“Let me give you some advice.” Does any statement shut you down faster and is less effective than this one? If so, you’re not alone. Here’s why. A 2009 research study on the relationship between financial advice and decision-making by Jan Englemann and associates illustrates that the brain “offloads” while it is taking in advice. The brain goes into neutral and the actual advice does not embed in the neocortex while the advice is being given. As a consequence. ownership might happen later or not happen at all. As leaders we want out team’s brains to be fully engaged! By giving advice, we appeal mostly to the rational parts of the brain. However, to fully engage a person, the emotive and sensory parts of the brain should also be involved in the decision-making. Without a fully-engaged brain, the likelihood of a person making the wrong, or even unethical, decision increases dramatically.
As a leader you often function as an expert. When you have expertise in a particular area, and are asked for your opinion, it’s best to make general comments without giving specific advice. For example, try responses such as “This is how I have seen this done effectively before”, “I have heard it happen that people … and the result was positive”, or, “I am aware that some people do it (this way) and others do it (that way)”. Continue to make it a learning experience in which the person can gain awareness and take ownership.
Everyone likes to feel respected for having given a worthwhile opinion, but as leaders, we should ask ourselves whether giving a person advice comes from a motivation to serve their best interest or to satisfy our own ego.
As a coach, I believe that my clients have their own answers and my role is to create a space for their wisdom to emerge. Giving advice detracts from my client’s autonomy and they own less of the solution. Without this ownership there is less accountability. Now I know why. Only part of their brain is engaged!
