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Managers, be explicit about what you need from your team
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…
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Wes Kao
7
Talking to vs about customers
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…
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Wes Kao
6
Playing defense: How to control the narrative if your work is being questioned
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…
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Wes Kao
26
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15 principles for managing up
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26
How I give the right amount of context (in any situation)
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10
Rigorous thinking: No lazy thinking
 • Wes Kao
26
The unspoken skill of finesse
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16
Turning a yellow spot into the sun
 • Wes Kao
11
"Insecure vibes" are a self-fulfilling prophecy
 • Wes Kao
4
Sales, not logistics
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.
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Wes Kao
8
The OARB framework: Why you should appeal to self-interest when giving feedback
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.
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Wes Kao
11
Turning a yellow spot into the sun
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…
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Wes Kao
11
Good design can obscure poor logic
Well-designed docs are beautiful, but this presents a problem: You must actively ignore how good the document looks to avoid being fooled. Stay…
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Wes Kao
8
How I give the right amount of context (in any situation)
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…
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Wes Kao
10
No more awkward performance reviews: How to be honest without making your direct report rage quit
Your direct report thinks they are exceeding expectations. You think they're underperforming. Here’s how to navigate the disconnect.
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Wes Kao
6
Emotional signposting: Why you should tell people how to feel
“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…
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Wes Kao
3
Wes Kao's Newsletter
Wes Kao's Newsletter
A weekly newsletter on managing up, career growth, and standing out as a high-performer. Written by an a16z-backed founder.

Wes Kao's Newsletter

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