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Ethical Leadership includes many behaviors and values, including honesty and integrity in all interactions. As leaders, we are sometimes hesitant, to give, or we downright avoid giving, negative or critical feedback to employees. This ultimately hurts both the employee and the organization. We will discuss the concept of radical candor, why it is so important, and how to implement it in employee review and disciplinary conversations.

About Carolynn Clark

Carolynn Clark received her law degree from the J. Reuben Clark Law School in 2003. After law school, Ms. Clark completed a judicial clerkship with the Utah Supreme Court with now Chief Justice Matthew Durrant. Afterwards, she worked for several years as a litigator at the law firm of Ray Quinney & Nebeker in Salt Lake City, working in several areas, including, intellectual property, securities, employment, and family law. Ms. Clark completed a Master of Laws in mediation at Pepperdine University’s Straus Institute for Dispute Resolution in 2009 just prior to which time she began teaching and mediating. She is a Master Mediator and Domestic Mentor on the Utah Court Roster of Mediators and has conducted thousands of hours of mediation focusing on divorce, custody and parenting disputes, property division, and other related issues.

Prior to becoming director of the Master of Legal Studies Program at the University of Utah S.J. Quinney College of Law, Ms. Clark taught and directed the Conflict Resolution Graduate Certificate Program offered through the University of Utah’s Department of Communication. Before taking over as director of the Conflict Resolution Program, Ms. Clark instructed and administrated the basic mediation curriculum at the BYU Law School and also taught for two years as a legal writing instructor. Ms. Clark is a member of the Utah Judicial Committee for Alternative Dispute Resolution, and is also listed on the professional roster at Utah Dispute Resolution in Salt Lake City where she volunteers her time for low-income clients.

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