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When we interact with people in our lives, two factors are key to efficient communication: candor and consideration. These two traits are incredibly powerful when paired together.
On the flip side, we can be hard to collaborate with if we’re low in one.
Most of us tend to have more of one than the other (and you probably know which one you prefer!).
You’ve probably seen (or experienced) this in real life.
Maybe you’ve been in a meeting where you were discussing a report, article, or other piece of work, and someone immediately shot it down without realizing that the person who submitted the project is just looking at their hands in their lap, crestfallen.
Or maybe, in a similar meeting, you saw a potential problem with a situation, but you didn’t say anything because you didn’t want to hurt someone’s feelings or “step on any toes.” And when that problem cropped up after the direction was implemented, you felt bad for not saying something sooner.
These are examples of candor and consideration to the detriment of the group.
The thing is, we want to be high in both. If you’re lacking in one, you might come off as forceful or pushy, or you won’t speak up when you actually need to.
It’s also possible to be low in both, which might look like passive aggression or quiet resentment, which can be outright damaging.
Here’s why these traits are important and how you can develop more of both.
Candor and Consideration
First, what are candor and consideration?
Candor
Candor is passionately sharing what you’re seeing. It’s honesty and a willingness to engage in discourse.
We want you to have candor and be honest about what you’re seeing. But if someone is high in candor and low in consideration, they might be argumentative and care more about the debate and the argument than actually progressing.
You can learn to present your thoughts in a way that’s candid AND considerate of others’ feelings.
Consideration
Consideration is passionately seeking what others are seeing. It’s also being aware of your impact on others. Yes, this means thinking of their feelings, but also respecting differing viewpoints.
Consideration doesn’t mean that you can’t be loud and passionate. It means you’re humble, and intensely curious because you really want to understand their perspective.
When someone’s high in consideration and low in candor, that person might not speak up even when they have an idea or concern. They’re afraid of stepping on toes or causing conflict. This can slow down progress because we aren’t getting that person’s input when it could be really helpful and valuable.
Conflict Can Be a Good Thing
“Conflict is frequent because candor is safe.” -Margaret Heffernan
Both of these traits are extremely valuable when working through conflict.
Conflict can actually be a healthy thing, as long as we’re working through that friction and getting to the win-win solutions on the other side.
Candor allows us to address issues, explore, and develop understanding. Consideration helps us work through that friction and function as a team where people care about and respect each other.
The discovery that results from friction allows us to grow and progress!
How to Build More Candor AND Consideration
Figure Out Where You’re Weaker
Identify which direction you naturally lean toward, then focus on the Redmond core values (Passion for Contribution, Occhiolism, Ubuntu, Reflection, and Renewal) that strengthen the one that could use some work.
The second step is to increase both, once you have a good balance.
Lean into our core values
Occhiolism and Ubuntu are helpful if you need to develop more consideration and curiosity.
Passion for Contribution can help if you need to develop candor. Remember, speaking up is a contribution!
Build bonds with your teammates
It feels safer to share (candor) and easier to be more considerate of others when you have a good relationship with your team, and we all know we’re in this together.
Curiosity: The third alternative
Instead of getting defensive or trying to “win”, get curious about what you’re missing. Get curious about other people’s perspectives. Get curious about where friction can lead.
We love the story of the Chinese Farmer, whose horse ran away. His neighbors came to him and said “We’re so sorry, that’s terrible!” and he simply responded “Maybe.”
The next day, the horse returned, but he brought friends: seven beautiful wild horses. The neighbors all said “What a blessing!” The farmer replied “Maybe.”
The next day, the farmer’s son broke his leg while trying to tame one of the horses. The neighbors said “Oh no, that’s awful.” The farmer simply said “Maybe.”
The following day, conscription officers came to the village to draft people into the army, but his son was excused due to his injury. “How wonderful!” the neighbors exclaimed. “Maybe,” said the farmer.
The Chinese farmer suspended judgment and remained curious about the future, even in the face of seeming misfortune. We try to approach life with this same curiosity.
Ask “why” more often with the goal of understanding rather than challenging. Get curious about what others are thinking and feeling, and about what happens when you speak up. That’s a great place to start!
More Tips for Building Candor and Consideration
If you’re low on CANDOR:
- Remind yourself that “Contribution means sharing what I’m seeing.”
- Pay attention to what you pay attention to (and realize that no one else pays attention to the same thing you do—so you need to share what you're seeing!
- Get curious about the system and process you’re a part of and how your perspective can be helpful in our process improvement efforts.
If you’re low on CONSIDERATION:
- Seek first to understand, then to be understood.
- Before you speak, practice asking yourself “Is this helpful?” and if the answer is “yes,” follow up with “How is it helpful?” and “How can I express this in the most helpful way?”
- Get curious about what others are seeing
- Get to know your team members and ask them what their love languages/personality profiles are so that you can honor each person.
Why bother?
Here’s a great example of the power of candor and consideration.
In 1987, the Montreal Protocol took effect. This treaty required that CFCs (chlorofluorocarbons that were negatively impacting the ozone layer) be phased out.
Now, this was a tall order, because no one knew if we could find a suitable replacement for CFCs in the manufacture of aerosols, solvents, and refrigerants. (And no one wanted to quit using air conditioning or refrigerators.)
Luckily, an engineering team led by Frank Malsen took on the challenge.
First, they adopted these three principles.
Malsen said, “There will be no stars in this team. We need everybody. Everybody has a valid perspective. Second, we work to one standard only: the best imaginable.”
If that’s not a call for both candor and consideration, we don’t know what is.
And the third principle? Malsen told his boss, Geoff Tudhope, to take a backseat to give the team some breathing room. Tudhope still listened, advocated for the team, and made sure these principles were being honored, but he ultimately gave the team free rein. He helped create an environment where candor, consideration, and collaboration could thrive.
The result? This group found a replacement for the harmful CFCs.
THAT is the power of candor and consideration. It doesn’t matter who gets the credit. It’s about the outcome.
Candor, Consideration, and Great Work
Developing high levels of candor and consideration isn’t easy for most people.
We do this because it’s important. Relationships are important. Our mission to elevate the human experience is important.
Candor and consideration are necessary for producing great work, and the best imaginable outcome. We need everyone’s voice and everyone’s perspective.
Building candor and consideration is worth the effort!
