You must give your recipient a reason to change. Go straight for what will hit them in the gut: appeal to why they'll personally benefit.| newsletter.weskao.com
“Wait, is this good news or bad news?” When you don’t give enough context, your audience can’t always tell. To reduce cognitive load, remember to account for the emotional subtext.| newsletter.weskao.com
What finesse looks like, why it matters, and how to develop it for yourself and your team| newsletter.weskao.com
When you feel nervous, you might give off subconscious signals that make people more suspicious. Get rid of insecure vibes—and your writing, meetings, and pitches will become stronger.| newsletter.weskao.com
Most people suck at asking for things. Here's an easy framework for how to ask (and get a yes).| newsletter.weskao.com
"Ninety minutes of your time can enhance the quality of your subordinate's work for two weeks, or for some eighty-plus hours." - Andy Grove, CEO of Intel| newsletter.weskao.com
Framing a work request as a favor uses social capital and makes you look incompetent. If your request is reasonable, ask respectfully and confidently.| newsletter.weskao.com
"You're asking me for a favor, and you want me to schedule around you? GTFO.”| newsletter.weskao.com
The best managers teach their team how to think strategically. Here's how to a build culture of good decision-making and thoughtful debate.| newsletter.weskao.com
