Are you talking to your customers, or to fellow founders and marketers? The difference is subtle but it makes a big impact. Be clear on who you’re speaking to in your customer-facing messaging.| newsletter.weskao.com
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
“But” is a negating word. Here’s how to use this intentionally, so you sound direct and positive.| 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
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
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
Being good at project management is important. But ONLY being known for project management can limit your career.| newsletter.weskao.com
A bureaucrat doesn’t care about good results, investing in a long-term solution, or the ROI of your product. They care about keeping their job and not getting in trouble.| newsletter.weskao.com
Three scripts to steer meetings back on track| newsletter.weskao.com
Use the “Of Course exercise” to empathize with people who have different worldviews--so you can quickly relate to and appeal to them.| newsletter.weskao.com
People tend to shoot the messenger. Here's how to avoid the negative halo of bad news.| 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
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
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
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
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
Well-designed docs are beautiful, but this presents a problem: You must actively ignore how good the document looks to avoid being fooled. Stay skeptical.| 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
“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
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
Sharing your point of view is one of the best ways to add value. So why do so many high performers hold back? Here's how to overcome this mental block so you can speak up and stand out.| 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
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
Hard truths about why your manager isn’t giving you more feedback--and what to do about it.| 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
When you're sharing complex ideas or writing long memos, use signposting to guide your reader. Use this for internal memos and external customer-facing messaging.| 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