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Book Review: Radical Candor

Posted on by Rosemarie in Communication

I’ve lost count of how many times I’ve read Radical Candor by Kim Scott – well, at least four that I can recall. And every time, it brings something new into focus. It’s one of those rare business books that doesn’t just teach a concept; it challenges you to apply it, refine it, and live it in every leadership interaction.

For those unfamiliar, Radical Candor is built on a deceptively simple idea: great leaders challenge directly while caring personally. Scott maps out a framework that helps leaders strike the right balance between empathy and honesty, making difficult conversations more productive instead of demoralizing. It’s the antidote to the all-too-common traps of ruinous empathy (when you’re too nice to be clear) and obnoxious aggression (when you’re blunt without regard for the person on the receiving end).

This book has been a cornerstone in my own leadership journey. As someone who leads directors and managers, I’ve seen firsthand how easy it is to fall into patterns of avoiding hard truths or delivering them too harshly. Personally, my natural tendency leans toward being too soft, choosing kindness at the expense of clarity. Scott’s mantra, clear is kind, is a powerful reminder that avoiding difficult conversations doesn’t serve anyone in the long run. By softening feedback too much, you might risk leaving people uncertain about what needs to change, which ultimately hinders their growth and performance.

A few key takeaways that stood out to me this (fourth? fifth?) time around:

  • Radical Candor is not a license to be a jerk. There’s a difference between being clear and being cruel. The goal isn’t to be brutally honest but to be constructively direct.
  • Feedback is a gift, not a weapon. When done right, it builds trust instead of eroding it. Creating a culture of feedback takes intention, consistency, and a willingness to model it yourself.
  • Leadership is about relationships, not power. The strongest teams thrive on mutual respect and open dialogue. The best leaders don’t just correct mistakes, they coach people to grow.
  • Balancing kindness with clarity is key. If you naturally lean toward being too empathetic, remember that directness, when delivered with care, isn’t unkind. It’s actually the most respectful thing you can do for your team.

Each time I revisit this book, I gain renewed clarity. I learn more about how I want to show up as a leader, and the type of leadership I hope to inspire in others. It’s the type of read that sticks with you long after you turn the last page, and it’s why I’ll probably find myself picking it up again in the future and why I’ll continue to recommend this book to others.

Have you read Radical Candor? What stood out to you? I’d love to hear how it’s shaped your leadership approach.

Book Review: Likeable Badass

Posted on by Rosemarie in Leadership

What does it mean to be both likeable and a badass? In Likeable Badass: How Women Get the Success They Deserve, Alison Fragale tackles this question head-on, offering research-backed insights on how women can navigate workplace dynamics, build confidence, and command respect without sacrificing their authenticity. This book challenges the outdated notion that being assertive makes a woman unlikeable while being agreeable makes her ineffective. Instead, Fragale provides practical strategies to balance warmth and competence, allowing women to lead with both power and authenticity.

Confidence is something anyone can learn, not just something you’re born with. You can develop confidence through practice and experience. Fragale emphasizes that true confidence comes from preparation, self-awareness, and action rather than simply “faking it until you make it.” Confidence-building starts with small wins. Whether it’s speaking up in a meeting, negotiating for a raise, or taking on a stretch project, consistently stepping outside your comfort zone strengthens your ability to project confidence naturally. Leaders can also foster confidence in their teams by providing clear feedback, mentorship, and opportunities to succeed.

Women often face the challenge of being seen as either too nice, and not taken seriously, or too assertive, and seen as difficult. Fragale provides research-backed strategies to navigate this, emphasizing that success doesn’t require choosing one over the other. Striking the right balance between warmth and authority can improve leadership effectiveness. Using humor, expressing genuine interest in others, and showing vulnerability when appropriate can make assertive communication more palatable, especially in male-dominated environments. Leaders can also challenge biases in their organizations by evaluating how feedback is given. For example, consider whether women in your workplace are being told they need to be nicer, while men are praised for the same directness.

How you say something is just as important as what you say. Fragale highlights the importance of tone, body language, and framing when delivering messages. Being direct doesn’t mean being rude. Using “I” statements, maintaining open body language, and strategically pausing for emphasis can enhance your presence. When delivering difficult messages, pairing confidence with warmth, like using an encouraging tone while providing constructive feedback, can make your words more effective.

Traditional leadership models often favor extroverted, dominant personalities, but Fragale argues that influence isn’t about being the loudest; it’s about being strategic. Thoughtful, well-timed contributions can be just as powerful as constant visibility. If you’re naturally introverted or prefer to observe before speaking, you can still build influence by being intentional about when and how you contribute. Preparing key points in advance, leveraging written communication, and forming strong one-on-one relationships can all enhance your ability to lead effectively.

After all your hard work in building a badass career, it’s important to own your success. Many women downplay their achievements to avoid seeming boastful, but Fragale stresses the importance of owning your success with confidence. Recognizing and articulating your value isn’t arrogance, it’s self-advocacy. Instead of deflecting praise, practice accepting compliments with a simple “Thank you, I worked hard on that.” When discussing achievements, focus on impact rather than effort (e.g., “This project increased revenue by 20%” instead of “I worked really hard on this”). Leaders can also encourage this behavior by celebrating team wins openly and ensuring credit is given where it’s due.

Likeable Badass is a powerful guide for women who want to excel in their careers without compromising who they are. By understanding the balance between confidence and likeability, mastering strategic communication, and owning their achievements, women can break past the barriers that hold them back.

What strategies have helped you navigate confidence and influence in your career? Let’s discuss in the comments!

Book Review: What Happened to You?

Posted on by Rosemarie in Human Behavior

I recently had the pleasure of listening to the book What Happened to You? Conversations on Trauma, Resilience, and Healing by Oprah Winfrey and Dr. Bruce Perry. This book is a compelling exploration of how early experiences shape our lives. Rather than asking, “What’s wrong with you?”, Winfrey & Perry reframe the question to “What happened to you?” a shift that fosters empathy, understanding, and healing. This perspective isn’t just relevant in personal growth and therapy; it also has profound implications for leadership, teamwork, and workplace culture.

Through a series of conversations with Oprah, Dr. Perry, a renowned neuroscientist, explains how childhood experiences shape brain development. Repeated stress or trauma in early years can create long-term behavioral patterns, often misinterpreted as personality flaws rather than adaptations to past experiences. As a corporate executive, I couldn’t help considering this at work in a professional setting. Instead of immediately labeling an employee as “difficult” or “unmotivated,” leaders can consider what factors, both past and present, may be influencing their behavior. This shift in perspective can lead to more productive conversations and better support systems for employees who may be struggling.

One of the book’s core lessons is that people need to feel emotionally and physically safe before they can engage in logical thinking or problem-solving. When someone is in a heightened emotional state, whether due to stress, burnout, or past trauma, their ability to process information and respond effectively is diminished. In the workplace, psychological safety is critical to the employee experience. Leaders who create a culture where employees feel safe expressing concerns, making mistakes, and asking for help foster a more engaged and innovative workforce. Instead of demanding immediate performance under pressure, good leaders recognize when to offer support, provide space, and help employees regulate stress before expecting peak performance.

Healing doesn’t happen in isolation. The book emphasizes the role of relationships in overcoming adversity. The more positive and stable relationships a person has, the better they can navigate challenges and build resilience. Likewise, strong workplace relationships improve collaboration, morale, and overall performance. Leaders and colleagues who build trust and open lines of communication create an environment where employees feel valued. Mentorship programs, team-building efforts, and informal check-ins can help strengthen these connections and improve workplace culture.

Behaviors often labeled as “unprofessional” or “uncooperative” may stem from past experiences rather than a lack of ability or effort. A person who avoids confrontation, struggles with feedback, or reacts defensively may be responding to deep-seated survival mechanisms rather than the immediate situation. When managing performance or addressing workplace conflicts, leaders should approach conversations with curiosity rather than judgment. Instead of immediately assuming an employee is being difficult, asking questions like “What’s going on?” or “How can I support you?” can lead to more constructive outcomes. Empathy and patience often yield better results than strict discipline or punitive measures.

Resilience isn’t just about toughness, it’s also about adaptability and support. People who have a strong network of support and access to positive experiences can better navigate stress and setbacks. Organizations that prioritize mentorship, constructive feedback, and continuous learning create employees who are not just surviving but thriving. Providing professional development opportunities, promoting work-life balance, and recognizing employees’ efforts all contribute to building a resilient, engaged workforce.

What Happened to You? is more than a book about trauma, it’s a guide to fostering understanding, resilience, and meaningful connections. Whether you’re a leader, a mentor, or simply someone striving to create a more supportive environment, the lessons in this book can help you reframe challenges with empathy and build stronger, more resilient teams.

Have you read What Happened to You? How did it impact your perspective on leadership, teamwork, or personal growth? Let’s discuss in the comments!

Book Review: Revenge of the Tipping Point

Posted on by Rosemarie in Human Behavior

Years ago, as a grad student exploring the nuances of change and influence, I found myself captivated by Malcolm Gladwell’s The Tipping Point. It wasn’t just a book; it was a blueprint for understanding how small actions can create monumental cultural shifts. So, when I heard about Revenge of the Tipping Point, I was both excited and cautious. Could a sequel to such a beloved book truly capture the same magic?

The answer, in my opinion, is a resounding yes.



In Revenge of the Tipping Point, Gladwell doesn’t simply revisit his original thesis. He reinvents it with fresh examples, updated insights, and an evolved perspective on how the smallest sparks ignite change in today’s hyper-connected world. While The Tipping Point laid the groundwork for understanding phenomena like “the stickiness factor” and the power of social connectors, this new installment goes further, exploring how these principles play out in an age dominated by social media, rapid technological advancement, and an increasingly globalized society.

Take, for instance, his analysis of the covid-19 pandemic or the opiod crisis. It’s not just about identifying what tipped the scales but also about understanding the mechanisms that sustained the momentum long enough to reshape industries and societal norms for decades yet to come.

Reading Revenge of the Tipping Point felt like revisiting an old friend with a surprising new story to tell. While I loved the original for its clarity and accessibility, this sequel resonates on a deeper level for anyone looking to lead change, whether in business, culture, or personal life. Gladwell reminds us that even the most massive cultural shifts often begin with a single moment, a single spark, and it’s the context we create around that spark that determines its legacy.

If you loved The Tipping Point, this is more than a nostalgic revisit; it’s an essential update. And if you’re new to Gladwell’s work, Revenge of the Tipping Point is a perfect entry point. It’s proof that the power of small changes is not just timeless but evolving, adapting to new environments in ways that continue to surprise and inspire.

Have you read Revenge of the Tipping Point? Or did The Tipping Point influence the way you think about change? I’d love to hear your thoughts in the comments below!

Book Review: Conscious Leadership

Posted on by Rosemarie in Leadership

Conscious Leadership by John Mackey asks, “What if leadership wasn’t just about profits or power, but about purpose?” John Mackey, co-founder of Whole Foods Market, was a delight to read. As someone who spends a lot of time thinking about leadership, both the practical and the deeply human sides of it, I found this book both challenging and affirming in unexpected ways.

In Conscious Leadership, Mackey builds on the principles of Conscious Capitalism, which he co-authored in 2013, diving deeper into the role of leadership in creating businesses that benefit all stakeholders. His central idea is that leaders have a responsibility to elevate their organizations beyond profit-seeking, emphasizing purpose, people, and personal growth. Mackey outlines ten key characteristics of conscious leaders, such as leading with love, cultivating emotional intelligence, and inspiring others through purpose. If you’re accustomed to leadership frameworks that prioritize efficiency and results, this perspective challenges you to expand your approach.

Mackey reminds us that great leaders don’t just ask “What?” or “How?”; they focus on “Why?”. Purpose creates alignment, fuels innovation, and gives meaning to work. At Whole Foods, their purpose was to “nourish the people and the planet.” As a leader in today’s increasingly conscious business environment, this takeaway felt relevant and urgent. Purpose isn’t an add-on; it’s the foundation!

One of the book’s strengths is its focus on the emotional and relational aspects of leadership. Mackey talks openly about the need to lead with love, which might sound soft to some but proves powerful in practice. Leading with love doesn’t mean avoiding tough decisions; it means approaching people with empathy, care, and respect. If you’ve read books like Daring Greatly by Brené Brown or Radical Candor by Kim Scott, you’ll see some thematic parallels. What stood out for me was Mackey’s ability to connect emotional intelligence to measurable organizational outcomes. Trust and employee engagement are measurable and important.

Mackey’s emphasis on personal growth resonated deeply with me. He argues that conscious leaders must commit to their own evolution, emotionally, intellectually, and spiritually, to effectively lead others. For anyone who has taken on a role that requires vision-setting, this rings true. Your team’s potential can only expand as far as your own willingness to grow. Mackey shares personal stories of his own growth as a leader, missteps included. His vulnerability made the ideas more relatable to me, showing that conscious leadership is a practice, not a destination.

Mackey’s vision of leadership is both aspirational and practical. His stories from Whole Foods provide tangible examples of conscious leadership at work, and I appreciated how he balanced idealism with actionable insights. That said, the book does at times veer into overly utopian territory. While Mackey’s philosophy is inspiring, some leaders may struggle to apply these ideas in organizations that are deeply entrenched in more traditional leadership models. I also found myself curious about other perspectives of this practice outside of Mackey’s own experiences, though the concepts themselves are likely universal.

If you’re a leader looking to redefine success for yourself and your organization, Conscious Leadership is worth your time. It’s especially valuable for those in executive or senior leadership roles where influence can have ripple effects. For me, Mackey’s reflections reinforced the importance of leading with clarity of purpose, concern for people, and the courage to challenge norms. Leadership isn’t just a title, it’s a responsibility to inspire, elevate, and impact.

Book Review: Over Work

Posted on by Rosemarie in Human Behavior

Over Work: Transforming the Daily Grind in the Quest for a Better Life by Brigid Schulte

Brigid Schulte’s Over Work is a timely and transformative read for anyone striving to find balance in an increasingly demanding professional world. The book dissects the entrenched systems and cultural expectations that fuel our overwork tendencies and provides a compelling vision for a more balanced, intentional approach to life and work.

As a new executive, I approached this book not just with curiosity but with a pressing need for clarity. Leading a team and setting the tone for how work is approached for an entire organization has heightened my awareness of how much our workplace cultures glorify busyness at the expense of true productivity and well-being. Schulte’s insights resonated deeply, offering a framework to rethink not only my personal habits but also the norms I help reinforce within my organization.

One of the book’s most striking revelations is the persistence of the “ideal worker” archetype – the expectation that the most successful employees are those who are constantly available, sacrificing personal time for professional advancement. In my own experience, stepping into my new role at work has only amplified this pressure. Schulte’s analysis reminded me that leadership is about outcomes, not optics, and that modeling healthy boundaries is critical to fostering sustainable productivity in my team.

Schulte doesn’t shy away from highlighting the systemic roots of overwork, particularly its disproportionate impact on women. As I reflect on my career, I’ve seen firsthand how societal expectations often burden women with invisible labor at home and in the workplace. Her call to action, to challenge these inequities and advocate for structural change, felt particularly urgent in my role as a leader who can influence organizational culture.

One of my leaders likes to say it’s about “work / life tradeoffs” not “work / life balance”. Keeping that in mind, this book’s pragmatic approach to combating overwork is one of its greatest strengths. From rethinking meeting structures to encouraging flexible work arrangements, Schulte provides actionable strategies that can benefit both individuals and organizations. Since reading the book, I’ve already begun experimenting with some of her suggestions, such as prioritizing deep work blocks over reactive tasks, and I’ve encouraged my team to do the same.

Reading Over Work coincided with my transition into executive leadership, a time when the stakes, and the demands on my time, have never been higher. It’s easy to fall into the trap of believing that success in this role requires perpetual availability and constant multitasking. Schulte’s work challenged me to redefine what it means to lead effectively.

For example, I’ve started asking myself more often: Am I modeling the type of work culture I want my team to emulate? There have been moments when I’ve caught myself emailing late at night or overloading my calendar, inadvertently signaling that this behavior is the expectation. After reading Schulte’s analysis, I’m more intentional about how I structure my time and communicate priorities, both for myself and my team. My teams status isn’t always green these days, and I try to remember to log out at a reasonable time, further signaling unavailability after hours.

Schulte’s call to reimagine work isn’t just about personal well-being, it’s about the collective need to challenge a culture that equates busyness with value. For executives, the stakes are even higher; we set the tone for how work is approached in our organizations. Over Work reminded me that leadership isn’t just about driving results but also about creating environments where people can thrive.

I think Over Work is essential reading for anyone seeking a more meaningful relationship with work. It’s a book that challenges us to confront not only our personal habits but also the broader systems that perpetuate overwork. For those in leadership roles, it’s a powerful reminder of the responsibility we hold to model a better way forward.

As I continue to navigate the challenges of leadership, Schulte’s insights remain top of mind. They’ve given me the tools, and resolve, to not only manage my own workload more effectively but also to foster a culture that prioritizes balance and well-being without compromising excellence. I highly recommend this book to anyone ready to rethink the way we work.

Book Review: Do Nothing

Posted on by Rosemarie in Human Behavior

In today’s world, where busyness often equates to success, Celeste Headlee’s Do Nothing: How to Break Away from Overworking, Overdoing, and Underliving provides a much-needed perspective on the cost of hustle culture. This book is a manifesto for reclaiming our humanity by challenging the habits that perpetuate overwork.

In her book, Headlee explores the historical and cultural factors driving our obsession with productivity, linking our self-worth to our achievements from the Industrial Revolution onwards. She demonstrates through research that prioritizing busyness negatively impacts our well-being and relationships. The central argument is that being busy does not equate to productivity, happiness, or fulfillment; in fact, it often results in stress, burnout, and a disconnection from what truly matters in life.

What sets Do Nothing apart is its actionable advice. Headlee not only highlights the problem but also offers solutions, focusing on mindfulness, prioritization, and the science of rest. Headlee argues that leisure is essential for a balanced life. By embracing intentional rest, we can recharge and engage more fully with our surroundings. In a world dominated by notifications and to-do lists, Headlee’s call to pause and question our relentless drive feels radical. This book made me reflect on my habits; am I working more out of desire or because of a societal narrative that demands it? Disentangling the two isn’t easy, but Headlee’s insights offer a starting point for self-reflection.

If you’ve felt overwhelmed by the relentless pace of modern life, Do Nothing offers validation and relief. It’s about finding a sustainable rhythm that allows you to thrive. With its blend of historical context, psychological research, and practical advice, this book is essential for anyone wanting to escape overwork and create a meaningful life. By the final chapter, you’ll understand the importance of doing less and feel empowered to make it a reality.

Have you read Do Nothing? What was your biggest takeaway? Share your thoughts in the comments!

Book Review: Unmasking AI

Posted on by Rosemarie in AI & Technology

I recently read Joy Buolamwini’s Unmasking AI: My Mission to Protect What Is Human in a World of Machines while on a road trip across Texas and Oklahoma. This book is a thought-provoking exploration of the biases and ethical challenges in artificial intelligence, and the audiobook version is wonderfully narrated by the author herself.

While listening to Joy Buolamwini recount her encounters with biased facial recognition systems, I found myself reflecting deeply on this topic. I thought about how this issue impacts the real world beyond the tech space, whether algorithms might be misidentifying individuals in law enforcement settings or excluding qualified candidates in hiring tools. These considerations weighed heavily on me as I had been preparing for a panel spot at a Women in Tech conference on Generative AI. One of the core topics of the conference was ethical challenges and inherent bias in AI. During the conference panel, I shared how tools like generative AI have tremendous potential, but they are only as good as the data and people behind them. Buolamwini’s stories reminded me that solving bias is not just a technical problem but a moral one. As we embrace AI, we need to amplify uniquely human skills like empathy, ethical reasoning, and creativity.

Buolamwini’s first hand experiences with the Algorithmic Justice League underscore the real-world consequences of biased algorithms, particularly for marginalized communities. Her call for accountability and fairness aligns with the themes I discussed during the conference; how uniquely human skills and ethical considerations remain essential in this AI-enhanced era. The burden of responsibility lies with the companies leveraging AI systems to ensure ethical considerations are met, and bias is minimized.

I use AI tools regularly in my work and personal life. I enjoy the shortcuts it provides but I’m keenly aware of its biases and limitations. For me, the content AI tools generate is merely a starting point for my uniquely-human creative process. To that end, I truly believe AI shouldn’t replace us, rather it should be used as a tool to help us become more efficient. We can use it to offload some of the more mundane tasks, allowing us to focus on the complex work that drives progress.

If Buolamwini’s work teaches us anything, it’s that we all have a role to play in shaping the future of AI. Whether it’s asking critical questions about the tools we use, supporting organizations like the Algorithmic Justice League, or pushing for diverse representation in tech spaces, we can – and must – ensure technology serves everyone, not just a privileged few.

Vulnerability is a Leadership Discipline

Posted on by Rosemarie in Leadership

What does it really take to lead well when the outcome is uncertain, the work is highly visible, and failure affects more than just you?

Those are some of the questions I return to whenever I step into something new. Every new opportunity brings energy and possibility, but it also brings exposure and vulnerability. There is no way to fully lead from the sidelines. At some point, you have to enter the arena before you know exactly how things will unfold.

That is why I return to Daring Greatly by Brené Brown at the beginning of every new professional chapter. My first professional mentor gave me a copy when I graduated from our formal mentorship program, and it has stayed with me ever since. I have read it many times, but I revisit it most intentionally when I need a reset. When I stepped into my first executive role, it was one of the first books I picked up again.

What continues to challenge me most about Brown’s work is the idea that vulnerability is not something leaders should outgrow. It is something they have to practice. That still feels counterintuitive at times. Leadership is often associated with certainty, polish, and quick answers. But Daring Greatly argues for something more demanding: the courage to show up fully, take meaningful risks, and stay engaged through the uncertainty, feedback, and discomfort that accompany worthwhile work.

That idea matters because leadership is not only about having a strong point of view. It is also about creating the conditions where others can contribute honestly. In practice, that means naming uncertainty instead of pretending to have every answer. It means asking better questions, inviting dissent, and making room for learning. Teams do not build trust because leaders appear infallible. They build trust when leaders are clear about their values, transparent about tradeoffs, and willing to engage in difficult conversations rather than avoid them.

One of the most practical lessons I have carried forward is this: treat vulnerability as a leadership discipline, not a personality trait.

Like any discipline, it requires intentional practice. Build routines that make candor both safe and useful. Ask what others are seeing that you may be missing. Reward thoughtful risk-taking, not just flawless execution. Address tension while it is still productive, before it grows into dysfunction.

Vulnerability also requires discernment. Not every criticism deserves equal weight. The voices that matter most are not always the loudest; they are the ones willing to step into the arena, engage honestly, and help move the work forward.

For those reasons, Daring Greatly continues to sit close by, both literally and figuratively. I also keep a framed copy of Theodore Roosevelt’s Man in the Arena speech in my office as a reminder of where to focus my attention. It reminds me to value the people who are willing to wrestle with difficult problems, contribute to meaningful work, and keep showing up when the path forward is unclear, while letting go of the judgments of those who choose to remain on the sidelines.

Every time I return to this book, I find myself asking the same question:

Where am I being invited to lead more courageously, not because I have certainty, but because the work matters enough to step into the arena anyway?