Murphy-Y LAW guidance on advice: “If advice can not be followed, it will not be followed.” Corollary of the law: “If you follow advice, it will not work.” Honestly, don’t you think we OVERESTIMATE our ability to change others? Do so many unsolicited recommendations that we receive and give have an influence on the company and our professional career? Could it be a MISTAKE to offer answers for change or improvement. To employees and professionals who have not asked themselves the questions? Many of the articles and videos loaded with advice that recommend how to motivate your company’s employees.
How to look for a job
What to do to reinvent yourself professionally , how to become an entrepreneur and, in general, the content that advises how to be better professionals or managers usually communicate “boatman truths”, icons of common executive data sense or mere clichés. There are many factors that influence the effectiveness of advice given and received. Good advice is due to prior knowledge of the objectives, motivation, resources and competencies of the counselee; for the adaptation and personalization of the recommendation to that knowledge; for the validity, reliability and timeliness of the information included in the advice or for the data and reasons on which its supposed relevance is based.
By specifying the behaviors
Or rules to apply the advice in the contexts and moments relevant to the change; and for the suggestion of methods , measures, procedures and resources to put into practice the recommendations given with the greatest WS Numbers probability of success. Giving advice without sufficient guarantees for its follow-up, and without sufficient probability that the objectives will be obtained if those recommendations are followed, is counterproductive for both parties. Many people don’t know what to do with their lives but they do know what to do with yours. Advice in business and in your professional career.
