In the realm of professional development, seeking advice rather than feedback may yield more constructive results, according to insights from Wharton psychologist Adam Grant. Research suggests that individuals who ask for advice receive more actionable suggestions for improvement compared to those who seek feedback. This approach is gaining traction as a more effective strategy for personal and professional growth.
A study conducted in 2019 by Harvard University researchers examined the impact of asking for advice versus feedback on a job application letter. The study involved 200 participants and revealed that those asked to provide advice suggested 34% more areas for improvement and 56% more ways to enhance performance than those asked for feedback. This indicates a significant difference in the quality and quantity of input received when advice is solicited.
Grant explains that feedback often triggers two primary responses: "cheerleader mode" or "critic mode." In cheerleader mode, individuals offer vague, generally praising comments that might boost morale but lack substance. Conversely, critic mode involves "attacking the worst version of you," which can be educational but potentially demoralizing. The tendency to fall into critic mode is more pronounced when feedback is explicitly requested.
"The best way to get people to coach you is, instead of asking for feedback, you seek advice." – Adam Grant
High-performing employees and women frequently receive less useful feedback in workplace settings. A 2024 analysis by HR communications platform Textio examined over 23,000 performance reviews across 250 U.S. workplaces. The findings highlighted that these groups often received vague and unhelpful comments, underscoring the importance of framing requests as seeking advice to "keep learning, developing, growing and getting greater opportunities," as noted by Kieran Snyder.
"Next week in our one-on-one, I'd like to have a conversation where we can talk about some of the specific examples of work I've done and, if I were performing at the next level, what I might be doing a little differently," – Kieran Snyder
The Harvard Business Review supports this perspective, noting that asking for feedback often results in non-specific praise rather than constructive criticism. In contrast, soliciting advice prompts others to consider potential improvements more thoroughly.
"raising the best version of you, which is very motivating but doesn't always teach you something new" – Adam Grant