tl;dr:Principles on how to feel more confident sharing your point of view: (1) The more controversial the idea, the higher the burden of proof. (2) Update your assumptions about how you add value. (3) Share where your hunch is coming from—because it’s coming from somewhere. (4) Describe why the problem matters, so people understand why you’re speaking up. (5) Don’t rely on your credentials. Your idea should make sense on its own. (6) Use language that accurately reflects your level of certainty.
tl;dr:Wes gives phrases of how to verbalize each: (1) Embrace managing up. (2) Focus on the punchline. (3) Show your thought process. (4) Flag potential issues. (5) Bring solutions, not complaints. (6) Use information hierarchy. (7) Keep your manager in the loop. (8) Are you being micromanaged, or do you need to communicate better? (9) Over-communication might be the right amount. (10) Proactively assert what to do. (11) Don’t only ask questions. Share your point of view too. (12) Anticipate questions. (13) Know when to get out. (14) Be explicit about what you need. (15) Expect to manage up forever.
tl;dr:Wes gives phrases of how to verbalize each: (1) Embrace managing up. (2) Focus on the punchline. (3) Show your thought process. (4) Flag potential issues. (5) Bring solutions, not complaints. (6) Use information hierarchy. (7) Keep your manager in the loop. (8) Are you being micromanaged, or do you need to communicate better? (9) Over-communication might be the right amount. (10) Proactively assert what to do. (11) Don’t only ask questions. Share your point of view too. (12) Anticipate questions. (13) Know when to get out. (14) Be explicit about what you need. (15) Expect to manage up forever.
tl;dr:"If you appear hesitant, doubtful, or desperate… The other person picks up on it. You get more nervous. They start doubting you." Before you hit send, ask yourself: (1) Could this be interpreted as sounding defensive? (2) Am I overcompensating or overexplaining? (3) How would I respond on my best day? (4) Would I say this if I felt secure?
tl;dr:For both managers and direct reports. For managers: (1) Encourage your team to be honest about timing, especially high performers. (2) Temporarily “over-correct” to convince your team it’s safe to push back, celebrate their behavior when they do so. When they feel comfortable, become tactical. For reports: (3) Speak up at the first sign that you might miss a deadline. (4) Wes shares scripts of what to say. (5) Suffering in silence is not useful.
tl;dr:(1) Make it insanely easy for your manager to give you feedback i.e. ask for specific prompts. (2) The word “feedback” might feel loaded. Ask what to do differently and what worked well e.g. “What’s missing? Could you mark which parts of this memo are confusing?” (3) Give them permission to rip your work apart and encourage them to be direct
tl;dr:(1) Make it insanely easy for your manager to give you feedback i.e. ask for specific prompts. (2) The word “feedback” might feel loaded. Ask what to do differently and what worked well e.g. “What’s missing? Could you mark which parts of this memo are confusing?” (3) Give them permission to rip your work apart and encourage them to be direct
tl;dr:“Super Specific Feedback is extremely concrete feedback primarily on work output. The goal is to strengthen the work product to get it closer to ship ready, and to help the feedback recipient improve their craft and judgment over time.” Wes provides 16 ways to give actionable feedback, starting with: (1) Get “permission” and sell why getting lots of feedback benefits them. (2) Explain the “why.” (3) Avoid the shit sandwich i.e. be intellectually honest and direct, and support it with evidence. (4) Share positive feedback so they know what to continue doing. (5) Aim to be tactical, actionable, concrete, and specific.