New and Notable Titles From
HR Magazine’s Book Blog
Radical Candor: Be a
Kick-Ass Boss Without
Losing Your Humanity
(St. Martin’s Press, 2017)
By Kim Scott
The best bosses care
enough about their team
members to be disliked
by them at times. That’s
not their goal, of course, but it’s an inevi-
table consequence of taking the manage-
ment approach espoused by author Kim
Scott, who encourages bosses to both care
deeply about the people who report to
them and let them know when they don’t
see eye to eye.
Only exceptional managers will put in
the effort—and be willing to withstand the
discomfort—of confronting those on their
team when things aren’t going well, says
Scott, who was a manager at Google and
Apple before starting her own company,
called Candor Inc.
In the words of former Secretary of
State Colin Powell, whom she quotes in
the book, “Being responsible sometimes
While the term “radical candor” has
been bandied about in the business press
as shorthand for a kind of blunt-verging-
on-rude management style, that’s not
what Scott is proposing. What’s “radical”
about her approach is that it embraces
something most people have been conditioned to avoid at all costs—stating what’s
on their minds, clearly and directly.
The Leadership Gap:
What Gets Between You
and Your Greatness
By Lolly Daskal
The difference bet ween
good leaders and great
ones is the power to embrace uncertainty
during challenging times, says author and
leadership consultant Lolly Daskal. To tap
that ability, they need to understand the
seven archetypes of leadership that most
successful leaders embody—and their
gaps: Rebel, Explorer, Truth Teller, Hero,
Inventor, Navigator and Knight.
When faced with challenges and
uncertainty, it’s not uncommon for leaders to be debilitated by the shadow side of
the very traits that made them successful.
• Rebels have the confidence to forge
for ward, but they can feel like imposters
and have self-doubt.
• Explorers use their intuition to find
solutions, but they can become exploiters
who manipulate others.
• Truth Tellers speak with candor, but
they can become deceivers who create
To excel, leaders need to deliberately
rethink what they know and don’t know
and use this new perspective to evolve
into the optimal version of themselves.
High Velocity Hiring:
How to Hire Top Talent
in an Instant
By Scott Wintrip
Hiring has long been
rooted in fear—fear
of getting it wrong.
That’s because making a mistake can be
costly. Out of caution, many businesses
have expanded and intensified the hiring
process. Now, filling one job can take
weeks or months, all in an effort to get it
right the first time.
But author and consultant Scott
Wintrip says there’s a better way to hire.
Leaders must constantly cultivate talent
rather than waiting until a seat is empty to
look for a replacement.
This approach requires leaders to plan
ahead and line up capable people before
they’re needed. And everyone—
executives, hiring managers, HR professionals
and recruiters—must be involved in the
“Do you know the demographics of your last ten involuntary terminations, or your
discharges in the last six months? In the last year? If not, you should. It is a proactive
practice to track and monitor at least the age, race, and sex of employees who have been
—Christine V. Walters, SHRM-SCP, From Hello to Goodbye: Proactive Tips
for Maintaining Positive Employee Relations (SHRM, 2017).
READ weekly posts from the HR Magazine Book Blog: www.shrm.org/bookblog
—Compiled by John Scorza