February 2, 2026
Radical Candor, Real Results
A culture of candor doesn’t happen by accident—it’s built on trust. This reflection breaks down why radical candour unlocks better ideas, quicker action, and more engaged teams.
Jack Welch, the former CEO of GE, said, “Lack of candor blocks smart ideas, fast action, and good people contributing all the stuff they’ve got. It’s a killer.” He’s not wrong. Candor transforms a work culture when it’s allowed to thrive.
Have you ever worked somewhere where no one would address the one problem holding a department or team back? Silence is usually caused by fear—fear of pushback or, worse, alienation. We’d rather have peace than progress. The fear of not being included makes us retreat from speaking up for truth. When that happens, workplaces become stagnant, and progress grinds to a halt.
Author Kim Scott, who wrote Radical Candor, states:
“Radical Candor really just means saying what you think while also giving a damn about the person you’re saying it to.”
Using candor means you care. You care about the organization, the process, and the people involved. A lack of candor often happens because we care more about ourselves—our status in the company and our own feelings. We’re all human, so I won’t lay fault at anyone’s feet.
To build an organization rooted in candor, leaders must first build trust. If people fear backlash for being honest, the room will stay silent. Employees will keep problems and broken processes hidden. But where trust is strong, candor can run free.
One thing must be clear: candor doesn’t mean being a jerk. You can be honest without being rude. Issues can be brought into the light without being inconsiderate of others.
At Ellis Adams Group, we pursue the practice of radical candor. That doesn’t mean we get it right every time—but it does mean we’re getting better because we’re trying. Here’s why candor is worth it.
Most people prefer to kick mistakes under the rug. If no one knows we messed up, no one can blame us. Candor pulls those problems out from under the rug.
What we’ve discovered is that most issues are either process problems or communication problems. Rarely are they people problems—though when they are, they require a candid conversation with the individual.
When broken processes and communication breakdowns are on the table, EAG gets better. When we get better, our clients receive better service and a more excellent product. The team is happier because roadblocks are addressed.
Candor works.
When people aren’t afraid to use their voice, ideas flourish. No one wants to present an idea to a crowd unwilling to listen.
A leader’s role is to cultivate trust and an environment of listening—one where anyone can share ideas on how to improve, grow the business, or increase efficiency. If better solutions aren’t emerging, you don’t have a culture of candor.
Bad processes and broken communication slow organizations down. Don’t be afraid to listen intently to what’s blocking sales, slowing cash flow, or hindering appointments.
As you listen, discern between legitimate roadblocks and excuses. Offer solutions. Clear the way. And most importantly—don’t squander candor by doing nothing. Let people see action being taken. That action builds trust, which leads to richer candor.
Candor works. That’s why it’s a core value at Ellis Adams Group.
Be honest.
Be authentic.
Be successful.
Use radical candor.
Creating Unparalleled Experiences,
Chris Adams
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