When you frame your recommendation in a way that gets heard, you increase the chances it gets adopted. Here's how.| newsletter.weskao.com
Many startups don’t have a formal on-boarding process, yet you're expected to start contributing on your first week. Here's how to set yourself up for success.| 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
Questions to ask yourself to decide whether to keep debating, or relent.| 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
Most people suck at asking for things. Here's an easy framework for how to ask (and get a yes).| newsletter.weskao.com
Your goal is to get a shared understanding—not to deliver your full monologue. Don’t run out of time for the important stuff.| 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
Framing a work request as a favor uses social capital and makes you look incompetent. If your request is reasonable, ask respectfully and confidently.| 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
Why it feels awkward to push back on deadlines, and how to make these conversations more approachable and effective| 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
Your customers called—they want you to take the reins and drive.| newsletter.weskao.com
Be prepared to move fast, encourage them to interrupt you, and more| newsletter.weskao.com
In writing, you only have cold, hard text. Here's how to make sure your message accurately conveys your tone and intent.| 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
"You're asking me for a favor, and you want me to schedule around you? GTFO.”| 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
Your ability to answer questions is a competitive advantage. Here’s how to uncover the deeper underlying question.| newsletter.weskao.com
Aim for one goal: behavior change. Sweet, sweet behavior change. Everything else you might want to say? Keep it to yourself.| 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
How to avoid backstory scope creep| newsletter.weskao.com