Taking Advice

Ciampa makes the argument that almost all of the thought and commentary regarding advice has been from the 'supply side,' i.e. on being a good advisor or consultant (or consultancy). But this view, Ciampa argues, is of necessity incomplete. In order to have a more whole and useful view of advice, we need a better way of thinking about the 'demand side.' I.e., we need a theory of advice-taking for corporate/organizational leaders, as well as principles and advice on how to take advice in practice. Some important themes or components of the book include: the 'help paradox,' or the notion that more people and firms are offering advice (and more money is being spent on such advice) than ever before, and yet there are indications of less satisfaction by those who take advice, particularly when the help is needed in political, emotion-charged, high-stakes situations. Also, the idea that traditional consulting services in strategy or operations are more focused on rational data analysis than on 'the more visceral abilities of counsel, where success depends on harder-to-learn skills such as listening with empathy, giving delicate or difficult feedback in an effective way, and influencing a strong leader to change his/her behavior.' Good advice is often what bridges the gap between a leader's vision and effective realization and implementation of that vision; or, perhaps, more importantly, between the distorted or incomplete vision of a leader, and a truer, more effective one. When there is a lack of advice solicited, or it's gotten from poorly chosen sources, this puts the leader and his vision in jeopardy, and this jeopardy can be manifested in all sorts of ways. The book provides not only a sophisticated theory of advice-taking, but also lays out in separate chapters: * a practical typology of advice'strategic, operational, political, personal.* the kinds of advisors'expert, experienced, sounding board, partner.* attributes of the great advice taker.Dan Ciampa makes the argument that almost all of the thought and commentary regarding advice has been from the 'supply side,' i.e. on being a good advisor or consultant (or consultancy). But this view, Ciampa argues, is of necessity incomplete. In order to have a more whole and useful view of advice, we need a better way of thinking about the 'demand side.' I.e., we need a theory of advice-taking for corporate/organizational leaders, as well as principles and advice on how to take advice in practice.The book provides not only a sophisticated theory of advice-taking, but also lays out in separate chapters: A practical typology of adviceżstrategic, operational, political, personal.The kinds of advisorsżexpert, experienced, sounding board, partner.Attributes of the great advice taker.