The art of giving good workplace advice
A leader can no longer be expected to be an expert in everything, and it can be draining to create unrealistic expectations. Providing advice makes the other person dependent and hinders their self-reliance.
Coaching helps the other person invent their own solutions, and asking questions to them is better than just providing the answers like Google.
SIMILAR ARTICLES & IDEAS:
This underscores the importance of starting on the right foot. If you upset the person you’re trying to help, they’ll wall themselves off.
It's important to use empath...
To get someone to act on your advice, it’s going to mean giving up at least some of the credit for it.
When the person receiving your advice feels like they had a hand in creating it—with guidance from you, the expert, of course—they’re far more likely to act on it.
In this case, you’re showing your work because it instills trust, and trust is critical for acceptance.
When you show you work, the person you’re advising doesn’t have to take your recommendations on blind faith. They can see exactly how you got to your advice and buy into it along the way.
Take note of your audience's preferred method of reasoning and decision making, then tailor your advice accordingly.
Avoid long, descriptive explanations and break things down with simple analogies. Use analogies based around common knowledge or things you know your audience would be knowledgeable about.
When somebody asks you for advice about something, and before you can gain the full context, your 'advice monster' is like, "Oh, oh, I've got something to say here."
As soon as somebody starts talking, your advice monster wakes up with, "Oh, I'm going to add some value to this conversation!"
Learn to tame your advice monster. To train it, you need to understand it.