FROM FEEDBACK TO THE TRANSFORMATIVE POWER OF COUNSEL
Imagine yourself in the role of a senior executive, about to lead a crucial meeting with investors to present your company’s quarterly results. After days of intense preparation, including long hours of data review and exhaustive rehearsals, you’re confident that your presentation is flawless. However, at the decisive moment, a nagging doubt creeps into your mind: Are there aspects that escaped your analysis? Could there be unexplored opportunities to improve the strategic approach?
Traditionally, if this executive were to seek behavioral insight from me on how to address their concerns about the uncertainties looming over the presentation, I would likely advise them to seek feedback from their colleagues and subordinates to validate their performance and identify areas for improvement. However, as a cognitive behavioral developer, I would guide them towards a somewhat different approach for many, which would be to seek advice rather than feedback. In other words, I can affirm here that conventional feedback isn’t always effective.
I’ll share some concrete and very common examples from everyday life that illustrate this issue. Imagine a very common scenario in which a sales manager receives feedback from their superiors after a sales presentation. They are told that their presentation was “good,” but they don’t receive specific details on what worked well or where they can improve. This typical example of vague and superficial feedback tends to leave the manager without clear direction on how they can truly enhance their presentation skills.
Now, consider the same situation but with an advice-based approach instead of feedback. Instead of simply grading and pointing out this or that strength or weakness, the sales manager’s superior offers specific and actionable advice. They suggest that the sales manager work on the clarity of their message and creating a more emotional connection with customers during the presentation, developing lighter slides with impactful phrases and more appropriate images, also using time to engage participants, and so on. These concrete guidelines allow the manager to know exactly what to focus on to improve their performance.
Another common practical example can be found in a product development team. An employee receives feedback and assessments from their colleagues on a new project they are leading. However, the feedback is conflicting and confusing, with different opinions on the direction the project should take. This leaves the employee perplexed and unable to make clear decisions on how to move forward. On the other hand, if this employee seeks specific advice from a more experienced person, a mentor, or an expert in the field, they may receive clear, experience-based guidance on how to approach the project’s challenges. This advice may include insights on development strategies, market considerations, and even suggestions for alternative approaches that the employee may not have considered on their own. Even if the advice also carries a personal weight, it always seeks a future look, enriched with information capable of resignifying what didn’t work and not dwelling on past mistakes.
For this reason, in addition to my practical experience, numerous studies indicate that the feedback received is often biased, limited, vague, and superficial, lacking clear guidance to truly drive professional development. In this context, yes! Advice is a more effective approach to obtaining valuable and impactful guidance that truly drives personal and organizational growth and success!
Throughout this article, I will delve deeper into the principles and practices behind the power of advice and how they can be applied to create positive impact at all levels of a company.
The Power of Advice over Feedback
It is always important to keep in mind the current reality of a dynamic and competitive world in the organizational universe, and continuous improvement and professional development are essential to achieve success. For corporate leaders and ambitious professionals, receiving effective guidance can be the difference between average performance and exceptional excellence.
During my professional journey, one of the most significant challenges I faced was acting as a consultant to lead a team during a period of organizational transition. The company was undergoing restructuring and merging with another company in the sector, which generated uncertainty and anxiety among employees. As a leader, I found myself faced with the complex task of keeping the team motivated and productive amidst these drastic changes.
Facing this challenging situation, I realized that my leadership skills would be tested like never before. It was a moment when I needed to reassess my strategies and find innovative ways to tackle the obstacles that arose. However, even with previous leadership experiences, I felt confronted with the complexity and magnitude of this unique situation.
It was in this context that I turned to a colleague whose experience and wisdom were widely recognized within the organization. By sharing my concerns and challenges with him, I was bestowed with a wealth of insights and guidance that transcended the immediate and superficial solutions that conventional feedback often offers.
The advice I received was not limited to practical suggestions but also incorporated a deep understanding of the nuances and complexities of the situation I found myself in. My colleague shared not only his past experiences but also his mistakes and learnings, offering a holistic and insightful perspective that was invaluable to my own journey of development.
One of the most valuable lessons I learned from this experience was the importance of seeking advice not only in times of crisis but as a continuous practice of professional development. Instead of viewing guidance as a quick fix for immediate problems, I began to see it as a means of constant growth and ongoing learning.
This shift in mindset allowed me to make the most of the learning opportunities that came my way, seeking valuable insights and perspectives from a variety of sources, from experienced mentors to colleagues with unique perspectives. This approach not only empowered me to face challenges more effectively but also enriched my professional and personal journey, providing a solid foundation for continuous growth and excellence.
By contextualizing my experience within the existing body of theories and research on professional development and interpersonal communication, it becomes clear that the approach of seeking advice aligns perfectly with the principles of social psychology learning and future-oriented growth. One of the studies found sought to examine the effectiveness of seeking advice compared to soliciting feedback in various professional situations. Using a mixed-method approach of quantitative and qualitative methods, I can cite here at least four experiments, including a field study conducted in an executive classroom. In this case, participants were asked to offer their perceptions on a variety of professional scenarios, including document review and performance evaluation.
One of the studies, which I describe as “Assessment of the Effectiveness of Advice versus Feedback in Professional Development,” involved the participation of 200 professionals from various fields. They were asked to provide suggestions on a job application letter for a tutoring position. Half of the participants were instructed to provide feedback, while the other half was guided to give advice. The results were consistent and revealing: participants seeking advice presented more valuable and actionable insights compared to those soliciting feedback.
Another relevant study, titled “Comparison between Advice and Feedback: A Case Analysis,” involved the performance analysis of 150 professionals from different hierarchical levels. They were asked to evaluate a colleague’s performance on a specific task. Again, half of the participants were instructed to provide feedback, while the other half was guided to offer advice. The results demonstrated that participants offering advice provided more critical and practical suggestions for performance improvement. In these cases, a key point that emerged from the data was the biased and often superficial nature of conventional feedback. In all of them, there were opinions of the most diverse with personal bonds. In addition to vague comments and generalized praise were common among participants who were instructed to provide feedback. However, when asked to offer advice, participants were more likely to offer specific and targeted suggestions for improvement.
In a comparative analysis, it became clear that participants oriented to provide advice demonstrated a significantly greater ability to identify areas for improvement and propose ways to enhance performance compared to those instructed to provide feedback. This substantial discrepancy highlights the effectiveness of advice as a more enriching and action-oriented approach.
Furthermore, studies conducted by Jaewon Yoon*, Hayley Blunden*, Ariella Kristal*, and Ashley Whillans* offered an even more detailed insight into the effectiveness of advice compared to traditional feedback. Involving 194 full-time employees in the US, they were asked to describe a colleague’s performance in a variety of tasks, from simple activities to more complex tasks. Upon analyzing the comments offered, it was clear that participants oriented to provide feedback tended to offer generic and unactionable observations. In contrast, those instructed to provide advice presented more critical and practical suggestions to drive professional development.
Additionally, these results were replicated in a field experiment involving over 70 executive education students from various countries. Participants were asked to provide feedback or advice to their instructors as part of a course-end evaluation. Once again, it was found that the advice provided contained detailed analyses of what worked and what didn’t, offering specific suggestions to enhance participants’ negotiation skills. On the other hand, feedback tended to be more general and superficial, providing a less actionable assessment of the instructor’s performance. These findings highlight the superiority of advice in providing practical and relevant guidance to drive professional growth and organizational excellence.
The results of these studies corroborated previous findings, highlighting a significant disparity between the benefits of advice compared to conventional feedback. Once again, it was found that those oriented to provide feedback tended to offer generic and less actionable comments, while those instructed to give advice provided more critical and practical suggestions for improvement.
This reminds me of the early stages of my career. During the initial stages of my career, I found myself facing one of the greatest challenges I had ever encountered. I was tasked with leading a large engineering team on a telecommunications technology implementation project in Brazil, where client pressure and tight deadlines were nearly impossible to meet. Despite positive feedback from the team, I constantly found myself struggling to find effective solutions to the myriad challenges that arose each day, wrestling with myself in an introspective world of anxiety and stress.
It was in this moment of uncertainty and restlessness that I decided to seek guidance outside of my realm of experience. After all, I recognized that someone else’s experience and wisdom in facing similar situations could provide valuable insights. That’s when I turned to the Chief Operating Officer, a respected figure in the company and the national market, known for his extensive experience in coordinating large implementation projects.
In sharing my concerns and challenges with him, I was bestowed with guidance that profoundly changed my approach and perspective. He not only offered practical and specific advice but also shared his own experiences and valuable insights derived from years of work in the field. These pieces of advice not only gave me a new outlook on how to approach the challenges I faced but also provided me with a renewed source of confidence and determination.
I vividly remember how his words echoed in my mind as I faced subsequent challenges. His advice guided me in making tough decisions, resolving conflicts, and managing client expectations. And as I implemented his suggestions, I began to see tangible results – not only in terms of project success but also in my own personal and professional growth.
Looking back today, I recognize the lasting impact that this advice had on my career and development. It not only helped me overcome immediate challenges but also provided me with a solid foundation to face future obstacles with confidence and determination. The guidance from the Chief Operating Officer continues to inspire me to strive for excellence and to guide others on their growth journey, just as he did for me.
Therefore, it is important to understand that the discrepancy in results underscores the importance of advice as an effective tool to drive professional and organizational development. The studies conducted by Yoon, Blunden, Kristal, and Whillans make a significant contribution to understanding the role of advice in the contemporary workplace.
When considering the importance of theoretical grounding to support our argument, it is also essential to deepen our understanding of psychological theories beyond those mentioned, such as Albert Bandura’s social learning theory and Carol Dweck’s growth mindset theory. While mentioned tangentially, a more detailed analysis of these theories can further strengthen our argument, providing a solid theoretical foundation to support our conclusions.
Starting with Bandura’s social learning theory, it is essential to understand the fundamental elements of this approach. Bandura posits that learning occurs through the observation of models and the imitation of their behaviors, which are reinforced or punished based on the consequences they produce. This concept not only resonates in the educational realm but also has profound implications in the organizational context, where individuals often learn by observing their peers and leaders.
Similarly, Dweck’s theory of growth mindset offers valuable insights into how people’s beliefs about their own abilities can influence their behavior and performance. Dweck suggests that people may have a fixed mindset, believing that their abilities are innate and immutable, or a growth mindset, which leads them to see challenges as opportunities for learning and growth. This theory has significant implications for professional development, as it can influence how leaders give feedback and how employees respond to it.
In other words, Bandura’s social learning theory offers valuable insights into how people learn and develop behaviors in the workplace. By recognizing that employees often learn by observing the models around them, leaders can leverage this understanding to promote a positive organizational culture. This can be done by establishing exemplary behavior models, providing opportunities for observation and imitation of effective practices. Additionally, mentoring and coaching programs can be structured based on this theory, providing employees with the opportunity to learn from experienced leaders and colleagues.
Similarly, Dweck’s growth mindset theory can profoundly influence how leaders give feedback and how employees receive it. By adopting a growth mindset, leaders can recognize their employees’ developmental potential and encourage them to view challenges as learning opportunities. This can create an environment where feedback is seen only as one of the tools for growth and development, and when applied there should be no personal criticism under any circumstances. Leaders can indeed provide constructive and development-oriented feedback, emphasizing progress over time and highlighting areas for improvement as opportunities for learning as one of the ways to motivate.
In summary, by applying these theories to the organizational context, leaders can create a work environment that promotes continuous learning, personal and professional development, and organizational growth. By recognizing the fundamental role these theories play in understanding human behavior and promoting excellence, organizations can cultivate a culture of learning and innovation that empowers them to effectively and sustainably achieve their goals.
Applying these theories to the context of professional and organizational development, it becomes evident that they offer a valuable conceptual framework for understanding human behavior and promoting growth and excellence within organizations. Additionally, the approach of seeking advice aligns with the concept of future-oriented growth, a proactive approach to professional development that focuses on identifying and seizing opportunities for continuous improvement. Rather than dwelling on the past, as often happens with feedback, seeking advice directs the focus toward the future and toward tangible actions that can be taken to achieve goals and objectives.
Common Limitations of Advice
It is important to recognize that, despite their relevance, theories are not without occasional issues, criticisms, and debates. Some research questions the generalizability of the findings of these theories to different contexts and populations, while others argue that there are other factors beyond observation and mindset that influence human behavior.
However, by critically examining these theories and considering their practical applications, we can develop a deeper and more representative understanding of professional and organizational development. Through delving into these specific theories, we can enrich our argument and offer more meaningful insights to promote positive and lasting changes in organizations.
Therefore, it is clear that one of the common limitations of advice is the issue of the quality and relevance of the advisor. Not all advice is equally valid or useful, and it can be challenging to discern between well-founded advice and subjective opinions. Additionally, the effectiveness of advice can be affected by the lack of alignment between the advisor and the specific context of the situation.
Another criticism is the possibility of bias or hidden agenda on the part of the advisor. Depending on the relationship between the requester and the advisor, there may be personal influences, excessive empathy or lack thereof, policies, limiting beliefs provided by the organizational culture, or other issues that distort the advice offered. This underscores the importance of exercising discernment when seeking advice and considering multiple sources before making important decisions.
Additionally, it is important to recognize that not everyone is willing or able to offer quality advice. Not all people have the experience, communication skills, or necessary knowledge to provide useful and constructive guidance. Therefore, it is essential to assess the credibility, neutrality, and expertise of the advisor when seeking advice.
By discussing these limitations and criticisms, I aim to provide you with a more sophisticated understanding of the topic as you consider the positives and negatives of using advice in professional development. This promotes a richer and more informed discussion, allowing you to make better-informed decisions when seeking guidance in your own careers.
Applications and Managerial Implications
The findings of this study have significant implications for leaders and professionals at all organizational levels. First and foremost, it highlights the importance of cultivating a culture of knowledge sharing and collaboration within organizations. By encouraging employees to seek and offer advice, organizations can create an environment conducive to innovation and continuous development. Additionally, the results of this study suggest that leaders can benefit from adopting a advice-oriented guidance approach rather than solely traditional feedback. Instead of simply assessing past performance, leaders can guide their teams towards the future, offering insights and guidance that promote growth and excellence. The pursuit of professional excellence leads us to question: Why is seeking advice more effective than seeking feedback? This inquiry leads us to a profound reflection on the dynamics of personal and organizational development. To answer this question directly, traditionally, feedback is associated with evaluation, an inseparable link from school days, where our performances are reflected in grades and evaluations. When we enter the workforce, this dynamic persists, reflecting in performance appraisals and feedback on our work. However, this close connection between feedback and evaluation can limit its transformative potential. When we are asked to provide feedback, we tend to focus on past performance, restricting ourselves to judging actions and results already achieved. This approach, while it may offer valuable insights, often proves limited by its retrospective nature. By focusing only on what has been done, we lose sight of future possibilities for growth and improvement. On the other hand, when we seek advice, we open up space for a more proactive and future-oriented approach. The advisor, when prompted to offer guidance, is led to consider not only what has already happened, but also the potential development opportunities that lie ahead. In this context, the focus is not only on the past, but primarily on the actions and strategies that can be adopted to drive future performance. Imagine yourself in a situation where you seek advice from an experienced mentor. Instead of simply reviewing your past actions, this mentor delves into future possibilities, offering valuable insights on how you can act more effectively and strategically in the future. This approach, grounded in prospective analysis, offers a much broader transformative potential than simple retrospective feedback. Thus, by choosing to seek advice instead of feedback, we open the doors to a horizon of possibilities, where the focus is not only on what has already been done, but primarily on what can be done to achieve new levels of excellence and professional fulfillment. This shift in perspective not only enriches our journey of personal development, but also promotes an organizational culture focused on continuous growth and constant innovation.
Is Seeking Feedback Always a Inferior Strategy to Seeking Advice?
As we explore the dynamics between seeking feedback and seeking advice in the context of professional development, we are led to reflect on the complexity of this interaction and its implications for individual and organizational growth. In our forays into this field, we have conducted studies that reveal important nuances about how these approaches manifest in different contexts and for different types of professionals. On one hand, we find evidence suggesting that, in certain situations, seeking feedback can provide a valuable opportunity for assessment and encouragement, especially for those who are taking their first steps in a new area. For newcomers, feedback can offer a balance between constructive evaluation and encouragement to develop basic skills, helping them navigate unfamiliar terrain with confidence and clarity. On the other hand, as previously seen, my research also highlights the effectiveness of seeking advice, particularly for more experienced professionals seeking practical solutions and guidance for the future. By moving away from the evaluation approach and focusing on the recipient’s development, advice can stimulate deeper reflection on future actions and provide valuable insights on how to achieve goals and objectives more effectively.
However, we recognize that seeking guidance should not be a one-sided approach. On the contrary, it is clear to me now that a holistic and adaptive approach that integrates both feedback and advice, taking into account the specific context and individual needs, is essential for promoting significant and sustainable growth in the workplace. Therefore, as we consider the implications of these findings for professional development practices in organizations, it is crucial to adopt a flexible and collaborative approach that recognizes the importance of adapting to constantly changing circumstances and diverse professional needs. By creating an environment that promotes continuous learning and exchange of experiences, organizations can empower their members to seek guidance proactively and contribute to mutual growth, driving innovation, productivity, and long-term success.
Seeking Guidance in the Professional Environment
Certainly, seeking guidance in the professional environment goes beyond simply choosing between feedback and advice. It is crucial to recognize that each approach has its strengths and limitations, and that a holistic and adaptive approach is needed to maximize the benefits of professional development. First and foremost, organizations must create a culture that values both feedback and advice, encouraging an open and constructive exchange of ideas among peers and leaders. This involves not only providing formal opportunities for giving and receiving feedback, but also cultivating an environment where individuals feel comfortable seeking advice and guidance informally and continuously. Additionally, it is essential for professional development practices to be tailored to the circumstances and individual needs of each team member. This means recognizing that different people have unique learning styles and needs, and that a personalized approach is critical for promoting significant and sustainable growth. For example, some professionals may benefit more from detailed and specific feedback, while others may prefer practical advice geared towards the future. Likewise, the frequency and format of professional development interactions may vary according to each individual’s preferences and schedule. Furthermore, it is important to consider the role of leaders and managers in the guidance and development process. They play a crucial role in providing guidance and support to team members, helping them identify areas for improvement and develop action plans to achieve their professional goals. In summary, when considering the implications of feedback and advice findings for professional development practices in organizations, it is essential to adopt an integrated and adaptive approach that takes into account individual needs and promotes a culture of continuous learning and collaboration. Only then can organizations unlock the full potential of their members and drive long-term growth and success.
Practical Applications and Managerial Implications
The findings of this study have important implications for leaders and professionals at all organizational levels. First and foremost, the importance of fostering a culture of knowledge sharing and collaboration within organizations is highlighted. By encouraging employees to seek and offer advice, organizations can create an environment conducive to innovation and continuous development.
Furthermore, as seen from the results of this study, leaders can benefit from adopting a counseling-based guidance approach instead of traditional feedback. Rather than simply evaluating past performance, leaders can guide their teams towards the future by offering insights and guidance that promote growth and excellence. Let’s delve even deeper, bringing concrete examples from everyday organizational life to illustrate how these findings can be applied and their implications for leaders and professionals:
- Organizational Culture and Collaboration: Imagine a company actively encouraging its employees to seek and offer advice to one another. Instead of feeling isolated in their own departments, employees regularly share their experiences and insights with colleagues from other areas. For example, a marketing expert may offer advice on communication strategies to a product development team, while a data analyst may provide insights on market trends to the sales team. This culture of collaboration not only drives innovation but also strengthens relationships and team cohesion.
- Advice-Oriented Leadership: An example of advice-oriented leadership can be seen in a manager who, instead of just providing feedback on a team member’s past performance, takes the time to guide them on how to improve in the future. For instance, rather than solely focusing on correcting a mistake in a report, the manager may offer advice on how to enhance the employee’s data analysis skills, suggesting specific training courses or mentorships. This not only helps the employee grow professionally but also builds a relationship of trust and mutual support between leader and follower.
- Professional Development: A practical example of how professionals can benefit from actively seeking advice is an employee facing difficulties in handling interpersonal conflicts in the workplace. Instead of trying to solve the problem alone, they seek advice from more experienced colleagues or a mentor within the organization. By receiving guidance on how to approach challenging situations constructively and empathetically, they learn new communication and conflict resolution skills that not only improve their effectiveness at work but also contribute to a more harmonious and productive work environment.
- Fostering Innovation: In a company that promotes a culture of advice-based guidance, employees are encouraged to think outside the box and explore new ideas and approaches. For example, in a brainstorming meeting, instead of simply presenting their own ideas, employees are encouraged to offer advice and insights to each other, building upon their colleagues’ contributions and collaborating to develop innovative solutions. This creates an environment where creativity flourishes, and new opportunities are explored, leading to significant advancements for the organization.
In Conclusion,
My studies reveal a transformative paradigm in the professional development landscape: the power of advice over feedback. By seeking advice, individuals not only receive constructive assessments of the past but also clear and practical guidance for the future. This approach not only drives individual growth but also strengthens the organizational fabric, nurturing a culture of continuous learning and innovation. For leaders and professionals committed to excellence, actively seeking advice emerges as a powerful strategy. Instead of settling for superficial assessments of the past, they seek guidance that inspires action and promotes personal and organizational development. This future-oriented mindset not only elevates individual performance but also catalyzes the evolution of the entire team and company. Ultimately, by embracing an advice-seeking approach, leaders and professionals can unlock the full potential for growth and success. It’s time to leave behind the limitations of conventional feedback and embrace the transformative power of advice to shape a future of excellence and achievements.
Cited Researchers:
*Jaewon Yoon was a PhD student in the organizational behavior program at Harvard Business School. His research focuses on time communication and feedback exchange.
*Hayley Blunden was a PhD student in the organizational behavior program at Harvard Business School.
*Ariella Kristal was a PhD student in Organizational Behavior at Harvard Business School. Her research focuses on how environments can be structured to reduce biases in the workplace, educational settings, online context, and many others.
*Ashley Whillans is an Assistant Professor in the Negotiations, Organizations & Markets Unit at Harvard Business School. Her research primarily focuses on time, money, and happiness.
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