The Surprising Ways Employees React to Advice
Research by University College, London and University of Zurich
Have you ever wondered how your advice is perceived? A recent study by researchers from University College London and the University of Zurich sheds light on this question, and the results might surprise you.
This research paper (by Blaine Landis, Colin M. Fisher, and Jochen I. Menges), published in the Journal of Applied Psychology, investigates the differences in how employees react to unsolicited and solicited advice, and the role the advisor's motives play in shaping these reactions
The Motivation Behind the Paper
Advice sharing is known to have numerous benefits at individual, team, and organizational levels.
However, employees are often reluctant to ask for advice.
To overcome this, one might think that boosting unsolicited advice would be a good solution. But is it?
This research paper investigated the differences in how employees react to unsolicited and solicited advice, and the role the advisor's motives play in shaping these reactions.
The Methodology
The researchers did three different types of studies. First, they looked at how advice was given and received in various organizations.
Second, they had people keep track of the advice they got each day for two weeks. Lastly, they set up an experiment where they changed whether people asked for advice or not, and whether the advice came from a friend or just a coworker.
What They Found
The study found that when people got advice they didn't ask for, they often thought the advice-giver was trying to show off.
But when they asked for advice, they thought the person giving it really wanted to help. These beliefs affected how much they used the advice, learned from it, and improved their work.
Surprisingly, it didn't matter if the advice came from a friend, someone they often got advice from, or a higher-up at work. What mattered most was why they thought the person was giving advice.
The relationship or status of the advice-giver wasn't as important as what the person getting the advice thought about why they were being given advice.
What Can We Take Away From This?
The most important takeaway is to be careful when giving advice that wasn't asked for.
It's easy to fall into the trap of wanting to share our wisdom and experience, but we need to remember that unsolicited advice can often be unwelcome. Even if our intentions are good, the person on the receiving end might think we're just trying to show off or make ourselves look smarter, which can damage our credibility and make them less likely to come to us for help in the future.
Instead of just throwing advice around, we should try to create a space where people feel comfortable speaking up and asking for help when they need it. This requires building a culture of trust and openness, where people feel safe admitting they don't have all the answers.
We can achieve this by having regular check-ins with our team members, where we create a space for open dialogue and encourage them to share their challenges and ask questions. Setting up a mentoring program can provide a more structured way for team members to seek guidance and support from more experienced colleagues.
And when we do give advice that wasn't asked for, it's important to explain ourselves clearly and carefully. We need to make it crystal clear that we're coming from a place of wanting to help, not just wanting to show off how much we know.
Start by acknowledging that you weren't asked for your input, but you wanted to offer a perspective that might be helpful. Then, clearly articulate your intentions and emphasize that you're offering the advice out of a genuine desire to support them.
It's not about our job title or how well we know the person. Even if we're the boss or a close work friend, unsolicited advice can still rub people the wrong way. It's crucial to be sensitive to how our words might be received, regardless of our position or relationship with the person.
Ultimately, what matters most is how our advice is perceived. If we can encourage a culture where asking questions and seeking help is seen as normal and even celebrated, it can lead to a much better learning environment and better performance for everyone on the team.
When people feel comfortable asking for help, they're more likely to learn from their mistakes and grow, both individually and as a team. This is what psychological safety enables in teams.
Being mindful of how our actions might be seen by others and focusing on building trust and open communication are key to making advice a positive and valuable tool. By creating a safe and supportive environment, we can ensure that advice is shared and received in a way that benefits everyone involved.
Tl;dr
Unsolicited advice at work is often perceived negatively.
Asked-for advice is viewed more positively.
What matters most was why people think you are giving some advice.
These perceptions affect how advice is used and impact performance.
Managers should create an environment where asking for help is comfortable.
When giving unrequested advice, explain your helpful intentions clearly.
Focus on building trust, open communication and psychological safety.
This will enable more openness to receive advice the right way.