What I learned from Wes Kao that every Filipino leader should practice before their next meeting.
Ever had a moment where you spoke up—and it felt like no one heard you?
You know the idea made sense.
You weren’t rambling.
You even waited for the perfect opening.
But still, nothing.
No nods. No questions. No buy-in.
Five minutes later, your boss repeats it with a louder voice and suddenly—applause.
We laugh about it now, but in the moment? Nakakainis. You feel small.
And then, the worst thought creeps in: Maybe I’m just not good at this.
But…
What if the problem isn’t your ideas, but the way you introduce them?
That’s the lesson Wes Kao drops like a truth bomb.
She’s not here to tell you to “be more confident” or “speak louder.” No fluff. No rah-rah. Just frameworks that actually work.
Because here’s the thing most people forget:
Even the best ideas need a translator.
And leadership—real leadership—is translation.
Now, before you say “I don’t have time for this,” let me offer a shortcut.
Wes has a simple rule:
Sell before you explain.
We’ve been taught to be efficient. Go straight to the how.
But when you skip the “why,” no one cares about your how.
You’re not being concise. You’re being ignored.
Start like this:
“We’re losing 10% of revenue because of handover delays. I found a fix that could solve this in 3 weeks. Want to hear it?”
That’s not long-winded. That’s loaded.
Loaded with urgency, clarity, and value.
Still worried they’ll push back? Good. That means you’re thinking ahead.
And Wes has a trick for that too. She calls it the MOO: Most Obvious Objection.
Before you pitch anything—pause.
Ask yourself: If I were them, what’s the first reason I’d say no?
Then name it. Out loud. Early. With calm confidence.
“I know this sounds ambitious, especially given our workload. That’s why I designed it to fit within what we’re already doing.”
Now you’re not just pitching. You’re leading the thinking.
Objections don’t kill ideas. Surprise objections do.
Let’s talk about brevity—because I hear this one all the time.
“I need to be short and direct. Walang paligoy-ligoy.”
Yes… but also, no.
Brevity doesn’t mean “use fewer words.” It means “use sharper thinking.”
“Being concise,” Wes says, “isn’t about word count. It’s about the density of insight.”
You don’t need to write like Hemingway.
You need to think like a scalpel: cut the fat, keep the force.
And the truth?
Most of us aren’t too wordy. We’re just unclear about what we’re really trying to say.
Now, some leaders will say, “But my team should already understand. I’ve said it before.”
Yes, you’ve said it. But did they catch it?
In fast-moving work, people don’t absorb—they skim. They grasp. They guess.
That’s why Wes teaches signposting.
Use phrases like:
- “Here’s what I’m saying—”
- “Let me give you an example.”
- “What this means for us is…”
These aren’t filler. They’re anchors.
It’s not dumbing down. It’s guiding.
And if you want to be followed, you have to lead with clarity.
“Okay,” you say, “but what about giving tough feedback? I can’t sugarcoat.”
Good. You shouldn’t.
But don’t confuse venting with leading.
Wes’s principle is gold:
“Feedback should be strategy, not self-expression.”
Cut out 90% of your emotional payload. Keep the 10% that drives action.
Instead of saying:
“You’re always late and it’s frustrating.”
Try:
“To keep momentum, we need tighter delivery. Let’s look at what’s getting in the way and fix it.”
Now your feedback becomes fuel, not fire.
And if you’re managing up—let me guess—you’re tired of guessing what your boss wants.
Stop asking: “What should I do?”
Start saying:
“Here’s what I recommend. It solves the issue, here’s how, and here’s what I need from you to move.”
This isn’t arrogance. It’s a gift. You reduce their mental load and show that you’ve done the thinking.
You stop being a task-taker. You become a trusted advisor.
Still thinking, “But this won’t work with my team”?
Then you need a better delegation playbook.
Wes uses CEDAF:
- Comprehension – Do they get it?
- Excitement – Do they care?
- De-risk – What could go wrong?
- Alignment – Are we on the same page?
- Feedback – Are we closing the loop?
You’re not micromanaging. You’re de-risking execution.
And that’s leadership.
Last thing. Don’t try to change everything overnight. Start small.
Wes recommends building a swipe file.
Every time you see a powerful message, save it.
A crisp email. A clear pitch. A line that made you pause.
Save it. Steal it. Study it.
Tiny tweaks add up.
In a world where everyone’s trying to be louder, clarity is your edge.
You don’t have to be the loudest in the room. Just the one who knows exactly what to say.
That’s influence.
That’s communication.
That’s the edge that opens doors, earns trust, and moves people.
Wes Kao showed us the map.
All we have to do is walk it—one meeting, one message, one moment at a time.
