Details aren’t the problem. The problem is too many of the wrong details. Here are 5 real-life examples, so you can spot this in your own work.| newsletter.weskao.com
Many managers suck at explaining things, then complain that other people don’t understand. Here’s how to explain a project when you delegate.| newsletter.weskao.com
What finesse looks like, why it matters, and how to develop it for yourself and your team| 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
Your goal is to get a shared understanding—not to deliver your full monologue. Don’t run out of time for the important stuff.| 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
Ideas are fuzzy until you're able to put them into words, then they become concrete and real. Use this to your advantage to be more persuasive with customers.| 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
