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
We cover some of my best frameworks for communication tactics used by top 1% performers| 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
The truth behind why it’s so hard to be concise, and 9 tactics I use to tighten my communication| 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
“Wait, is this good news or bad news?” When you don’t give enough context, your audience can’t always tell. To reduce cognitive load, remember to account for the emotional subtext.| 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
Hard truths about why your manager isn’t giving you more feedback--and what to do about it.| 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