Because you don’t have the leverage to turn your manager into a different person. Here's what to do instead.| newsletter.weskao.com
When you frame your recommendation in a way that gets heard, you increase the chances it gets adopted. Here's how.| 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
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
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
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
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
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
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
Questions to ask yourself to decide whether to keep debating, or relent.| 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
Be prepared to move fast, encourage them to interrupt you, and more| 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
Do what's best for the business, act like your reputation is on the line, and more| newsletter.weskao.com