What is candor? Speaking one&#x27;s mind?  Revealing one&#x27;s deepest thoughts? Mentioning things that you know some people won&#x27;t want to hear?<p>When we think of candor we imagine a straight-talking cowboy type, or a brash New Yorker, or a direct and confident woman, etc.  These images make us feel that if only we could tell it like it is all the BS would go away.<p>What candor really means is being unguarded.  Think candid camera.  We are candid when we make no pretense and avoid posturing, when we keep it real. This means we don&#x27;t tailor our perspective and behavior to get a specific result or to seem impressive, we just do our own thing, like the victims of candid camera videos.<p>Real candor requires trust. Where organizations have major trust lapses is where candor seems the most lacking.<p>If a project is behind schedule, the organization should simply respond appropriately, which means either changing scope or changing the timeline. When there is finger pointing and pressure to lowball estimates, there is a trust breakdown from the outset.<p>If there is sufficient trust, there is no issue with candor because you just say what you want and everyone knows you are trying to make things better.  When trust breaks down, your words might seem critical or like personal attacks.<p>So having radical candor is great, but it means having radical trust.  It must be safe to be on either end of the candor event :)  That includes cases when a team member is not able to perform or when a team member wants a promotion that he&#x2F;she isn&#x27;t quite ready for.  It must be OK to be honest in either direction, which means the firm should respect it if the employee wishes to leave, and the employee should respect it if the firm isn&#x27;t happy with performance and there doesn&#x27;t appear to be a path to improvement.<p>All in all, having a systems mindset and a growth mindset goes a long way toward having a high trust culture.  But startups are at a disadvantage from the start since everyone is expecting a massive growth trajectory and in many cases founders are quick to blame mistakes on specific individuals to explain a bad quarter.  Having a culture of trust requires the team taking it on the chin and the board supporting and encouraging a systems approach.<p>So if your founder is the only one in board meetings, chances are that is because blame is being cast and deception is occurring on in both directions.