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, 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.

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.

On this episode of the Radical Candor Podcast, Kim, Jason and Amy discuss the clear message quiet quitting is loudly sending to bad bosses and managers of managers. We know that relationships don’t scale, but culture does. This means that while you can’t have a close relationship with every person who reports to the people who report to you, practicing Radical Candor with the people you manage can impact how they interact with the people they manage and so on. On the other hand, if toxic stew is flowing from the top and being passed down from executives to managers of managers to individual contributors it should come as no surprise that people in this type of environment are disengaged at work. So, how do you fix it? Listen to find out!

Once your idea has been implemented, you probably think you're done with this whole Get Sh*t Done Wheel thing — but there’s one more step, Learn. On this episode of the Radical Candor Podcast, Kim, Jason and Amy talk about how creating a culture of learning can make it safe for people to fail, help mitigate future mistakes and ensure everyone knows how to repeat success. Sounds simple, right? Not so fast. There are two things that can get in the way of learning. Listen to find out what they are!

Once everyone is on board with your idea, it’s time for action, which brings us to step 6 of the Get Shit Done Wheel. On this episode of the Radical Candor Podcast, Kim, Jason and Amy discuss the good, the bad and the ugly as it relates to the implementation of that decision you’ve just persuaded everyone to get behind. Listen to learn how to toggle between leading and implementing personally. You can't abandon the first for the second. You have to integrate the two.

On this episode of the Radical Candor Podcast the team explains that once a decision is made, you’ve got to get people on board, which brings us to step 5 of the Get Sh*t Done Wheel — Persuade. While getting others to accept your idea might feel like a foregone conclusion, persuasion isn’t easy, and it’s important to get it right. What’s more, persuasion at this stage of the GSD Wheel can feel unnecessary and make the decider resentful of people on the team who aren’t fully in agreement. Kim, Jason and Amy discuss why expecting others to implement a decision without being persuaded that it’s the right thing to do is a recipe for terrible results and why it's vital to persuade people (like your friend's Uncle Scrammy) that you've done your homework.

On this episode of the Radical Candor Podcast, Kim, Jason and Amy discuss how to make a decision after you've listened, clarified and debated your idea. Step 4 of the Get Shit Done Wheel, decide, is all about pushing the decisions into the facts. The Radical Candor Podcast team outlines 4 steps to follow when making decisions once you have shoved all ego — especially your own — out of the way. They also talk about the pitfalls of unconscious bias, the perils of skipping steps 1-3 and how to avoid garbage can decision-making.