Navigating difficult conversations with Radical Candour

By Adi Solution Architect and Founder of ARC

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Hello and Welcome to Leadership Campfire! A newsletter by ARC.

Every 15 days, we’ll be in your inbox sharing stories, ideas and frameworks related to the vast concept of Leadership- and how you can apply them to become better leaders in your workspace and your life!

Why this topic?- Navigating difficult conversations.

Last week, we asked you about the challenges you are facing that you would like us to dedicate an edition to. We were grateful to receive so many insightful responses. A big thank you to each one of you, you know who you are

.In the coming weeks, we’ll be addressing these topics. (There’s a surprise for you at the end 🎉).

Right now, many organisations are going through their appraisal cycles—a time when tough conversations are inevitable. So today, let’s explore a leadership skill that can make any difficult conversation more meaningful.

Here. is an idea that might help you to Pause and Reflect.

One idea. Every 15 days.

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One Thing to Learn

Any conversation that makes you feel uneasy or nervous is often the one that needs to happen. It is almost like an indicator of an important conversation.

​Sometimes, when fear does not subside, one must choose to do it afraid.

Think of these conversations like fruit—if left too long, they turn sour, leaving a bad taste for everyone involved.

When left unresolved, these conversations breed tension and worsen over time. As leaders, the issues we ignore today only grow larger tomorrow.

Difficult conversations aren’t just about conflict. They include high-value discussions such as:

• Giving negative feedback
• Addressing unprofessional behaviour
• Handling workplace conflict
• Discussing pay raise or promotion denial
• Informing about layoffs or job termination
• Addressing unmet expectations in a team
• Confronting ethical issues or policy violations
• Addressing resistance to change
• Handling personal issues affecting work performance

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Navigating a lot of these conversations might come naturally to you as leaders, but sometimes you may also miss seeing the impact that conversation can have on the other person. But don’t worry, you aren't alone.

While our research team was doing some digging, they came across a stat:

Over 80% of workers have never received training on managing difficult conversations, leaving them ill-equipped to handle such situations effectively. (Source)​

But here’s a framework that can help.

One Thing to Apply

Radical Candor is a communication framework developed by Kim Scott that emphasises

→ Caring personally: Showing genuine concern for the other person.
→ Challenging directly: Being honest and direct about the issue.

The balance in this approach can make conversations more effective. Let’s dive deeper into it.

The Impact of it in the Workplace.

Avoids difficult conversations to spare feelings, leading to unaddressed issues. Example: A manager hesitates to correct poor performance to avoid upsetting an employee.

Impact on the workplace? Problems persist, performance declines, and resentment builds when issues go unaddressed.
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Encourages honest, empathetic discussions where feedback is clear and supportive. Example: A leader gives direct but compassionate feedback to help an employee improve.

Impact on the workplace? Fosters trust, accountability, and open communication, leading to a growth-oriented culture.
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Avoids honesty for personal gain or to maintain superficial harmony. Example: A manager pretends to support an employee but secretly undermines them.

Impact on the workplace? Creates a toxic environment where employees feel deceived, lowering trust and engagement.
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Gives harsh, blunt feedback without considering the recipient’s feelings. Example: A leader openly criticizes an employee’s work without offering guidance for improvement.

Impact on the workplace? Causes fear, defensiveness, and resentment, reducing collaboration and morale.

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​Now, let’s make this more practical.

One Thing to Share

4 ways to use Radical Candour in your Leadership Journey.

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​1. Providing Constructive Feedback

Difficult conversations often arise when addressing poor performance or behavioural concerns. The conversation can be made specific with actionable feedback while maintaining respect.

Example: Instead of saying, “You’re not meeting expectations,” a leader might say, “Your recent reports have had errors that slow down the team. Let’s work on a strategy to improve accuracy.”

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​2. Reducing Avoidance of Tough Discussions

Fear of conflict is something that stops us from having these conversations. Radical candour normalises direct yet caring communication, making it easier to address sensitive issues before they escalate.

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​3. Encouraging Open and Trust-Based Communication

When leaders practice Radical Candor consistently, employees feel safe to voice concerns and accept feedback without fear of judgment.

Example: A team member struggling with workload can openly discuss challenges without feeling defensive.

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​4. Balancing Empathy with Accountability

Radical Candor ensures that difficult conversations do not come across as harsh criticism or passive avoidance but instead promote accountability and support.

Example: Instead of saying, “You need to work harder,” a manager using Radical Candor might say, “I know you have a lot on your plate. How can we adjust priorities to help you succeed?”​
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Final thought: Why this matters

The best leaders don’t shy away from difficult conversations- they embrace it. The next time you find yourself hesitating, remember:

A tough conversation today prevents a tougher situation tomorrow.

What’s one conversation you’ve been avoiding?
This is your sign to have it.

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See you in 15 days.

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Until then, lead with courage.​
Regards Adi.

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Oh, and before you get back to what you were doing, I almost forgot your surprise! 🎉

All the topics you suggested last week have been consolidated on one Idea Board. Now, you can actively choose what you’d like to hear about in the next edition.

IDEA BOARD!

Bye.

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A bit about ARC and what we do... ARC (Adi Raheja and Co) is a decade-old consulting firm in the field of Organisation Development and Leadership Development. Clients partner with us for some of the most innovative and impactful interventions to develop leaders, teams and culture and strategy. ARC’s main purpose is to Bring Humanness back into Consulting. ​ Learn more