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Many people prioritise feedback over advice. But Harvard researchers found that feedback often has no impact on our performance. They argue that feedback often leads to vague input.
Feedback is often associated with evaluating past performance and is not focused on how you can improve.
Seeking advice over feedback opens up an opportunity for suggestions to improve or even advice on how to find solutions to your weakness.
It takes a willingness to acknowledge a problem you have. Good advice can be your greatest learning experience, especially when coming from someone who has already succeeded in that area.
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... before and after seeking advice. Gratitude has been shown to promote honesty, productivity, and overall well-being in the workplace, and can be used as a tool to ease any interaction, including asking for advice.
If a co-worker agrees to meet for coffee and share a lot of advice with you, emphasize how much you appreciate their time.
Normally people react with caution and fear towards negative feedback, but it is much better than no feedback at all.
Informing the colleague/subordinate/client/customer or individual about something that is not working, is always beneficial, and builds transparency and trust.
The fundamental goal of giving feedback is to help the person you’re giving it to. They should realize that you are not trying to make them feel bad, and this is an exercise to help make them better.
How it impacts each individual is going to be different so a tailor-made approach is required.
Most people shy away from asking for advice when they cannot figure out how to finish a tricky task or assignment at work.
The fear of appearing incompetent or an incompetent person is misplaced, as research shows that the person who is asked for advice thinks good of the person asking.
Advice seekers appear smarter to the person whose ego is now stroke, making him provide valuable insights while being impressed by the seeker. Being asked for advice increases the level of perceived competency of the seeker in the eyes of the expert.
Asking for advice leads to a series of interactions at the office, which gives way to exchanging information, learning and builds a meaningful connection that goes beyond the initial request for advice.