Leadership Story | Leaders Give Candid Feedback

During a recent in-house Academy Leadership Excellence course, the topic of feedback came up. One of the attendees mentioned Kim Scott’s recent book Radical Candor. More specifically, the client wanted to bring up the behavior Ruinous Empathy. Several in the course mentioned that not enough helpful feedback occurred within their organization, in particular coaching. One specific attendee, during a self-evaluation exercise, described an otherwise positive and knowledgeable boss, who in six years, had never actually provided any performance coaching.

So, what is Ruinous Empathy? Let’s start with Radical Candor. Radical Candor occurs when we care personally and challenge directly. When we care personally but don’t challenge directly according to Scott our lack of feedback constitutes ruinous empathy. Here’s Scott’s two other terms: When we challenge directly and don’t care personally we’re offering Obnoxious Aggression and when we neither care personally nor challenge directly our lack of  feedback is Manipulative Insincerity. We can think of ruinous empathy as the combined outcome of conflict avoidance and the knowing-doing gap. We care deeply, know we should say something, yet avoid doing it. We do this at work and we do this at home.

When reviewing attendee Action Plans after our in-house course, it was apparent the importance of feedback influenced the group. One attendee listed as their first lesson learned: “I learned about ‘ruinous empathy’ which helped frame, or title, a behavior I aim to avoid. I will strive for ‘radical candor.’”

What feedback have you been conflicted about sharing? Are you helping or ruining people you care personally about? Leaders Give Candid Feedback.

During a recent in-house Academy Leadership Excellence course, the topic of feedback came up. One of the attendees mentioned Kim Scott’s recent book Radical Candor. More specifically, the client wanted to bring up the behavior Ruinous Empathy. Several in the course mentioned that not enough helpful feedback occurred within their organization, in particular coaching. One specific attendee, during a self-evaluation exercise, described an otherwise positive and knowledgeable boss, who in six years, had never actually provided any performance coaching.

So, what is Ruinous Empathy? Let’s start with Radical Candor. Radical Candor occurs when we care personally and challenge directly. When we care personally but don’t challenge directly according to Scott our lack of feedback constitutes ruinous empathy. Here’s Scott’s two other terms: When we challenge directly and don’t care personally we’re offering Obnoxious Aggression and when we neither care personally nor challenge directly our lack of  feedback is Manipulative Insincerity. We can think of ruinous empathy as the combined outcome of conflict avoidance and the knowing-doing gap. We care deeply, know we should say something, yet avoid doing it. We do this at work and we do this at home.

When reviewing attendee Action Plans after our in-house course, it was apparent the importance of feedback influenced the group. One attendee listed as their first lesson learned: “I learned about ‘ruinous empathy’ which helped frame, or title, a behavior I aim to avoid. I will strive for ‘radical candor.’”

What feedback have you been conflicted about sharing? Are you helping or ruining people you care personally about? Leaders Give Candid Feedback.