TLDR: Give people honest feedback, but make sure you have proven that you care about them first.<p>Unfortunately, this post&#x27;s strong no-bullshit language is contradicted by the substance and form of the message given (magic quadrant warning). It takes a long time on the windup and goes light on the proof.<p>The Sheryl Sandberg anecdote, which is trotted out as an example of effective candor, is actually a perfect example of a trivial correction made in the face of overwhelming performance. Not a hard thing in the realm of hard things.<p>All candor is radical, and partial candor is a lie ... of omission. So the radical is just branding, and so is the culture of &quot;guidance&quot;. Making up language is how academics and corporate gurus differentiate themselves, often needlessly.<p>Finally, there are deeper flaws in the idea of candor promotion:<p>* There is no one truth. We don&#x27;t always arrive at a consensus or an objective truth by airing our differences. So let&#x27;s be clear before embarking on that path, that we may just manage to create a very candid fog of strong opinions, as different subjective truths battle it out.<p>* In a culture that values candor, all liars are candid. That is, promoting candor does not solve the underlying dynamic, which is that one side will likely win and one will lose, and not every side is fighting for the right reasons.<p>* In a culture that values candor, bosses get to be candid first. That is, there is a real risk of feedback flowing from HQ to the trenches and not vice versa. Beware of candor as privilege.<p>Anyone who needs this type of advice should just go straight to &quot;The Hard Thing About Hard Things&quot; by Ben Horowitz. It&#x27;s all there, without the rebranding.