If your colleague asks you to do a reasonable request that’s part of your job, and you simply turn say “no”... You are the jerk.| Wes Kao's Newsletter
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
When you frame your recommendation in a way that gets heard, you increase the chances it gets adopted. Here's how.| 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
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
When writing is obviously bad, you delete it. When writing is obviously good, you ship it. But what if it’s not terrible, but it’s not good either? I call this limbo writing. Here's how to fix it.| Wes Kao's Newsletter
Before you hit “send,” delete these words from your writing. Your message will be stronger for it.| newsletter.weskao.com
Are you talking to your customers, or to fellow founders and marketers? The difference is subtle but it makes a big impact. Be clear on who you’re speaking to in your customer-facing messaging.| newsletter.weskao.com
The problem isn’t that you’re not working fast enough. It’s that your expectations were never realistic to begin with.| Wes Kao's Newsletter
"Painting a picture" by being concrete and specific is usually good. But when you're talking about negative ideas, you may want to be abstract and vague on purpose.| Wes Kao's Newsletter
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
Not all struggle leads to personal growth. Learn to distinguish between good struggle vs bad struggle, so you can invest your emotional energy in the right areas.| Wes Kao's Newsletter
Mentioning too many items can actually reduce your overall perceived value.| 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
Successful operators intentionally direct their recipients' attention. Focus less on what you can't do, and more on what you can do.| Wes Kao's Newsletter
An insight is just a starting point. The rare, courageous thing to do is to develop an assertion, i.e. a hypothesis and point of view that answers "so what?"| Wes Kao's Newsletter
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
Here are phrases I often use when sharing feedback because it makes it easier for me to speak openly and quickly, and encourages my recipient to take action.| Wes Kao's Newsletter
We cover some of my best frameworks for communication tactics used by top 1% performers| newsletter.weskao.com
5 nuances to keep in mind when you apply this tactic, based on common questions from other readers.| Wes Kao's Newsletter
“But” is a negating word. Here’s how to use this intentionally, so you sound direct and positive.| newsletter.weskao.com
Even if you mentioned a risk might happen, your manager might act surprised when it actually happens. This is why you must reinforce expectations at the beginning, middle, and end.| Wes Kao's Newsletter
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
A bi-weekly newsletter on managing up, executive communication, and standing out as a high-performer. Written by an a16z-backed founder. Click to read Wes Kao's Newsletter, a Substack publication with tens of thousands of subscribers.| 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
A bureaucrat doesn’t care about good results, investing in a long-term solution, or the ROI of your product. They care about keeping their job and not getting in trouble.| newsletter.weskao.com
Three scripts to steer meetings back on track| newsletter.weskao.com
Use the “Of Course exercise” to empathize with people who have different worldviews--so you can quickly relate to and appeal to them.| newsletter.weskao.com
People tend to shoot the messenger. Here's how to avoid the negative halo of bad news.| 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
Details aren’t the problem. The problem is too many of the wrong details. Here are 5 real-life examples, so you can spot this in your own work.| 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
You must give your recipient a reason to change. Go straight for what will hit them in the gut: appeal to why they'll personally benefit.| 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
Well-designed docs are beautiful, but this presents a problem: You must actively ignore how good the document looks to avoid being fooled. Stay skeptical.| 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
Your direct report thinks they are exceeding expectations. You think they're underperforming. Here’s how to navigate the disconnect.| 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
Many managers suck at explaining things, then complain that other people don’t understand. Here’s how to explain a project when you delegate.| newsletter.weskao.com
What finesse looks like, why it matters, and how to develop it for yourself and your team| 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
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
Do what's best for the business, act like your reputation is on the line, and more| 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
When your boss loves you, you have options. Here's how to help your manager get what they need, so you get what you want.| newsletter.weskao.com
How to avoid backstory scope creep| newsletter.weskao.com