When we have tasks or other things that keep our minds busy, we usually think about them without taking action. This creates anxiety because we don't do these things; they just constantly occupy our minds. When we write them down, we stop thinking about them. Because we trust ourselves that we will take care of it,...
A daily highlight is a method for focusing on your day. A flexible highlight that is achievable within 60-90 minutes of focused time keeps your attention on one thing. If you achieve your highlight during the day, you're done with the day. Having a highlight helps you adjust other tasks to create space for it. If...
When we start a hobby as an amateur, we are okay with dropping it or not doing it for a while. But we're not okay with failure. Wherever we have a setback or failure, we demoralize ourselves and have a really hard time standing up again. At the same time, in our professional endeavors, we never drop. Even when we're...
Would you be open to hearing some feedback? How do you want to receive feedback? Written? Verbal? In private? In public? The above phrase is one of the first questions I ask my direct reports. It's also one of the questions I ask anyone before giving them feedback. Use it. You won't regret it. Before giving any...
The feedback has its meaning when it's timely. Positive feedback usually feels like a pat on the shoulder, and we usually think that we can do it at any time. However, positive reinforcement works better when it's delivered right after the desired behavior. When we reward people at the moment they do something good,...
When an authoritative figure (like a CEO or manager at work) gives feedback, the feedback usually has more weight. People often carefully listen. This situation creates a fallacy for leaders: when they give feedback, they expect that everybody will act on it. However, it's not true. Regardless of authority, if the...
Obnoxious Aggression occurs when you give feedback without personally caring about the person. Feedback goes out as pure, non-constructive criticism. It becomes a slap in the face, and you become an asshole boss who stabs people while looking in the eye. Obnoxious Aggression also occurs in praise. If you give praise...
In manipulative insincerity, you give feedback to others without personally caring and without challenging them directly. So, you give feedback for the sake of giving feedback. You tell another person what they want to hear instead of your real thoughts. This type of feedback shows that you don't care about the...
When we give feedback to each other, we sometimes get stuck in the feedback. I once had a direct report asking me to give feedback in their first month on the team. I focused on giving something as feedback. When we focus on delivering feedback about what they are doing wrong while we have nothing to say, we get...
A blame absorber is a person who takes all responsibility and leaves no responsibility to others. They absorb all responsibilities even if they have nothing to do with it. They don't count the external factors. We know these people who usually say, "I should/could have done X. It's all my fault." To show them the...
When I started thinking about my feedback and how can I give it in the Radical Candor framework, my feedback already improved because I had to think about challenging people and caring about them. I realized that I already care about people; my only missing part was challenging them directly. Now, I'm looking for...
People have different motivation drivers. However, when we form teams, they are motivated by team goals. Individual goals follow behind the team goals. Without an aim for the team to go, they cannot feel successful. No one wants to be in a ship that is just floating in the middle of the sea. If people don't know...
