<?xml version="1.0" encoding="utf-8" standalone="yes"?><rss version="2.0" xmlns:atom="http://www.w3.org/2005/Atom"><channel><title>Kim Malone Scott on SummaryShelf</title><link>https://summaryshelf.app/authors/kim-malone-scott/</link><description>Recent content in Kim Malone Scott on SummaryShelf</description><generator>Hugo</generator><language>en-us</language><lastBuildDate>Tue, 09 Sep 2025 00:00:00 +0000</lastBuildDate><atom:link href="https://summaryshelf.app/authors/kim-malone-scott/index.xml" rel="self" type="application/rss+xml"/><item><title>Radical Candor</title><link>https://summaryshelf.app/radical-candor/</link><pubDate>Tue, 09 Sep 2025 00:00:00 +0000</pubDate><guid>https://summaryshelf.app/radical-candor/</guid><description>&lt;p&gt;Good management lives at the intersection of two things people usually treat as opposites: genuinely knowing the people who work for you, and telling them plainly when their work misses. Kim Scott calls that intersection Radical Candor — caring personally while challenging directly, at the same time, in the same breath. The most common way managers fail isn&amp;rsquo;t cruelty. It&amp;rsquo;s the opposite: softening the hard truth out of affection, which quietly damages the very person you were trying to spare.&lt;/p&gt;</description></item></channel></rss>