Promotions Gone Wrong? Why False Promises Wreck Trust at Work 6 | 46

Radical Candor: Communication at Work

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5M ago 21:07

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(00:00:00) Introduction
(00:01:45) The Promotion Predicament
(00:05:00) Missteps by the First Manager
(00:08:20) The Boss’s Boss Blunders
(00:09:36) Advice for Employees
(00:12:29) Addressing Subjectivity in Promotions
(00:14:54) Navigating Difficult Conversations
(00:18:19) A Call for Transparent Processes
(00:20:30) Conclusion
Missed promotions, broken promises, and the fallout that follows.
Promotions gone wrong? Yeah, it’s a thing. On this episode, Kim and former Twitter CEO Dick Costolo tackle a listener’s tale of missed opportunities, broken promises, and a management team that just can’t get it together. From the cringe-worthy red flags to the frustrating aftermath, they explore how leadership missteps can wreak havoc on trust and motivation. Tune in for sharp insights, practical advice, and a whole lot of “what NOT to do” when navigating messy workplace dynamics. If you’ve ever felt stuck in a system that doesn’t seem to work, this episode will help you find your way forward.
Get all of the show notes at RadicalCandor.com/podcast.
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Chapters:

(00:00:00) Introduction
Kim Scott introduces Dick Costolo, former Twitter CEO and stand-up comedian.

(00:01:45) The Promotion Predicament
A listener's dilemma about missing out on a promotion.

(00:05:00) Missteps by the First Manager
The mistakes of the listener's first manager, focusing on false promises.

(00:08:20) The Boss’s Boss Blunders
The dismissive and damaging responses from the listener's boss’s boss.

(00:09:36) Advice for Employees
Strategies for employees to clarify expectations with management.

(00:12:29) Addressing Subjectivity in Promotions
The challenge of fairness and transparency in dynamic organizations.

(00:14:54) Navigating Difficult Conversations
The value of candid, constructive dialogue over avoidance in leadership.

(00:18:20) A Call for Transparent Processes
How structured processes can prevent workplace dissatisfaction.

(00:20:30) Conclusion

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