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
The truth behind why it’s so hard to be concise, and 9 tactics I use to tighten my communication| newsletter.weskao.com
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
No matter how well you frame your ideas upfront, there will be times when you’ll need to address skepticism and defend your work. These are moments when you can shine. Here's how.| 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
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
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
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
Your ability to answer questions is a competitive advantage. Here’s how to uncover the deeper underlying question.| newsletter.weskao.com
Do what's best for the business, act like your reputation is on the line, and more| newsletter.weskao.com
How to avoid backstory scope creep| newsletter.weskao.com
