questions that she thinks can help you suss out an answer.

VUCKOVIC: What do you want for you from this conversation? What are you hoping to build? What do you want for the other party that's involved? What are your hopes for them?

PAVIN: Walking into these conversations with a firm grasp of this larger Purpose has a concrete effect on us as leaders, and on our teams.

VUCKOVIC: They build our ability to think in complex, systematic, interdependent ways with the individuals that we're engaging with, and that kind of maturation that can come from holding these conversations and managing them well builds that sustained internal capacity for clear-sighted empathy, for perspective-shifting and for change in ourselves and in other people.
...
PAVIN: Alright, so you have set your expectations for this specific conversation at a reasonable level, and you've also situated the conversation in its broader context. How else can you prepare yourself for the conversation?

VUCKOVIC: ... is to simply count on contrast; to assume-100 percent assume-that there will be data and perspectives that will arise that you did not anticipate in your own preparation.

PAVIN: No matter how much prep you do beforehand or how sure you are about your assessment of the situation, there is almost always other information that you simply could not have known about going in.

Going into the conversation with that mindset will keep you flexible and open to new data being presented, because if you aren't expecting to learn something new, you might slip into defensive mode. And while it can be hard to prepare for what you don't know, Vuckovic does have some exercises you can use to anticipate unexpected information.

VUCKOVIC: The first is to reflect in advance of the conversation what things you might not be taking into account. So, for example, you could ask yourself, "What's my story? How am I interpreting the situation?" And then you swing right back around: "What story might this person be telling about me, or the organization, or the other parties involved?" That's gonna help you to shift that perspective.

PAVIN: Another thing you can try is to ask yourself what role have you played in facilitating this issue? Like, have you turned a blind eye to something? Or were you unclear in your expectations? Think about what you might have done that could have contributed to the problem.

Trying to see this situation through your team member's eyes could lead to surprising revelations that may not have occurred to you otherwise and will make you more empathetic when you're actually in the conversation.

One last thing that can help you prepare for the unknown is this very important question:

VUCKOVIC: "What would change my mind about this situation and the alternatives for solving it?" Simply opening up to your mind, opening up your mind to, "maybe I don't have this right. Isn't there any information, data, or perspectives that would arise that would fundamentally cause me to reframe what this situation is?"

PAVIN: We human beings often think we're right or understand a situation perfectly. Vuckovic says we do actually tend to attribute disparaging qualities to other people to explain their behaviors and downplay other circumstances that might push them to act in a certain way.

Vuckovic thinks we should question our assumptions about what is happening to leave open the possibility for an alternative narrative.

VUCKOVIC: You can challenge this by asking yourself, "Why might a reasonable, rational, and decent person behave in this way?" I'm not saying that they're reasonable, rational, and decent. They may be, they may not be, but by asking the question, you're at least opening your mind to other alternatives that may be at play.
...
PAVIN: Up to this point, everything we've been talking about has been in preparation for the tough conversation. We covered how to manage your expectations around what you can control in the conversation; we've talked about how to nail down a shared goal for the conversation; and we've looked at how to keep yourself open to new and contrasting information that could change your perspective.

But now it's time to get into the conversation itself, and Vuckovic has thoughts on this, too. The main one being that you have to be present throughout the conversation. Pay attention to what the other person is saying.

That may sound self-evident, but it's harder than you think.

VUCKOVIC: And here's why: people often spend so much time ginning up their confidence for addressing the issue or thinking about that opening statement and practicing it that they can lose sight of the absolute discipline and rigor and presence that's required for the rest of the conversation, which is where the learning is going to occur.

PAVIN: It's easy to get caught up in all the preparation for the conversation that you forget that it's, well, a conversation! And that means you need to be present to how the person is reacting and responding. So, to keep yourself engaged, Vuckovic recommends telling yourself to wait.

VUCKOVIC: "Wait! Why am I talking? Wait!" You have spent a lot of time preparing for this conversation; your conversation partner has not, necessarily. And so the idea here is to give them time to think, especially if they're a cold thinker or they're an internal processor. You may even wanna wait and simply convey your perspectives and then give them time to think about it and circle back later. But at least allowing for enough silence versus filling the silence because of nervous energy.

PAVIN: Giving your conversation partner space to think and speak will likely improve the chances of them staying engaged and actually hearing your feedback. It also makes you slow down and listen not to the words, but the facts, information, and feelings that are being expressed, which, as we addressed in the preparation phase, could be important to shifting your perspective on the situation.

Now, sometimes these conversations can escalate and take a defensive or combative turn. If this happens, Vuckovic likes using a tool that the journalist Amanda Ripley calls "looping."

VUCKOVIC: So looping takes a couple of steps. The first thing is that you are listening for what's most important and what that person is saying-so you're listening for what's most important. Then you play it back to them, and not repeating it verbatim, but simply as Ripley says, "repeat playing it back to them in the most elegant language you can muster." So, making them sound as good as you possibly can and then saying, "Did I get that right?"

PAVIN: By restating the information back to them, you're slowing the conversation down and demonstrating that you care about understanding what they're saying and giving them a chance to clarify. Ideally, this will allow the person to feel like they're being heard, and hopefully that will cool down any tensions that might be brewing.

If looping just isn't cutting it, you may just have to be prepared to pause the conversation altogether.

VUCKOVIC: Have an exit strategy to just have a moment where you decide, "let's put a pin in this. Let's think on these two issues." So you wrap up the conversation on what you need to do, and "let's pick it up tomorrow."

PAVIN: Remember, it's tough conversations with an 's'. It's normal, even expected, that addressing an issue will take some time.

Once the conversation is wrapped up-whether you made huge strides or just a bit of progress-make sure everyone is in agreement about the next steps, and follow up to ensure those next steps actually happen. This builds trust with your employee and help reinforce what were hopefully productive takeaways from the conversation.

...

PAVIN: Look, I get it: it's not fun having tough conversations in the workplace. But, as Vuckovic points out, they are an inevitable and necessary part of being a leader.

VUCKOVIC: These conversations are part and parcel of working well with human beings-messy human beings-in complex organizations.

PAVIN: So, stop thinking about these conversations as signifying failure.

VUCKOVIC: Nothing is wrong or broken if you're having to have these conversations. On the contrary, it means you're on the right path of making sure that you have clarity.

PAVIN: Whatever you do, don't run away from them. Even though it may be tempting to push them off and pretend they don't need to happen, you have to step up and be okay with a little discomfort. And the more you have these conversations, the better you get, which is good for you as a leader and for your team.

VUCKOVIC: If you become skilled at them, and if you continue to raise the level of skill of your people, it is a huge professional asset, and it is a huge personal asset. Your teams, your organizations, our communities, our families will all develop and mature the more we're able to address issues with candor. And my stance is that human relationships thrive-they thrive rather than wilt-when we tend to those relationships with candor and with clarity.
CREDITS
PAVIN: This episode of The Insightful Leader was written, produced, and mixed by Andrew Meriwether. It was produced and edited by Laura Pavin, Jessica Love, Emily Stone, Fred Schmalz, Maja Kos, and Blake Goble. Special thanks to Brooke Vuckovic. Want more The Insightful Leader episodes? You can find us on iTunes, Spotify, or our website: insight.kellogg.northwestern.edu. We'll be back in a couple weeks with another episode of The Insightful Leader Podcast.

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Podcast: How to Discuss Poor Performance with Your Employee

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Giving negative feedback is not easy, but such critiques can be meaningful for both parties if you use the right roadmap. Get advice on this episode of The Insightful Leader.

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McKinsey article about the importance of attending to the development needs of middle managers.

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Stop wasting your most precious resource: Middle managers

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In the modern workplace, middle management is a vital yet beleaguered role. A new survey shows how organizations can help middle managers accomplish more.

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The Accidental Manager-a Fast Company article about folks who excel at a set of skills and then find themselves struggling to learn the skills needed to manage others.

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2023 Learning and Development Opportunities

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2023 Learning and Development Opportunities

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Resources to Support Manager Learning and Development

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An interesting, lighthearted twist on how to think about problems at work

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Get a daily email featuring the latest talk, plus a quick mix of trending content.

By subscribing, you understand and agree that we will store, process and manage your personal information according to our Privacy Policy

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Anne Morriss: 5 steps to fix any problem at work

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In a practical, playful talk, leadership visionary Anne Morriss reinvents the playbook for how to lead through change -- with a radical, one-week plan to build trust and fix problems by following a step per day.

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The Good Enough Manager-The Making of a GEM

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The Good Enough Manager-The Making of a GEM

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Available electronically at the VCU library.

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Jamboard activity: What makes you different and how does this impact how you manage?

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Jamboard activity: What makes you different and how does this impact how you manage?

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We'll use jamboard for our opening activity. You can use the sticky note or writing tool feature to post your answer on the jamboard. Feel free to post something before we meet!

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New Managers: What makes you different? - Google Jamboard

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The version of the browser you are using is no longer supported. Please upgrade to a supported browser. Dismiss

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Hello everyone! Welcome to padlet, our communication and sharing platform for new manager orientation participants. Shana Ryman and I, Penny McFarline, are your orientation faciliators. We look forward to meeting you! We invite you to use padlet before the orientation to introduce yourself to the group. If you click on the 3 vertical dots at the top of the Introductions column, then click on the ... option, you'll see a wide range of ways you can post to padlet. You can post an audio or video of yourself, or upload images and videos, or simply write. Have fun!

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Leadership Career Community landing webpage

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Leadership Career Community landing webpage

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To inspire those with responsibility for others to bring out the best in individuals and teams by aligning the interests and strengths of leaders to accomplish the University's strategic priorities. The Leadership career community supports ongoing professional development, mentoring, and networking, so those with responsibility to lead others have the skills and resources to create the kind of work environment where employees feel valued, where their success is supported, and their careers thrive.

Officers

Executive Chair: Samara Reynolds

Communications Chair: Ashlyn Anderson

Communications Chair-Elect: Maya Rogers

Learning & Networking Chair: Thomas Mattauch

Learning & Networking Chair-Elect: Lloyd Young

Membership Chair: James Romanik

Membership Chair-Elect: Stevan Dozier

Mentoring Chair: George Kelly

Mentoring Chair-Elect: Chimene Boone

Community Sponsor: Meredith Weiss, Vice President for Administration

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To inspire those with responsibility for others to bring out the best in individuals and teams by aligning the interests and strengths of leaders to accomplish the University's strategic priorities.

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What changes when you become a manager? Activity instructions

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What changes when you become a manager? Activity instructions

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Make a copy of this document if you'd like to make your own notes during the activity

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A document you can use when you need to talk to a VCU department or expert but you're not sure who or how to reach them

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25 Ways to Win with People: How to Make Others Feel Like a Million Bucks|Paperback

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You’ve read John Maxwell’s best-selling Winning with People, and now you’re ready for some specific action steps to build on the knowledge you gained. 25 Ways to Win With People has just what you need! This complementary companion to the full-sized book is ideal for a quick...

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Review this document.  Consider what has changed for YOU. Be ready to discuss with a small group.

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Copy of What Changes When You Are a Manager.docx

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Hello my name is Shana Ryman (she/her), and I co-facilitate with my awesome colleague, Penny McFarline.  I look forward to learning together with you all soon!

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Information

Is LEADERSHIP-COMMUNITY-L@LISTS.VCU.EDU not the mailing list you're looking for? Replace "LEADERSHIP-COMMUNITY-L@lists.vcu.edu" in the URL field of your browser with whatever mailing list you'd like to subscribe to.

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VCU Employee & Manager Profiles - Quest 2028

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VCU Employee & Manager Profiles - Quest 2028

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We will use these profiles to discuss the VCU culture of care and appreciation during NMO.  Here is the link to the profiles:
https://docs.google.com/document/d/1I4t4grUtRavz37g5EB7MZkJ7YnbKdwlIsB6Cq5EJhlg/edit?usp=sharing

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VCU Employee & Manager Profiles - Quest 2028

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Required leadership training and resources for managers

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Required leadership training and resources for managers

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Here is the deeplink to complete the Required leadership training and resources for managers curricula if you have not yet done so.
https://vcu.csod.com/samldefault.aspx?returnUrl=%252fDeepLink%252fProcessRedirect.aspx%253fmodule%253dlodetails%2526lo%253d6f9cfab4-5b8b-44df-a78f-9d3507f583b8

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VCU - Central Authentication Service - Login

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A Better Way to Work

Radical Candor® - Caring Personally while Challenging Directly - is guidance that's both kind and clear, specific and sincere.

The antidote to toxic company cultures, it's a simple concept that's not always easy to practice.

Radical Candor Events

Make your event impactful with Radical Candor keynotes and workshops. Excite your team and provide actionable takeaways for fostering a feedback culture. Available worldwide, for any event size.

The Radical Candor Quiz

How Radically Candid is your communication? Test your knowledge of the Radical Candor Framework to find out if you tend toward Radical Candor, Ruinous Empathy, Obnoxious Aggression or Manipulative Insincerity.

What is radical candor?

A management philosophy based on Caring Personally while Challenging Directly.

It All Started With the Book that's Reshaping Modern Management

"With Radical Candor, Kim has bottled some of Google's magic and shared it with the world."
Shona Brown
Former SVP Business Operations at Google

"Radical Candor is packed with illuminating truths, insightful advice and practical suggestions, all illustrated with engaging (and often funny) stories from Kim Scott's own experiences at places like Apple, Google and various start-ups. Indispensable."
Gretchen Rubin
Author of NYT bestseller The Happiness Project

"Kim Scott has a well-earned reputation as a kickass boss and a voice that CEOs take seriously... If you manage people-whether it be 1 person or a 1,000-you need Radical Candor. Now."
Daniel Pink
Author of NYT bestseller Drive

"Reading Radical Candor will help you build, lead and inspire teams to do the best work of their lives."
Sheryl Sandberg
Author of the NYT bestseller Option B

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Radical Candor | Feedback Training, Coaching & Consulting

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Radical Candor is feedback that's kind clear, specific, and sincere. Our feedback training, coaching and consulting is the antidote to toxic company cultures.

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Follow the steps in this document to be prepared for a discussion about your leadership vision. The instructions include a link to a YouTube video and follow up questions.