The Ledger
Every statement that passed quotation and attribution checks. Mix any filter with any other: certainty 1/5, debate potential 5/5, or both at once.
why aren't all 14 resolved? a statement only gets an assessment when the public record can support or contradict it. opinions and what-ifs never can, and 0 checkable ones are still open, waiting for their date. predictions held up or didn't; assertions are supported or contradicted. on every card: ▮▮▮▮▮ certainty · ▮▮▮▮▮ debate potential. speakers are clickable
Scott: 85% of workplace relationship mistakes stem from ruinous empathy
“This is the most common mistake, this is, I would say, 85% of mistakes in relationships at work get made when you do care personally, and you do actually show you care personally, but because you're so worried about the other person's feelings or whatnot, you …”
Scott: Male managers consistently pull punches when giving female employees feedback
“One of them is that if you're a woman working for a male boss, it's highly likely that he's going to pull his punches when giving you feedback versus the men who work for him. Versus your male colleagues. And that's bad for you because feedback is good for you…”
Scott: Women offering candid feedback are unfairly perceived as obnoxiously aggressive
“And basically the problem is that when you are a woman being radically candid with others, they're more likely to interpret your radical candor as obnoxious aggression than the same radical candor coming from a man.”
Scott: Softening critical feedback hurts careers more than obnoxious aggression
“And if you back off your challenge when you're giving feedback, when you're expressing your opinion, You wind up either in ruinous empathy or in manipulative insincerity, and both of those quadrants are going to be worse for your career than being seen as obno…”
Scott: Trying to be liked at work leads to manipulative insincerity
“It's a disaster. Don't try to be more likable. There's a giant difference between caring personally and wanting to be liked. So it is really important to realize that a key aspect of radical candor is really focusing on the other person and their well-being an…”
Scott: Stubborn colleagues require extreme language, sensitive ones need personal care
“Sometimes you're going to be working with somebody who's a little stubborn, maybe a little cocky, and you're going to have to use some extreme, extreme language to get through to them. And other times you're going to be working with somebody who's extremely se…”
Scott: Polish your resume and leave any boss who refuses upward feedback
“Occasionally, you'll have a boss who says, no, I don't want to hear about it. And then, of course, your job is to polish up your resume and find a better boss.”
Scott: Managers must enforce direct peer resolution before hearing employee complaints
“Basically the idea is to get very disciplined about, especially if you're a manager, not letting one employee Come and talk to you, complain about another, but rather say, have you talked to so-and-so directly? And if the answer is no, say, well, go talk to th…”
Scott: Listening to peer complaints is stirring politics, not showing empathy
“It's so easy when a colleague comes to you complaining about another to feel like you're being empathetic to listen and maybe even stir them up a little bit, but it's not empathy. You're just stirring the political pot.”
Scott: Software nudges fail to drive radically candid workplace conversations
“When I started the company, I felt that it was really just a matter of building a great software system that was going to give people the right reminder, the right nudge at the right moment, and it turns out that doesn't work in terms of getting people to have…”
Scott: Prioritize long-term helpful feedback over short-term hurt feelings
“If you take just a second to establish a human connection, and if you don't let the concern, the worry about the other person's short-term feelings get in the way of telling them something that is really good for them to hear in the long run, then you wind up …”
Scott: Start giving feedback by soliciting feedback about yourself in private
“You know, I think that when you're giving feedback, whether it's up, down, or sideways, the sort of formula is the same, because it's hard to give feedback, and you want to do it in the right way, and I think the best thing to do is to start by soliciting feed…”
Scott: Childhood conditioning and emotional suppression hinder open workplace communication
“And so the combination of those two factors of pretending at work that we don't have any emotions, that we're not fully human, and having been trained since we learned to speak, if you don't have anything nice to say, don't say it at all, makes radical candor …”
Scott: Early-career workers should project more confidence than they actually feel
“I think what you can do is come in with a good deal more confidence than you feel. I think that is almost always a good idea because especially when you're early in your career, It's probably not such a good idea later in your career, but early in your career,…”