Because you don’t have the leverage to turn your manager into a different person. Here's what to do instead.| newsletter.weskao.com
You don't need to absorb everyone’s frustrations. Here’s how to listen to grievances without having folks dump their frustrations onto you.| newsletter.weskao.com
If you aren’t careful, you may come across as less sincere because your writing doesn’t translate your intent. Here’s how to make sure that doesn’t happen.| newsletter.weskao.com
This is for managers who want to delegate AND maintain a high bar for quality of work. Here are the 5 tactics I learned over time that made delegating easier.| newsletter.weskao.com
Before you hit “send,” delete these words from your writing. Your message will be stronger for it.| newsletter.weskao.com
Some operators speak in a way that's overly CYA (cover your ass) as a defensive tactic to prevent getting into trouble if things go wrong. Here's why that doesn't work, and what to do instead.| newsletter.weskao.com
Mentioning too many items can actually reduce your overall perceived value.| newsletter.weskao.com
Your note sucks because you don't sound sincere. Do these 6 things to make your note more persuasive before you hit send.| newsletter.weskao.com
We cover some of my best frameworks for communication tactics used by top 1% performers| 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
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
If you’re committed to seeing clearly, you can cut through BS, act with more self-awareness, and learn more quickly.| 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
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
What finesse looks like, why it matters, and how to develop it for yourself and your team| 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
When your boss loves you, you have options. Here's how to help your manager get what they need, so you get what you want.| newsletter.weskao.com