The Art of Giving and Receiving Advice
by David A. Garvin and Joshua D. Margolis
SEEKING AND GIVING advice are central to effective leadership and decision making. Yet managers seldom view them as practical skills they can learn and improve. Receiving guidance is often seen as the passive consumption of wisdom. And advising is typically treated as a matter of “good judgment”—you either have it or you don’t—rather than a competency to be mastered.
When the exchange is done well, people on both sides of the table benefit. Those who are truly open to guidance (and not just looking for validation) develop better solutions to problems than they would have on their own. They add nuance and texture to their thinking—and, research shows, they can overcome ...
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