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