Radical Candor

A classic example of a micromanaging helicopter boss is Bill from the 1999 movie Office Space, the bad boss who spawned thousands of memes. He roams around the cubicle farm monitoring everyone’s activity and stops by to scold workers for minor mistakes like forgetting to put the cover sheet on their TPS reports. On this episode of the Radical Candor podcast [https://www.radicalcandor.com/podcast/micromanaging-or-helping/], Kim, Jason and Amy discuss how to tell if the "helpful" guidance you're giving your team is actually veering off into micromanaging. If you want to be a kick-ass boss instead of having team members who want to kick your ass, this episode is a must-listen! Read the show notes at RadicalCandor.com/Podcast [https://www.radicalcandor.com/candor-podcast/].

Welcome to season 5 of the Radical Candor podcast! On this episode, we have a montage of Radical Candor, Manipulative Insincerity and Obnoxious Aggression stories from our coaches and core team. Chances are you can relate to one or more of these stories. If you have a story to share, send it to us at podcast@radicalcandor.com.

On this episode of the Radical Candor podcast, Kim, Jason and Amy address how to respond to some specific scenarios with Radically Candid feedback that’s kind, clear, specific and sincere. If you truly want to get different results, you’re going to have to change your behavior. We know it’s hard, so we’re going to talk you through it.

Does anyone actually want to be a manager of managers? And if so, what do these people actually do? On this episode of the Radical Candor podcast Kim, Jason and Amy discuss strategies for being an effective manager of managers. If you're managing people who manage other people, then you're managing managers. Whereas if you're managing individual contributors, you're managing a team. The most significant difference when you become a manager of managers is that now you have to become a thought partner, not just on the functional expertise and the business that they're running or the product that they're building, but you also have to be a thought partner to them on how they're managing their team.

What do bosses do anyways? On this episode of the Radical Candor podcast, we're starting a new series to answer that question! Is it a manager’s job to go to meetings? Send emails? Tell people what to do? Are they supposed to work alongside their teams and carry part of the workload, or dream up strategies and expect other people to implement them? At the end of the day, a boss’s job is to guide a team to achieve results. However, depending on the size of your team, that process could look very different. Today we’re going to talk about managers of small teams and we’re going to define “small” as a team of 10 people or less. Listen to learn three key things every manager of small teams needs to know.