Kim Scott’s Radical candour model — using feedback to build great working relationships

Feedback is undeniably a vital part of managing working relationships. I spoke in my last blog about how both informal and formal feedback can be used to support the learning and development individuals within an organisation. I also discussed how difficult it can be not only to receive feedback, but also to ensure when giving it that it lands with the recipient in a supportive, helpful and constructive manner. Following on from this, I’d like to share some thoughts about how we, as leaders, can develop and enhance our skills in delivering feedback.  

Giving feedback requires an enhanced level of self-awareness and specific interpersonal skills. Traditionally, leaders have used psychological models for improving self-awareness in interpersonal communication — for example, the Johari Window model. Developed by Joseph Luft and Harry Ingham in 1955, this model helps support a better understanding of your relationship with yourself and others, while improving the trust and insight of a group as whole.  Through highlighting issues which are known or unknown by us or by others around us, feedback can be used to gain unknown, potentially enlightening insights into one other.  

A more recent model I like to use when I’m training leaders in how to give feedback is Kim Scott’s Radical Candor. Originally published in 2017, the book describes a four-box model which helps leaders create good working relationships through feedback. 

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Creating impact in your CV and interview

Creating impact in your CV and interview  

When it comes to increasing your chances of interview success, the STAR method (sometimes referred to as CAR – Context, Action, Result) has likely crossed your path – offering a structured way to frame your answers. But there’s more to this framework than meets the eye. In this blog, we’re delving into a holistic application of the STAR method, extending its benefits from interviews to enhancing your curriculum vitae (CV).  It’s all about creating a compelling story that summarises your journey, skills and impact. 

Action as a bridge to success 

Most of your interview responses should revolve around the “A” – Action and “R” – Results. In our last blog, we focused on Action and explaining the “how.” This delved into your success stories, emphasising your role, the process you designed, and the collaborative efforts you undertook. By shedding light on your contribution, you present a well-rounded picture of your capabilities. 

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Mastering the action element of the STAR technique

Mastering the interview: Elevating the Action element of STAR 

When it comes to interview preparation, there’s a critical factor that can make or break your success – the ‘Action’ component of the STAR technique. If the mere thought of an interview triggers a flurry of butterflies in your stomach, don’t worry. This blog will arm you with the essential tools that will transform you into that standout candidate. 

The STAR technique 

Chances are, you’re familiar with the STAR technique – Situation, Task, Action, Result. However, let’s unveil a hidden gem within this methodology: the true magic resides in the “how” and “why” – the Action and Result elements of STAR. We will cover the R section in the next blog but for now, let’s focus on A for action. This is where your success story takes centre stage, where your skills and experiences shine brightly, positioning you as an exceptional candidate. 

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Personal development in a VUCA world

The term VUCA has been used for a while now to describe the modern business world.  Originally coined in the US Military to describe the uncertainty of the post 9/11 world, futurist Bob Johansen adapted the term for the business world in his 2009 book Leaders Make The Future 

There are many forces at work which lead to the instability and turbulent nature of the business world: the downturn in the economy, the Covid-19 pandemic, the current energy crisis, changes in legislation and politics, the innovations in technology, rising costs, changing customer demands and the climate crisis  – all factors that help create a VUCA world – volatile, uncertain, complex and ambiguous – an ever-changing, complicated, unclear world.    Continue reading “Personal development in a VUCA world”

Getting the most out of semi-retirement

More people than ever before in the UK are making the decision to retire early. Since the Covid-19 pandemic, there has been a significant uptick in the number of 50 to 64 year olds choosing to retire – a trend which has been noted by the House of Lords, prompting a report into the subsequent effect of shortages in the labour market.   

Although state pensions cannot be taken until the age of 66 (rising to 68 depending on a person’s date of birth), private pensions can be drawn from the age of 55. However, many people choose to ‘unretire’ – to retire from their career, but not to stop working altogether. Sometimes this is a purely financially driven decision; sometimes it’s because the person wants to carry on working in some capacity for other reasons. But whatever the motivating factor, semi-retirement is a growing trend amongst the older working population – and one that requires careful thought and consideration.  

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How to plan for retirement

It’s never too early to think about retirement plans, but I’m not talking about your pension (you’ll need to see someone qualified to do that). I recommend people have a plan about what to do with their life as well as for finances as they head towards retirement.  

With life expectancy on the rise, the period we will hopefully be able to enjoy in retirement potentially grows longer. Now, more than ever, it’s essential to make plans to ensure that our retirements are as comfortable – and enjoyable – as possible.  Continue reading “How to plan for retirement”

The 4 day working week – can it really work? 

The working week has started to look very different indeed. Increasingly, the traditional Monday to Friday commute to the office has been replaced by a variety of new set ups: homeworking, hybrid working, hot desking – the buzzword is ‘flexibility’. As younger generations enter the world of work, bringing with them new expectations, competition to secure the best people has meant that organisations who refuse to consider different approaches to working risk being left behind.  Continue reading “The 4 day working week – can it really work? ”

How to retain your talent through career coaching

If you, like many other businesses, you are struggling to retain your talent right now, then career coaching could be the answer. 

Why is it important to retain your people? 

According to news reports, job vacancies have hit a record high as employers continue to struggle to fill roles. In such a fast-changing job market, it’s no wonder organisations are focusing on why employee retention is important.    Continue reading “How to retain your talent through career coaching”

How to build a career in a new industry

The interview process is done and dusted, references all taken up and the contract’s been signed – now you need to know how to build a career in a new industry. Your new job might be a familiar role, but if you’re moving sector, there may well be a lot to learn and assimilate. In this previous blog I gave tips for switching industries, but now you’ve landed the job, how do you establish yourself in a new sector?   Continue reading “How to build a career in a new industry”

How to get noticed in a new industry

With the job market more buoyant than ever, if you’re looking for a new challenge, now is a great time to look at changing industries. Many roles are directly transferable across different industries – and plenty mean you’ve developed transferable skills. Changing industries can directly benefit your career, but might seem like a daunting prospect. There are, however, steps you can take pre-application to help put you in the frame in a new industry, without feeling inauthentic.   Continue reading “How to get noticed in a new industry”

Quiet quitting – shortcut to work-life integration or fast-track to career suicide?

If you’ve been anywhere near the internet, especially LinkedIn, recently, you will have seen plenty of content about quiet quitting – but is it a shortcut to work-life integration or a fast-track to career suicide?  

The answer, as you can imagine, is not straight-forward.   Continue reading “Quiet quitting – shortcut to work-life integration or fast-track to career suicide?”

Why employee retention is important

In a fast-changing job market with roles harder to fill than ever, it’s no wonder organisations are focusing on why employee retention is important.  

With estimates of the cost of recruiting a new person into a role ranging from £7,000 to more than £22,000, being able to hold on to your people, even for a little bit longer, makes financial sense.  

From a cultural point of view, having a stable group of employees gives you more chance of having an embedded and secure culture than if there’s a constantly revolving door. 

And recent research publicised by the World Economic Forum links employee turnover to decreases in product reliability in the manufacturing sector  Continue reading “Why employee retention is important”