People who are aware of the advantages for both parties are more likely to ask for advice, study shows

People who are aware of the advantages for both parties are more likely to ask for advice, study shows Sadie Harley Scientific Editor Andrew Zinin Lead Editor Many people are reluctant to ask others for advice—for fear of being a burden or taking up unnecessary time. A new study led by Professor Dr. Anne Burmeister at the ECONtribute Cluster of Excellence shows how this reluctance can be lowered: When people seeking advice learn that the other person involved will also benefit from the exchange, they are much more likely to seek support. The study "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 Academy of Management Journal. Whether people are starting out in their career, joining a new team, or making difficult decisions, many find it difficult to ask others for advice. This is often due to concerns about bothering the other person or being a burden to them. This feeling results in some people choosing to forego support—and thus helpful contacts and tips. Psychology uses the term "illusion of inequity": People seeking advice often believe that such a conversation is one-sided and only of benefit to them. Research has long shown that both sides can benefit. Those who are asked for advice feel valued and gain new insights themselves. Anne Burmeister, Professor of Organizational Behavior at the University of Cologne and member of the ECONtribute Cluster of Excellence, and Daniel Levin, Professor at Rutgers University (U.S.), wanted to find out whether behavior changes when those seeking advice are explicitly made aware of the benefits for the other party—the person giving the advice. The key finding: those who recognize that the person providing advice is also benefiting from the exchange are significantly more likely to seek support. The number of cases of contact being made increased by almost 40 percent. The quality of the advice received also remained high. For the study, the researchers conducted two controlled field experiments with jobseekers who specifically asked for information on career paths, companies or sectors. In addition, four online experiments were conducted with employees from various sectors. In this way, the effect could be proven beyond the pure job search. The research team also examined the effects of variation in terms of how well-known or high-status the people giving the advice are. The results suggest that the effect was particularly strong when people seeking advice approached unfamiliar people and those of higher status—precisely those situations in which people are usually most hesitant (and have the most to gain). The intervention, which takes no more than an hour, is therefore particularly effective for these situations. "Knowing the benefits for those giving advice is an effective way of overcoming fears of being a burden to others and making more frequent use of professional networking opportunities," says Burmeister. Each and every individual can thus strengthen their networks and make better use of personal development opportunities. The researchers recommend incorporating this empirically based approach into training courses and career counseling. Companies could also utilize these findings to train new employees or to promote the exchange of knowledge across hierarchical and departmental boundaries. Publication details 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 (2026). DOI: 10.5465/amj.2024.0635 Journal information: Academy of Management Journal Provided by University of Cologne