Idea in Brief

The Problem

Leaders must learn how to give and receive advice effectively to do their jobs well, but the exchange is hard work on both sides of the table. Doing it badly can lead to flawed decisions, strained relationships, and stalled careers.

The Solution

Fortunately, you can master the art of advice by adopting a framework of best practices, drawn from a substantial body of research.

The Benefits

By seeking advice from the right people—and in the right ways—you can develop smarter solutions to problems, deepen your thinking, and sharpen your decision making. And by becoming a better adviser, you’ll extend your influence and learn from the people who come to you for guidance.

Seeking and giving advice are central to effective leadership and decision making. Yet managers seldom view them as practical skills they can learn and improve. Receiving guidance is often seen as the passive consumption of wisdom. And advising is typically treated as a matter of “good judgment”—you either have it or you don’t—rather than a competency to be mastered.

A version of this article appeared in the January–February 2015 issue of Harvard Business Review.