How I (Now) Give The Right Advice

_{[Read time: 4 minutes]}

14 months ago, I wrote my best post.

It’s a mini playbook on how to avoid the wrong advice (from the receiver's perspective).

Today, I want to flip it and share a few lessons on how to give the right advice (after years of figuring out how to give it).

Notice I didn’t write “good” advice — I wrote “right” advice.

You are in the advice-giving game.

I don’t care if you have a service or product business, lead a team, or currently reside as the lowest-level employee.

Everyone gives it informally, formally, directly, or indirectly.

• The podcaster who shares their mistakes in growing their business

• The guidance counselor who supports a student’s post-high-school decision

• The football coach who trains a quarterback to recognize blitz coverage

• The sister who teaches her younger brother how to tie his shoe

Any insight wrapped in a story, based on experience, or grounded in perspective is advice.

I’ve been thinking deeply about this topic since I’m approaching five years as an entrepreneur — considering that my value is based on impact through words (verbal and written).

I see two problems with advice:

• The macro problem is obvious — there is more wrong than right advice out there.

• The micro problem is hidden — the wrong advice is never considered wrong at the time it’s given (otherwise, it probably wouldn’t be given)

The advice you give can depend on many factors — but I’ve narrowed it down to these primary 3:

• Are you advising the person or the situation?

• What level of nuance is necessary?

• What type (of advice) does this person or situation require?

If you give advice, you’re either a coach or a consultant.

Forget about whether you “like” these terms — sometimes people need to be coached (regardless of the situation), and some situations need consulting (regardless of the person).

Coaches help the person through a decision, while consultants help the situation through actions.

• Coaching is about enabling an outcome

• Consulting is about driving an outcome

In coaching (at times), you must sacrifice an optimal strategy for progress.

In consulting (at times), you must acknowledge that the resources (including people) are insufficient to solve the problem.

The right advice hinges on nuance. To the beginner, nuance is noise. To the expert, nuance is a signal.

A 2nd grader will learn more from a 3rd grader than a 10th grader (despite the 10th graders’ deeper knowledge base).

Why? The 3rd grader has the right stuff for the 2nd grader.

I realize this example is very narrow, but you need to consider the importance of nuance.

Most people look for “good advice” when they should be searching for the “right advice” — they think they want the 10th grader when they need the 3rd grader.

Here’s one universal truth: good advisors are engaged listeners, not confident talkers.

Having a solid network is essential.

I believe every coach should have consultant-like abilities, and every consultant should have coach-like abilities (if only to diagnose what’s needed).

That said, you won’t always have the right advice (for the person or the situation). Having a network of advisors you can refer people to might be the key to delivering the right advice — even for your best/recurring clients.

Here’s how you can surround yourself with a network of high-achieving humans.

People don’t know what they want or need.

They may tangentially know, but clarity is blocked because of their blind spots or blinders.

• A blind spot is a space that cannot be seen — which causes accidents

• A blinder intentionally blocks someone from seeing what is there — which causes negligence

This is why listening matters — clarity is more effortless when you’re the third party.

The recap — the 3-part framework for giving the right advice:

1. Which one is required: coaching a decision or consulting a situation?

2. What level of nuance is needed?

3. Which type (of advice) fits the person or situation (these are the 4)?

The advisor in you wants to help (me too).

Maybe it's because you and I want to be heroes. Perhaps it's because of purpose. Or, maybe it’s just business.

Either way, everyone would be better off giving (and receiving) the right advice.

Tell me what you think with just one click

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If you want to make a dent in the universe, hit reply and share your thoughts — your feedback will drive that impact even further.

If you missed last week’s post:

Last week, I wrote:

Demystifying Finance For Non-Finance Brains (And Reminding Finance-Brains Too)

It’s about how to look beyond the numbers and dollar signs to help make better decisions (and actions).

You can read it here.

When you’re ready — here are 2 ways I can help:

I’m Peter, a former Harvard strategist turned entrepreneur — I help businesses and organizations make the strategic decisions that move the needle.

• Join the Business Thinker Program to become a more strategic, impactful business thinker (or build a team of thinkers).

• Turn more revenue into profit with simple finance and operating strategies, and you'll get more for every ounce of effort you put into your business.