Radical Candor: Communication at Work

• The Cost of the Move-Fast-Break-Things Mentality 7 | 17

  (00:00:00) Introduction (00:00:31) Mistakes, Innovation, and Safety (00:02:43) Ebola Funding Fallout (00:05:08) When Speed Isn’t the Answer (00:08:10) Accountability & Power (00:10:30) Scale Changes the Stakes (00:14:39) Metrics That Mislead (00:20:00) Debate Fuels Innovation (00:23:43) Power, Politics, and Platforms (00:28:52) Inside Content Moderation (00:36:46) Why Oversight Is So Hard (00:41:37) Radical Candor Tips (00:42:52) Conclusion When speed becomes the goal, accountability gets left in the dust.Move fast, break things, and hope no one notices? Not so fast. In this episode, Kim and Jason rip into the shiny promise of speed at all costs—and the very real damage it leaves behind. From slashing vital research to chasing clicks with outrage bait, they expose how a lack of debate, accountability, and thoughtful decision-making can spiral into chaos. This isn’t just about tech; it’s about what happens when leaders skip the hard conversations and dodge the consequences. Drawing from their own experiences, they make the case for cultures that value learning over ego, action over excuses, and why psychological safety isn’t just nice to have—it’s non-negotiable. It’s a no-BS look at what happens when no one’s allowed to say, “Hey, maybe let’s not.”Get all of the show notes at RadicalCandor.com/podcast.Episode Links:How To Get Shit Done | Radical Candor Podcast 4 | 2Leaders Can Move Fast And Fix ThingsCEO Of $4.2 Billion Tech Giant Says Defying Silicon Valley's ‘Move Fast And Break Things’ Mantra Was Essential To Growing His Business | FortuneAmy Edmondson—The Science Of Failing Well | Radical Candor Podcast 5 | 18The Measurement Problem—Development Versus Management | Radical Candor Podcast 3 | 7Connect:WebsiteInstagramTikTokLinkedInYouTubeChapters:(00:00:00) IntroductionKim and Jason introduce the episode's topic of the "move fast and break things" philosophy.(00:00:31) Mistakes, Innovation, and SafetyWhy admitting errors is key to progress—even in high-stakes fields.(00:02:44) Ebola Funding FalloutA case study in reckless decisions and real-world impact.(00:05:08) When Speed Isn’t the AnswerHow context matters—from search engines to nuclear plants.(00:08:10) Accountability & PowerThe erosion of checks and balances in tech and government.(00:10:30) Scale Changes the StakesWhy today’s tech giants can’t play by startup rules.(00:14:40) Metrics That MisleadHow measuring engagement drives harmful content.(00:20:01) Debate Fuels InnovationWhy creating space for disagreement leads to better outcomes.(00:23:43)  Power, Politics, and PlatformsHow tech companies avoid regulation and the need for public input.(00:28:52) Inside Content ModerationKim’s Google stories and the need for democratic input.(00:36:46) Why Oversight Is So HardThe difficulty of encouraging informed debate in organizations.(00:41:37) Radical Candor TipsTips for moving fast without breaking what matters most.(00:42:52) Conclusion

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• From Bottlenecks to Buy-In: Overcoming Bureaucracy 7 | 16

  Cut through workplace red tape—without burning bridges.Ever feel like getting anything done at work means running a marathon through molasses? You’re not alone. In this episode, Amy and Jason go full throttle on the soul-sucking systems that slow teams down and wear people out. Sparked by a listener stuck in a tangle of outdated processes, they unpack how well-meaning rules morph into momentum killers—and what to do when speaking up feels like you’re just making it worse. With a blend of straight talk, lived experience, and a whole lot of Radical Candor, they offer a new playbook: lead with curiosity, advocate with clarity, and stop waiting for permission to fix what’s broken. This one’s for anyone who's tired of navigating systems built to say "no" when the work is begging for a "hell yes."Get all of the show notes at RadicalCandor.com/podcast.Episode Links:Aman Kochar Change Enabler | Radical Candor Podcast 7 | 9Get Shit Done Step 4 — Push Decisions Into the Facts 4 | 10How to Practice Radical Candor With Your Boss 3 | 9How To Give Candid Feedback With the Radical Candor CORE MethodConnect:WebsiteInstagramTikTokLinkedInYouTubeChapters:(00:00:00) IntroductionJason and Amy introduce a listener’s question about streamlining approval processes.(00:01:36) When Process Becomes a Trust KillerHow approval bottlenecks erode trust and lead to burnout.(00:02:46) Approvals That Make SenseDifferentiating between meaningful and meaningless approvals.(00:06:10) The Inertia of BureaucracyWhy process isn’t evil—but rarely gets reexamined when it should.(00:07:50) Communicating Up Without EscalatingHow to discuss change without putting managers on the defensive.(00:13:22) What Problem Is the Process Solving?A practical script for questioning approval thresholds constructively.(00:15:45) Software Purchase SagaA story about approvals that made no one’s life better.(00:20:19) Getting Specific vs. Talking in PatternsWhy it’s better to present one example rather than broad frustration.(00:26:01) Role Play: The Rental Car ScenarioHow to challenge a flawed process without triggering a shutdown.(00:34:38) Finding a Third WayCreating solutions that meet both employee and organizational goals.(00:37:45) Radical Candor TipsTips to help you navigate bureaucracy with clarity, care, and results.(00:43:34) Conclusion

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  44:41
• How NDAs Protect Power Instead of People 7 | 15

  When contracts hide misconduct, it’s not policy—it’s a cover-up.What do NDAs, forced arbitration, and emotionally manipulating teenagers have in common? Sadly, more than you'd hope. Kim, Jason and Amy rip the lid off the corporate culture of hush-hush harm, legal gymnastics and why emotional manipulation is a feature—not a bug—in some marketing strategies. They dig into the story behind Careless People by Sara Wynn-Williams, the book someone definitely doesn’t want you to read, and expose how companies use contracts to silence the truth and protect power—not people. From creepy ad targeting to leaders who dodge accountability like it’s dodgeball, the crew gets real about why “just business” is a lazy excuse for bad behavior. Kim even owns up to the time she played the NDA game—and why she’ll never do it again. Because real leadership doesn’t mean covering your ass—it means doing the damn right thing, even when it costs you.Get all of the show notes at RadicalCandor.com/podcast.Episode Links:Watch the episodeMeta Tries To Stop Sarah Wynn-Williams From Further Selling Scathing Memoir | The New York TimesMeta Tries To Bury A Tell-All Book | WiredRadical Respect NewsletterEx-Meta Executive: ‘People Deserve To Know What This Company Is Really Like’ | CNN BusinessCareless People: A Cautionary Tale Of Power, Greed, And Lost Idealism | Sarah Wynn-WilliamsLift Our VoicesLessons From A Whistleblower: Susan Rigetti | Radical Candor Podcast 6 | 44She Said | Jodi Kantor and Megan TwoheyCatch And Kill | Ronan FarrowEllen Pao: Tech’s Meritocracy Is Broken | Radical Candor Podcast 7 | 3The Facebook Whistleblower Book Mark Zuckerberg Doesn’t Want You To Read | VoxHow Mandatory Arbitration Weakens Workplace Laws And Lets Employers Off The Hook | NelpFacebook’s Secrets, By The Insider Zuckerberg Tried To Silence | The TimesSpeaking Truth To Power: The Cost-Benefit Analysis | Radical RespectJennifer Joy Freyd, PhD.The Best Bookstore In Palm SpringsConnect:WebsiteInstagramTikTokLinkedInYouTubeChapters:(00:00:00) IntroductionKim, Jason, and Amy introduce the topic of NDAs and forced arbitration.(00:02:11) Why Careless People MattersThe impact of NDAs and the importance of supporting the author.(00:03:17) Understanding Forced ArbitrationA breakdown of arbitration and its role in silencing workplace harm.(00:06:20) Emotional Targeting at FacebookA disturbing passage about targeting vulnerable teens.(00:09:43) Harm, Silence, and ScapegoatsThe role of toxic cultures and fear play in keeping employees silent.(00:17:40) The Measurement ProblemHow profit-driven metrics ignore the human harm they cause.(00:22:14) Loyalty vs IntegrityBalancing between professional loyalty and moral responsibility.(00:26:29) Kim’s NDA RegretA candid story of using an NDA to silence an employee.(00:32:40) Building Better SystemsStrategies for leaders to design accountability into workplace culture.(00:34:42) A Better Way ForwardWhy transparency and early action are more effective than silence.(00:38:02) Culture Is DesignHow treating culture like a product helps fix systemic issues.(00:39:49) Radical Candor TipsTips for eliminating NDAs, ending forced arbitration, and building trust(00:41:30) Conclusion

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• Surviving Assholes and Building Better Organizations with Bob Sutton 7 | 14

  Being the boss isn’t about power trips—it’s about leaving your jerk card at the door.Turns out, surviving the workplace often comes down to one simple rule: don’t be an asshole. Kim Scott and Amy Sandler sit down with Stanford’s Bob Sutton, author of The No Asshole Rule and The Friction Project, to talk about how real leadership means treating people like people, not just cogs in a machine. Bob gets straight to the point about why toxic behavior kills productivity, how organizational “friction” can be both helpful and harmful, and what it takes to build teams that fight fair and thrive together. They also tackle why efficient isn’t always effective, how to spot—and stop—assholes before they do lasting damage, and why the best bosses aren’t afraid to show up with both candor and care. As Kim puts it, sometimes it’s better to have a hole than an asshole. Whether you're leading a team or just trying to survive one, this conversation is your reminder that treating people with decency is never optional—and if you're stuck choosing between keeping an asshole or leaving a hole, always go with the hole.Get all of the show notes at RadicalCandor.com/podcast.Episode Links:Radical Friction: The Editor/Author RelationshipBooks | Bob SuttonWork Matters | Bob SuttonHow To Get A Radically Candid Boss | Radical Candor Podcast 3 | 12Don't Let A Bad Boss Derail You | Radical Candor Podcast 6 | 18Are Assholes More Effective? Bob Sutton Weighs InConnect:WebsiteInstagramTikTokLinkedInFacebookYouTubeChapters:(00:00:00) IntroductionKim and Amy introduce Stanford Professor Emeritus Bob Sutton.(00:01:35) The No Asshole Rule Origin StoryHow Bob’s research into organizational decline led to a focus on workplace jerks.(00:07:02) Layoffs Done Right (And Wrong)Kim and Bob trade stories on compassionate vs. catastrophic layoffs.(00:11:16) Good Friction vs. Bad FrictionThe Friction Project and why not all efficiency is actually efficient(00:16:23) Building Emotional TrustHow emotional trust grows and fuels creative partnerships.(00:24:58) The Asshole Survival Guide: 4 Ways to DealStrategies for handling difficult people and navigating toxic environments.(00:29:50) Certified vs. Clueless AssholesRecognizing the moments when you might actually be the asshole.(00:33:47) It Happens at the Listener’s EarHow context shapes whether something feels candid or cruel.(00:38:59) Decision-Making, Simplicity & ReversibilityQuestions friction-fixers ask to decide when to slow down or speed up.(00:46:15) Gossip as a Strategic ToolThe ways gossip can help you avoid toxic work environments.(00:52:03) Fixing Friction at StanfordBob shares his current work helping Stanford reduce internal friction.(00:55:54) Where to Find Bob SuttonWhere to find Bob and his books — plus a final note on long emails.(00:56:50) Conclusion

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• The Wild Courage to Get What You Want, With Jenny Wood 7 | 13

  Stop playing it safe—embrace the bold, unexpected traits that actually get you ahead.Success doesn’t come to those who wait—it comes to those who take it. For years, you’ve been told to be humble, play nice, and wait your turn. Jenny Wood says that’s exactly why so many talented people stay stuck. As a former Google executive turned author of Wild Courage: Go After What You Want and Get It, she’s here to expose the real traits that drive success—ones that might make you uncomfortable. Forget the polite career playbook, being selfish, obsessed, even a little manipulative (the right way) can actually be your biggest advantage. Jenny gets radically candid with Kim and Amy on why risk-taking beats waiting for permission, why saying “no” is a career superpower, and how to self-promote without sounding like a jerk. If you’re sick of playing it safe and watching others pass you by, this episode is your permission slip to take bigger swings and get what you want.Get all of the show notes at RadicalCandor.com/podcast.Episode Links:Wild Courage by Jenny WoodThe Story of “How About Never” | The New YorkerNewsletter | Jenny WoodWatch on YouTubeConnect:WebsiteInstagramTikTokLinkedInFacebookYouTubeChapters:(00:00:00) IntroductionKim and Amy welcome Jenny Wood, author of Wild Courage: Go After What You Want and Get It.(00:1:02) The Nine Traits That Will Get You AheadNine controversial traits that are actually career superpowers.(00:4:26) The Subway Story That Changed EverythingJenny shares a story on ignoring self-doubt and taking action.(00:10:16) Calculated Risks vs. Playing It SafeWhy taking smart risks is essential for personal and professional success.(00:13:04) The Google Factor: How It Shaped Wild CourageHow Google built confidence, encouraged risks, and sparked creativity.(00:17:09) Owning Your WeirdAdvice for staying authentic in workplaces that don’t naturally foster it.(00:21:38) Identifying Your Power AssetsIdentifying your power assets to make self-promotion feel natural.(00:25:22) Managing Up, Higher, and DiagonallyA tactical guide to workplace influence through strategic senior connections.(00:31:54) Overcoming Bias in the WorkplaceStrategies to counter workplace biases in recognition and self-promotion.(00:36:56) Why Saying No is a SuperpowerHow learning to say no without guilt protects your time and energy. (00:42:40) Get in Front of the Right PeopleThe importance of standing out and getting noticed by leadership.(00:44:57) Pull It and Bullet ItThe “Pull It and Bullet It” method for impactful, time-saving emails.(00:48:05) Where to Find Jenny WoodWhere to get Wild Courage and find Jenny for keynotes and workshops.(00:49:41) Conclusion

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