The Radical Candor Guide to Leading Through Uncertainty
Leaders are facing one of the most challenging environments in recent memory — navigating tariff shocks, inflation pressures, and the lingering effects of an uncertain economy. In times like these, it’s tempting to default to silence or sugarcoat hard truths.
Economic pressure often brings out the worst in leadership. It’s tempting to retreat into a mode where you say what’s easiest, not what’s truest. Maybe you’re exhausted from fighting fires, and you avoid difficult conversations about missed deadlines or morale issues.
Maybe you say someone is “doing fine” when they’re not — because you just can’t deal with more conflict. I’ve been there. It’s what I call Manipulative Insincerity — when you neither care personally nor challenge directly. And while it might feel easier in the moment, in the long run it hurts everyone. A two-minute conversation now can prevent a two-month spiral of confusion and mistrust.
During volatile times, your team is already anxious. If you’re vague or absent, they’ll fill in the blanks with worst-case scenarios. Now more than ever, we need Radical Candor — communication that’s clear, kind, and rooted in trust.
Transparent Communication Builds Trust
Radical Candor creates an environment where people know where they stand and don’t have to waste energy wondering what’s really going on. It eliminates the anxiety that comes from uncertainty and replaces it with the confidence that comes from clarity.
If you need to communicate some hard truths to your team, begin by scheduling a meeting and being honest about where things stand. For example:
“I’ve asked for this meeting because I want to be transparent about our current situation. As you’re aware, we’re facing economic headwinds that are affecting our industry. I want to share what we know, what we don’t know yet, and how we’re planning to navigate through this period.”
Present the facts clearly, including:
- The specific challenges you’re facing
- How these challenges might impact the business
- Multiple scenarios with financial projections for each one
- What these scenarios could mean for the team
Validate People’s Feelings
There are fewer faster paths to Manipulative Insincerity than imagining you can control another person’s emotional reactions or maneuver around them. If you’re a person who can’t bear emotion, don’t put the burden on the other person not to cry or yell or get defensive.
If you tell somebody they can’t have a particular emotional reaction, it becomes almost inevitable they will have that reaction; your injunction is likely to elicit the very emotions you most fear.
To build Radically Candid relationships, acknowledge emotions and react compassionately. For example:
“I understand this information might be causing anxiety. These are uncertain times, and it’s perfectly normal to be concerned about what this means for you personally and professionally. I want you to know that I care about each of you, not just as employees but as people with lives, families, and responsibilities outside of work.”
Invite Questions and Feedback
The simplest path to successful management — particularly during challenging times — is often the least obvious: ask others what they think. This isn’t just about asking your peers; it’s about asking your team — the people who report to you — what they need to be successful, how you can help, and especially, asking them to criticize you.
Remember, lack of information often leads people to assume the worst. By inviting creating an open dialogue, you help prevent these negative assumptions from taking root. Inviting questions and feedback is a cornerstone of Radical Candor and essential for building trust. When you actively solicit input from your team, you demonstrate that you value their perspectives and care about them as people, not just as employees.
After sharing difficult information, open the floor for questions and feedback. For example:
“Now I’d like to hear from you. What questions do you have? What concerns are top of mind? What do you need from me to help you navigate this period? I may not have all the answers right now, but I promise to be honest about what I know and don’t know.”
When you invite questions and feedback, you create psychological safety — an environment where people feel comfortable raising important issues not only during a crisis but every day. This psychological safety is the foundation of innovation, creativity, and effective problem-solving.
Not sure where to start? Use a “go-to question” to encourage candid feedback. For example:
“What’s something I can do to make things easier for you during this time?” or “What’s something I’m doing that’s making things more difficult for you?”
By inviting questions and feedback, you’re not just gathering information — you’re building a culture of Radical Candor where everyone feels valued, heard, and empowered to contribute to the team’s success, especially during challenging times.
Outline Next Steps and Commitments
Clearly outline what you’re going to do next. For example:
“Here’s what I commit to you: I will share new information as soon as I have it. I will be available for one-on-one conversations if you prefer to discuss your specific situation privately. We will have weekly updates on Thursdays to keep everyone informed about where things stand.”
Identify what work still needs to be done, but also what work people could stop doing during this period, recognizing that the situation puts different burdens on different people.
Refine Your Skills
Need more support? Sign up for our next public Radical Candor Workshop May 9, 9–11 a.m. PT 👉 Sign up
Your registration also gives you membership to our Radical Candor Community so you can continue to confer with a candor cohort long after the workshop is over. Find additional dates here.
Remember, at its core, Radical Candor is about building relationships strong enough to handle reality — even when that reality is hard. Lead with Radical Candor — and trust your team to rise with you.
Radical Respect is a weekly newsletter I am publishing on LinkedIn to highlight some of the things that get in the way of creating a collaborative, respectful working environment. A healthy organization is not merely an absence of unpleasant symptoms. Creating a just working environment is about eliminating bad behavior and reinforcing collaborative, respectful behavior. Each week I’ll offer tips on how to do that so you can create a workplace where everyone feels supported and respected. Learn more in my new book Radical Respect, available wherever books are sold! You can also follow Radical Candor® and the Radical Candor Podcast more tips about building better relationships at work.
