Jason P. Yoong (@JasonYoong) header
Jason P. Yoong (@JasonYoong) profile picture

Co-Founder at Level Up | Board Director

Honolulu, HI
Joined May 2009
Photo by Jason P. Yoong (@JasonYoong)Photo by Jason P. Yoong (@JasonYoong)Photo by Jason P. Yoong (@JasonYoong)Photo by Jason P. Yoong (@JasonYoong)Photo by Jason P. Yoong (@JasonYoong)Photo by Jason P. Yoong (@JasonYoong)Photo by Jason P. Yoong (@JasonYoong)Photo by Jason P. Yoong (@JasonYoong)Photo by Jason P. Yoong (@JasonYoong)Photo by Jason P. Yoong (@JasonYoong)
Early in my career, I used my OOO message to stand out to senior executives, here are the 3 things I included (it works):
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My favorite single sentence to write down before a high-stakes meeting: "When this meeting ends, I want the room to believe _____."
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Too many people enter meetings armed with slides, data, and fancy talking points... But without a clear idea of what they actually want to accomplish.
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Instead of preparing what you will say. Start with what you want the room to think, believe, and take action on.
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Tim Cook explains how Apple decides what products to build: 1/ There is no formula. It's arguing, debating, and figuring out what Apple can build better than anyone else (something truly great and differentiated). 2/ If other companies can build a as good product/service, Apple is not interested.
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Apple knows it can come up with an infinite list of products to build. So they intentionally shorten the list.
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Steve Jobs famously said that people mistake what "focus" really means. Most people think focus is saying "yes" to the thing you must focus on. But, what it really means is saying "no" to the 100+ other good ideas you had.
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How do you find time to make a difference when you already have a demanding job and family? It's incredibly hard. But Amir Satvat does it.
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He shared his 6 honest lessons on how he makes time for what matters. No magical productivity hacks. He makes deliberate choices about his time. Puts in extraordinary effort. Pushes himself outside his comfort zone. And above all, is driven by a mission bigger than himself.
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You will learn something from his approach. Read and bookmark his guest newsletter article. levelupwithethanevans.substa…
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When I was a manager, the most useful career conversations I had with direct reports started with curiosity (not evaluation). I wanted to know:
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1/ What work gives you energy? 2/ What do you want to be known for? 3/ What opportunity do you want before you feel ready (stretch project)? 4/ What part of my management is slowing you down?
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The answers will give you insight about their motivations and goals. Not all direct reports operate the same way nor need the same help. Some need practice. Some need access. Some need a different path. It's your job as a leader to help your team uncover their strengths.
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Early in my career, one of the top reasons I earned fast promotions was that I built trust and credibility with my managers. This resulted in getting bigger and more complex problems to own:
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Instead of asking yourself: "How can I appear more senior?" Ask: "What would reduce the risk of my manager trusting me with more?"
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This mental reframe will change how you operate. Stop trying to "look" ready for the next level. Start building the trust that makes giving you more responsibility an easy decision.
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