There are many fulfilling aspects of being a corporate leader.  When it comes to working with people, prospects of inspiring, motivating, and mentoring talent all rise to the top of the list. Being a business leader also requires giving advice. But, very few people would consider advice as a rewarding aspect of their role. Thankfully, we can help you improve your approach and enhance the impact of the advice you give.

These five key concepts will help you communicate advice in a manner that your audience will better embrace.

Understand the person to whom you are giving advice.

Every one of us is unique. Each of us leans toward certain styles of communication and will go to extremes to avoid others.  Often, we tune out the style that differs from our own. Yet, we still need advice and guidance to grow, personally and professionally.

Think about the employees you must counsel. How do they communicate? What’s important to them? What qualities make them an asset to your team? What are their aspirations? What qualities may be preventing them from achieving those aspirations?

Then ask yourself: If I were on the receiving end of my advice, how would I want it to be communicated to me?

Embracing the adage, “put yourself in someone else’s shoes,” is critical when deciding how to frame the advice you must give. Your goal is to have the person be receptive to your advice and change behaviors or habits that ultimately will benefit them as much as your organization.

Be specific.

When a leader is adverse to conflict or has a passive-aggressive communication style, the advice they give can seem vague. This results in no behavioral changes at best or resentment at worst.

When you give advice, give one or two specific examples of the behaviors or actions that need to change. Articulate how those behaviors or actions have an impact on the team, the project, and the person’s reputation at your organization. Everyone wants to feel significant.

Let the other person speak.

Receiving unsolicited advice can feel like a negative critique for most employees. To keep the conversation positive and empowering, ask the person: “How are you feeling about this?” This gives them the ability to articulate any positive or negative emotions they may have. Avoid saying “I can sense that…,” as this eliminates the ability to have an honest conversation. The goal is to reduce the instinctive self-defense posture and allow for an open dialogue that leads to change and personal growth.

Offer options.

There are several benefits to offering options. One, options can help eliminate bias from the conversation. If you tell a person what action he or she should take because that is what you would do, you may be directing the person to an action that is uncomfortable for them. Two, offering options allows an employee to choose which approach works best for them. This will empower them and make them more willing to change.

Follow up.

Be sure to follow up within a month of your initial conversation. Ask how the employee is doing with their efforts to change their behavior or actions. Ask if they need additional support. If you have specific examples of the positive changes you or their peers have seen, this is the time to share feedback. And reinforce the positives for a period of time, so the employee continues to recognize their improvement.


Franchetti Communications delivers accelerated results by designing power-packed media interview and presentation training sessions around your unique goals, in person and via teleconference. Franchetti Communications works with corporations and business leaders to develop communication strategy, messaging, and PR strategy. Follow Franchetti Communications on LinkedIn, and be sure to download our special report: 6 Ways to Guarantee Your Message Cuts Through the Clutter.

Leave a Reply

Your email address will not be published. Required fields are marked *

  • Time limit is exhausted. Please reload the CAPTCHA.

This site uses Akismet to reduce spam. Learn how your comment data is processed.