Advice isn't bad.
When you have expertise, and the other person doesn't, your advice may be useful. I give lots of advice, for example, when coaching executives on presentations.
But most problems aren't like that.
Suppose you're a manager. You've got at least 15 ways to develop your employees—advice ranks last (Learning and Development Roundtable 2003 survey).
Your advice robs others of the chance to develop judgment.
Sometimes, when people ask me for advice, I listen for a while, and then ask a question like this:
“Suppose you were talking to a very wise person. What would she or he advise you to do?”
"She'd advise me to stay put," said a colleague. He'd been wrestling with whether to accept a job at another company. Suddenly, he knew the answer.
A similar question: "What would Person X do (where X is a role model)?"
Movie director Steven Spielberg, while making "Jaws," struggled with a mechanical shark that didn't work.
He could have called Alfred Hitchcock for advice. Instead, he asked himself, "What would Hitchcock do?"
Answer: Don't show the shark. It's scarier.
Tip: It's scarier to let people solve problems on their own. It's easier—for you and for them—to show the answer.
But the next time someone knocks on your door for advice, remember: that's a coachable moment.
Consultant, author, speaker, and founder of express potential® (www.expresspotential.com), Paul Hellman has worked with CEOs, executives, and managers at leading companies for over 25 years to improve performance and productivity at work. His latest book is “Naked at Work: How to Stay Sane When Your Job Drives You Crazy,” and his columns have appeared in the Wall Street Journal, New York Times, Washington Post and other leading papers.
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