Kim Scott: evaluation

Transcript context

…So following that thread, I imagine the reason you didn't tell him early, and most people don't do this well, is many people are, you can maybe call them people pleasers. I'm a recovering people pleaser, I'll say. It's just hard to give people hard feedback. You want people to like you. It's not a natural state for a lot of people. What do you find helps people get over this kind of need to be liked as a leader and helps them be more candid? I think that one of the things that was helpful for me anyway, so you can tell me if it's helpful for you, was realizing that my job was not to be liked. My job was to care about other people and to get out of my own head and to become others focused is what helped me kind of let go of the need to be liked. I think that also as a woman, I think there was something extra, as my teenage children would say, there was something extra for me because the sort of likability- competence bias that a lot of women face pushed me, especially early in my career, in the wrong direction on challenge directly. And it made it much harder for me to, because often I would say something and I would say it even more gently than my colleagues who were men, but people would say, "Ah, Kim is a real whatever." And they weren't saying, Kim is obnoxious. I was being unjustly accused of obnoxious aggression and it wasn't obnoxious or they were accusing me of being bossy or or abrasive or whatever. And it's really hard. I would also say when it comes to eliciting feedback, it's really important to be open to it and it's really important to separate the wheat from the chaff from the feedback you're getting. So in this example of Bob, say you were to do it now, what would you do differently other than give him feedback earlier? Is there something you've learned about just how you would've phrased it or approached it?…

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