Observe, assert, and validate (OAV) - Wes Kao's Newsletter
Don’t only ask, "How can I be helpful?" Try to develop a point of view and assert what to do.| newsletter.weskao.com
Don’t only ask, "How can I be helpful?" Try to develop a point of view and assert what to do.| newsletter.weskao.com
Imposter syndrome is other people thinking you’re good, but you don’t believe it yourself. Reverse imposter syndrome is knowing you are good, but others don’t see it from the outside.| newsletter.weskao.com
Fundamentals is a new series that highlights my core concepts in communication, leadership, and influence that I personally keep coming back to.| newsletter.weskao.com
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
