6 ways to leverage your advice network

Maximize the value of your network through a targeted approach to make the most of your advisors’ expertise and time, which is especially crucial at the executive level.

1. Focus

Approach your advisors with specific, strategic questions rather than general discussions and give comprehensive context so they can offer informed opinions on complex matters.

2. Listen

Practice active listening when engaging with your advisors to understand the context and reasoning behind their advice. Ask probing questions and be open to perspectives that differ from yours, particularly on high-stakes issues.

3. Be proactive

Maintain an ongoing dialogue to help you avoid potential issues. Don’t wait for crises before reaching out – be proactive in seeking advice, particularly when facing significant decisions, by scheduling focused check-ins and sharing updates.

4. Reflect

Take time to reflect on how advice aligns with your challenges and strategic thinking, and how it applies to your organizational context. Consider each suggestion seriously, weighing it against your own experience and circumstances.

5. Follow up with feedback

Follow up with advisors after acting on their advice, sharing outcomes of major initiatives. This feedback loop demonstrates respect for advisors’ input, making them even more valuable resources.

6. Challenge when needed

Don’t hesitate to challenge your advisors when appropriate. Voicing concerns deepens discussion and allows for a more nuanced understanding of complex challenges.

Key learning

By maintaining, nurturing, and effectively leveraging your advice network, you can significantly enhance your decision-making capabilities and navigate the complexities of executive leadership more successfully.

Michael Watkins

Professor of Leadership and Organizational Change

Michael D Watkins is Professor of Leadership and Organizational Change at IMD, and author of The First 90 Days, Master Your Next Move, Predictable Surprises, and 12 other books on leadership and negotiation. His book, The Six Disciplines of Strategic Thinking, explores how executives can learn to think strategically and lead their organizations into the future. A Thinkers 50-ranked management influencer and recognized expert in his field, his work features in HBR Guides and HBR’s 10 Must Reads on leadership, teams, strategic initiatives, and new managers. Over the past 20 years, he has used his First 90 Days® methodology to help leaders make successful transitions, both in his teaching at IMD, INSEAD, and Harvard Business School, where he gained his PhD in decision sciences, as well as through his private consultancy practice Genesis Advisers. At IMD, he directs the First 90 Days open program for leaders taking on challenging new roles and co-directs the Transition to Business Leadership (TBL) executive program for future enterprise leaders, as well as the Program for Executive Development.