The Order of Operations for Feedback
Solicit first, praise, then criticize — and always reward the candor.
- Difficulty
- Easy
- Time to result
- ~weeks to results
- Steps
- 3
- Confidence
- 95%
Radical Candor has an order of operations, and it starts with soliciting feedback rather than dispensing it. Because managers hold power, they must lay it down to get on a level playing field, and asking for feedback first is how they do it. Soliciting also lets a leader model that feedback is a gift and demonstrate how to respond well. Only after soliciting and praising does criticism come. Critically, whenever someone offers candor, you reward it — by fixing the problem or by explaining why you disagree.
Origin
Scott traces this to Sandberg, who had solicited feedback from Scott and rewarded her candor before ever criticizing her, which is exactly why Scott was receptive to the hard 'um' feedback. She connects it to Amy Edmondson's work on psychological safety.
Core principles
- 01Feedback has a sequence: solicit it before you give it.
- 02Soliciting first lays down the power imbalance and lets you lead by example.
- 03When someone gives you candor, reward it — fix the problem or explain why you disagree.
- 04Soliciting feedback creates the conditions for psychological safety.
How to run it
- 1
Solicit feedback on yourself first
Before giving any feedback, draw out feedback about your own performance. Use a specific go-to question, sit with the silence, and listen to understand rather than to respond.
Pro tip Ask 'What could I do or stop doing that would make it easier to work with me?' — a question that demands a real answer.
Watch out 'Do you have any feedback for me?' invites 'no, everything's fine' and wastes your breath.
- 2
Reward the candor you receive
When someone tells you something hard, either fix the problem or explain why you disagree. Look for the 5-10% you can agree with and give voice to it before addressing the rest.
Pro tip Don't pretend to agree when you disagree — say 'let me think about it, can we talk again?' and then follow up.
Watch out Faking agreement to escape the awkward moment is why people stop soliciting feedback at all.
- 3
Give praise, then criticism
Only after soliciting do you move to giving guidance: praise to show what to do more of, then criticism to show what to do less of.
In the wild
Sandberg had repeatedly solicited feedback from Scott and rewarded her candor, proving that feedback was a two-way gift. So when Sandberg later delivered blunt criticism, Scott was primed to receive it rather than defend.
→ The prior reciprocity made otherwise-harsh feedback land as help, and Scott acted on it.
Common mistakes
Giving feedback before ever asking for it
Leading with criticism from a position of power keeps the power imbalance intact and makes people defensive instead of open.
Asking a lazy soliciting question
Vague questions like 'any feedback?' let people off the hook; a pointed go-to question that demands an answer is required to get real candor.
Is it for you?
Best for
New managers and leaders trying to build a culture where people will tell them the truth.
Not ideal for
Situations demanding immediate correction where there's no time to establish reciprocity first.
From the transcript
“There's an order of operations to Radical Candor, and it all starts with soliciting feedback.”
“you got to reward the candor by either fixing the problem or explaining why you disagree.”
From the episode
Kim Scott: Radical Candor, How to Say What You Mean Without Being A Jerk
Kim Scott