Sometimes you want to let your team figure things out via trial and error, and other times, it’s faster and better for everyone if you point out what you're looking for.| newsletter.weskao.com
Analytical skills didn’t come easily for me. Luckily, I found my way through. Here are 12 concepts to sharpen your analytical thinking.| newsletter.weskao.com
Words can encourage or discourage divergent thinking. Use language that accurately reflects your level of certainty, so you don't make overly-bold statements you can't stand behind.| newsletter.weskao.com
Sell your ideas, manage up, gain buy-in, and increase your impact. Sharpen your skills via hands-on exercises, deep dives, scripts, and more| maven.com
That note you’re writing? It's probably a sales note in some capacity. Don’t jump straight into the logistics if your recipient isn’t sold yet.| newsletter.weskao.com
This is the #1 trait I look for when hiring. Here's why you should aim to be someone who turns a little into a lot & why you should bring skill, judgment, and magic to raise the bar.| newsletter.weskao.com
Most people suck at managing up. They waste their manager's time with too much (or too little) information. Here’s how to give the right amount of context.| newsletter.weskao.com
What finesse looks like, why it matters, and how to develop it for yourself and your team| newsletter.weskao.com
Break your own rules once in a while to understand what's true for you now, not what was true in the past.| newsletter.weskao.com
Why I believe every people manager should learn the basics of anger management, and how it helped me become more self-aware| newsletter.weskao.com
For every team that says “this is as good as it’s going to get,” there’s a doppelgänger team out there who refuses to settle. They are pushing & they will eat your lunch-unless you raise your bar.| 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
