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
If you're not regularly giving feedback, you're missing a chance to scale your judgment. Here's how to give high-quality feedback in as little as 1-2 hours per week.| newsletter.weskao.com
If you’re not regularly giving feedback on work product, you’re missing a valuable opportunity to invest in your team and set a higher bar.| newsletter.weskao.com
There’s a right and wrong way to proceed. Here’s how to increase the chances your leader listens and takes action--while reducing the chance they feel threatened.| newsletter.weskao.com
Train yourself to sense what could go wrong--while you can still shape the outcome. Ask yourself these two simple questions.| newsletter.weskao.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
Your direct report thinks they are exceeding expectations. You think they're underperforming. Here’s how to navigate the disconnect.| newsletter.weskao.com
Questions to ask yourself to decide whether to keep debating, or relent.| newsletter.weskao.com
Hard truths about why your manager isn’t giving you more feedback--and what to do about it.| 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
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