Many people hesitate to ask others for advice because they fear being a burden or taking up unnecessary time. This reluctance can prevent individuals from gaining valuable guidance, support, and professional connections. A new study led by Anne Burmeister at the ECONtribute Cluster of Excellence demonstrates that this hesitation can be reduced when people understand that advice-giving benefits both parties involved. The study, titled “A Prosocial Perspective on Advice Seeking and Networking: How Focusing on What Advice Givers Can Gain Motivates Advice Seekers to Reach Out More,” was published in the prestigious Academy of Management Journal.
The researchers found that many individuals view advice-seeking as a one-sided interaction that only benefits the person asking for help. In psychology, this is referred to as the “illusion of inequity.” However, previous research has shown that people who provide advice often gain important benefits as well. They may feel valued, develop new insights, strengthen social relationships, and reflect more deeply on their own experiences and knowledge.
To examine whether awareness of these mutual benefits changes behaviour, Burmeister and co-author Daniel Levin conducted several experiments involving job seekers and employees from a variety of industries. Participants were encouraged to seek advice regarding career paths, companies, and professional opportunities. Some participants were explicitly informed that advice-givers could also benefit from these conversations. The findings revealed that individuals who recognised these reciprocal benefits were significantly more likely to seek support from others.
The impact of this simple intervention was substantial. The number of people reaching out for advice increased by nearly 40 percent, while the quality of the advice received remained consistently high. Importantly, the effect was strongest in situations where people are usually most reluctant to ask for help, such as when approaching unfamiliar individuals or people with higher status or authority. These are often the situations in which advice-seekers have the most to gain, yet fear and hesitation frequently prevent them from initiating contact.
The researchers conducted two controlled field experiments with job seekers and four additional online experiments involving employees from different sectors. This broad approach demonstrated that the findings apply not only to job searching but also to professional networking and workplace interactions more generally. The intervention itself was brief, taking less than an hour, yet it produced meaningful changes in behaviour and communication patterns.
According to Burmeister, understanding the benefits experienced by advice-givers can help people overcome concerns about burdening others and encourage greater participation in professional networking opportunities. The researchers suggest that this evidence-based approach could be incorporated into career counselling, leadership development, and employee training programmes. Organisations may also use these findings to promote knowledge sharing, strengthen workplace relationships, and encourage collaboration across departments and hierarchical levels.
More information: Anne Burmeister et al, A Prosocial Perspective on Advice Seeking and Networking: How Focusing on What Advice Givers Can Gain Motivates Advice Seekers to Reach Out More, Academy of Management Journal. DOI: 10.5465/amj.2024.0635
Journal information: Academy of Management Journal Provided by University of Cologne