Candor isn’t cruelty—it’s kindness. I learned this lesson while managing teams in consulting, where giving honest feedback at work wasn’t just about calling out mistakes, but about helping people grow. At first, the idea of candor, especially as described by Jack Welch in Winning, felt harsh. After all, GE was known for laying off its lowest performers.
But candor, in practice, is something else entirely. It means ensuring people know:
- What they’re doing well
- How they can continue progressing
- Where they’re falling short—and how to correct course
Without clear and honest communication, you risk letting someone continue underperforming, either because they don’t realize they’re struggling or because they don’t know how to do better. Candid conversations at work give them clarity and direction, while also giving them a choice: improve and grow within the organization, or recognize that they may be happier elsewhere. That’s not harsh—that’s a deeply humane management practice.
A Lesson From My Own Experience
During my time in consulting, I managed performance reviews for dozens of employees and sat in countless promotion discussions. Two situations in particular stand out.
Case 1: Turning Around a Struggling Employee
I once managed a quiet employee whose performance was slipping. In her review, I laid out exactly what needed to change, set a timeframe, and reassured her we’d support her every step of the way. She cried—it was a glass office, so I positioned myself to block the view to preserve her dignity.
That moment of constructive feedback changed everything. She suddenly knew where she stood, what she needed to do, and how we’d help her succeed. Within months, she became one of the strongest performers on the team. It wasn’t that she hadn’t been trying—it was that she hadn’t known how to improve. Candor gave her direction and motivation.
Case 2: When the Job Just Isn’t the Right Fit
On another project, I worked with an employee who was kind and principled but consistently slow and confused. Despite repeated coaching and check-ins to set clear expectations, nothing changed. Eventually, I sat down with him and explained the reality: performance wasn’t improving, and the role simply wasn’t the right fit for him, at least for now.
We agreed on a three-month transition. He’d keep contributing while looking for another role. It wasn’t a sudden firing—it was an honest acknowledgment of the situation. That gave him the time, space, and respect to land somewhere better. We stayed on good terms throughout.
Why Candor Is Kindness
The takeaway? Managing low performers with candor isn’t about being cold—it’s about being fair.
- Don’t ignore poor performance and hope it goes away.
- Provide candid feedback on what needs to change.
- Offer employee coaching strategies and real support.
- And if improvement doesn’t happen, give the person a respectful exit.
We’re all human. We all have families, commitments, and emotions. Empathetic leadership means balancing accountability with kindness. And sometimes, the kindest thing you can do for someone’s career is to be clear with them.
✅ Final Thought: Candor isn’t about tearing people down. It’s about building them up—or giving them the chance to thrive somewhere else. In leadership, that’s one of the most powerful gifts you can give.
