How can you share your expertise without giving advice?

Setting thoughtful questions drives the flow of conversation and handing over the domineering power to the receiver. Letting the next person decide the answer and then tailoring their thoughts into your words avoids a one-sided conversation.

Using open-ended questions is itself a type of expertise. Often, people are tempted to use questions to lead towards a particular conclusion. At worst, this is a manipulative technique, a way to corner someone into speaking your idea from their mouth. Truly open questions help the other person explore their own thinking and assumptions. One of my favorite question is, "What makes this meaningful/important for you?" The conversation that follows if often very clarifying.

I concur with the open ended Qs approach. I like to begin by asking, "What are you trying to achieve?", "With what over-arching strategic goal does this tie in?", "Who will be affected by it?", "How are they likely to react?"

Absolutely, we can share our expertise by weaving it into relatable stories and experiences. Instead of direct advice, narrate how certain principles or strategies played out in real-life scenarios. This not only engages the audience but also allows them to draw their own insights. For example, sharing a story about how a shift in organizational culture positively impacted team dynamics or a personal anecdote about mastering emotions in a challenging situation. Let your audience connect the dots and discover the wisdom organically. Asking open ended questions can also be another great tool!

I am a HUGE fan of OEQs. Using open-ended questions in coaching is essential for profound insights and transformative outcomes. They encourage reflection, active listening, and critical thinking, empowering your clients to find creative solutions aligned with their values. As a facilitator, I guide clients to uncover limiting beliefs and navigate challenges. Remember that being patient and empathetic are key, leading to meaningful conversations and transformative growth. Open-ended questions ultimately create a safe space for self-discovery, empowering clients to unlock their potential and achieve their goals.

Sharing expertise without giving advice involves framing insights as personal experiences or observations. Instead of prescribing specific actions, describe situations where certain approaches proved effective. Encourage open dialogue, allowing others to draw their conclusions. Utilize questions to guide discussions, fostering a collaborative learning environment. This approach emphasizes shared learning and empowers individuals to make informed decisions based on the presented insights.

Most people feel intimidated by, or disdainful of a person who sounds "all knowing' when sharing their expertise in a particular subject area. I always find it comfortable to explore available information and knowledge together with client. Without being utterly patronising by pretending not to know what you obviously know, it is always helpful to share your experiences in the subject under discussion and genuinely ask what their experience may be. Several times I have gained new knowledge in what I think is my area of expertise from 'my client". Enjoy the conversation.

I very much believe in story-telling, especially if it is not some remote stories like "I will tell you how Zuckerberg did it" but personal and applicable. Even better, your own stories with some take-away and morale that can be used also by listner.

Gosto muito de dividir com meus colegas e amigos histórias e anedotas vividas durante estes anos de trabalho. Mil vezes melhor do que falar da vida alheia é ter suas próprias experiências para contar! Além disso , nestas histórias está embutida uma sabedoria fantástica , que dificilmente vai ser aprendida na teoria. Tenho o privilégio de conviver com muitas pessoas mais experientes do que eu e aprendi constantemente com as histórias deles.

Relatable success stories work but only if they have some moral or take-away that is useful, replicable or motivational. Quite often the stories tend to be "Cinderella stories" that are one in a million and you walk away with just constantation "how nice that it worked for them but not quite useful now". Stories that give listeners some new tools or motivation work the best.

Storytelling is the top most effective tool in the coach's toolbelt. (Next to listening, which even a good storyteller does.) Why do we read? Watch TV? Consume movies? We connect with the stories we hear. With the characters. And the outcomes. We remember stories more readily. We retell them, too. And if the coach doesn't have much experience, tell the stories of clients. Or other coaches. Or what you've been reading.

Incorporating personal examples and stories in coaching sessions is paramount for establishing a genuine connection with clients. Sharing my experiences fosters trust and authenticity, making clients feel more comfortable and willing to open up. These stories become powerful tools to illustrate concepts and strategies, enhancing their understanding and retention. Furthermore, it demonstrates vulnerability, allowing clients to see that growth and learning are ongoing processes, inspiring them to embrace their own journeys and take bold actions towards success.

What's incredible about humans, is that we learn more from hearing stories than from facts and figures. If you can inform and teach through storytelling from your own personal experience, you'll be miles above the competition in no time.

The best coaches don't give advice. We help our clients arrive at their own conclusions through sharing perspective, telling stories and illustrating outcomes. When one can arrive at a conclusion on their own, the lesson is far more indelible than if we told them to do something. Stories provide a fabulous vehicle for understanding and the more poignant or relatable the story the better as it's something they will never forget. When a leader/coach tells you- don't ever do that again, they are certainly not bringing out your best. In fact, I'd argue that it will have a worse outcome had they said nothing at all. Conversely, when trust exists a leader/coach can ask, how do you think that went and have an honest exchange of feedback.

Contar histórias é uma das melhores maneiras de ensinar qualquer coisa. Como já ouvi de um amigo , mil vezes ter histórias para contar do que falar da vida alheia ! É especialmente gratificante ter algo para contar e perceber que este algo é útil e de fato traz um ensinamento importante para quem está escutando.

In my experience senior execs expect you to share some insights from your own experience, especially if you are coaching in a Confucian society’s context. I use my own personal stories and metaphors to guide the conversation. I ask if the stories can shed some light into their own situation. Most times it’s a helpful way to segue from a feeling of stuckness (open ended questions can only get so far at times) and help clients open up their aperture through a different lens (stories and real life examples). Sometimes nothing much happens at that specific time but the stories do stay in their minds and the next session, they tell you they thought about the stories and they have a different perspective of their situation now.

Using stories and examples to illustrate the power of asking these questions will add lot of value to your Thought Leadership adaptations. For instance, one successful thought leader in the tech industry constantly challenges himself or herself by attending conferences and workshops to learn from other experts and stay up-to-date on industry trends. Another thought leader in the marketing field actively seeks out collaborations with other professionals in order to gain new perspectives and insights. By using right examples to add perspective to the open ended questions, you will be able to drive innovation and creativity in their respective fields, ultimately solidifying their positions as thought leaders.

I find that some times just observing what's happening is enlightening. For example, "when you talk about that topic, your energy changes." Another useful observation to share is what someone does well that they take for granted. Many people assume that because something comes easily to them, it is easy. They may not grasp the impact that "easy" thing has on others. Or they may assume that because its easy for them, it is for everyone.

In coaching, inevitably you'll have to provide feedback on what was done and how to improve. If you use the STAR-AR model, that is a defective coaching tool. I modified it to the SMART STAR-AR model where you use only open-ended questions to generate answers from the coachee. In that way, you're not giving answers and still empowering the coachee.

More often than not, the most powerful observations you can offer a client is not about what they're doing, but about how they're thinking. Reflections can be the turning point that they need, because it's hard for anyone to see themselves clearly. Example: You seem to be saying that you have to have a reason to say no. Example: From what you're saying, everyone else comes first. Example: Your history with your direct report indicates that this approach isn't working. What do you think?

Active listening. A demonstration of what you hear the person saying. While it may on the surface seem to be sharing your expertise, you are right! You are instead sharing your energy, your skills in observation, your respect, and holding space. This in turn translates to value and creates trust. Expertise in action.

I've found that feedback and observations are more than diagnostic tools; they're catalysts for change. I don't aim to direct, but rather to create a reflective space. When I point out, for instance, a dip in team engagement, it invites clients to consider the ripple effects of their leadership. And let's not overlook body language—it speaks volumes. Observing how a client's posture changes when certain topics arise often leads to 'aha' moments they hadn't anticipated. These non-verbal cues are just as telling, pushing clients toward a newfound self-awareness. For me, the real expertise lies in helping clients unearth these insights for themselves.

Almost all of my approaches to coaching processes involved a frank conversation about the history and references of the colchee, obtaining even in this review a unique opportunity, where the employee himself already found his great achievements that he had not yet realized, as well as their potential for improvement, who still did not understand the unwanted impact. I mean, I think more respect is needed for the history of colchees by the coaches themselves in this complex process!

The use of appreciative inquiry is very useful so that clients accompanied in a consulting process can reflect on important aspects, review their biases and have new insights for themselves. It is a very respectful approach that facilitates opening minds to new possibilities and scenarios.

Los comentarios y las observaciones sin duda que son un maravilloso espejo para darnos cuenta si el mensaje está llegando con claridad o si estamos enfrentando serias "interferencias". Es importante hacernos conscientes que las interferencias en la comunicación siempre existen: un mensaje jamás es recibido tal como ha sido emitido. El mensaje siempre estará filtrado por los conocimientos, aptitudes, valores, principios, ideologías, experiencias y otros del receptor. Así, estar atento a los comentarios y las observaciones nos permite hacer lo posible por paliar tales interferencias y hacer que el mensaje llegue lo mejor posible.

An feedback shall be effective if its supported with data or by sharing example of scenario observed. An feedback without required background will trigger ambiguity . I would recommend using Feedback just like table salt.

Providing feedback and observations is another effective way to share expertise without giving direct advice. Offering feedback and observations, you can help the individual gain new perspectives, identify potential blind spots, and consider alternative approaches without explicitly telling them what to do. It encourages them to reflect on their actions and decisions critically, ultimately empowering them to make more informed choices based on your expertise.

When stuck and that does happen sometime when ‘client doesn’t know what they don’t know’, frameworks come in very handy. I sometimes use coaching goal focused assessments or breakdown the coaching goal into a framework similar to Wheel of Life. This helps the client identify what they could help them reach the outcome they want for themselves.

Providing a client with a model with limited direction is entirely unprofessional. Again, if you are giving advice it isn't coaching and when it comes to models that may be okay depending on the context you are using it. I would caution though that models can quickly become crutches for some coaches leaving them to rely more on the models guidance versus their own. Remember, you know your client better than a model. Trust your own intuition and find ways to marry that with the data you learn and/or provided.

Sharing frameworks and tools can help you equip individuals with practical methods for applying your expertise to their own situations, enabling them to make informed decisions and take action autonomously.

In my experience instead of telling your customers/clients by giving them advice we can introduce them to tools that can help them to improve themselves and make their business better or rather back to basics be an example to them by giving them recommendations via frameworks on what they need to improve themselves to help their business.

Sharing your expertise looks different in many scenarios however leading by example is the easiest way to share and model your greatness! Leading by example is absolutely necessary and teaches appropriate lessons while modeling best practices! Don’t try too hard! You got this!

Share your wisdom by telling stories or sharing personal experiences. Let others connect the dots themselves. Throw in some observations and ask questions that make 'em think. It's about self-discovery, not just handing out advice.

A well structured framework is the key to allow the audience to understand concepts and as a tool upon which to frame their thinking and hang their problems in such a way as to arrive at a useful output.

Using frameworks and tools is like sharing a proven business strategy… practical and actionable. It’s about gives clients a systematic way to approach their issues. Unlike direct advice, these frameworks allow clients to tailor the solutions to their unique challenges. This approach respects the client's autonomy and builds their adaptive and problem-solving capabilities and other adaptive skills. It's not just a quick fix; it's about equipping them for long-term success on their own terms.

Une solution très « résiliante » que j’utiliserais avec modération.., ou mieux, avec circonspection. Quelle est la limite entre coaching et divulgation de savoir-faire ou processus de gestion rationnelle (ce qu’on appellerait au sens propre les secrets de « cuisine ») ? À vouloir trop en faire, même dans un esprit de plus grande adhésion à une certaine logique commerciale, le risque sera d’avoir mis dans la boucle un client potentiel externe dont on ne aura plus de mal à manager au moyens de conseils sur-mesure.

I think that too much structuring distorts the purpose of the process, maintaining a [solely] professional distance, and thus not engaging/capturing the employee's trust. And such trust does not concern how much the coachee must believe in what the coach says, but how much the coach is actually available and open to assisting him in this process.

Yet again, here's where this AI-generated topic is off a bit and doesn't get the critical nuance of what coaches do and how it inherently differs from advice-giving. If you are coaching, then you are not giving advice. If you are giving advice, it's not coaching.

Asking questions that probe deeper and trigger reflections help to get answers they never knew existed within them. Its about being the catalyst that sparks up the reaction in their minds. Coaching does not involve giving advice, as people most of the times have an idea of what to do, they are not always just aware, lack confidence in themselves or do not have the will power/discipline to do.

I think one of the key factors is keen observation and deduction of what the other person is thinking /what are the perspectives and what are the pain points. If we can deduct that not necessarily through conversation but observation and deduction we can provide the possibilities to the executive. One other point is we need to provide the possibilities and not decide what is the best solution as most of the executives will know the problem and possibly some way ahead and we need to give the different perspectives so that the best solution is chosen and not driven.

You will need to share relevant stories and experiences, posing thought-provoking questions, offering to the other person multiple potential approaches, and ultimately facilitate discussions to encourage diverse perspectives. It would also recommend learning resources, encourage mentorship,and most importantly always emphasize to the other person best practices without imposition, and promoting continuous learning. Ultimately the aim is to foster critical thinking and self-discovery, allowing the other person to draw their own conclusions right

La vida laboral está llena de figuras que solo quieren resaltarse así mismas, a través de hacer creer a los demás que les sobra conocimiento y experiencia. El mejor camino para transmitir a un equipo, la experiencia es ir resolviendo todas las dificultades que se vayan dando en el camino de un proyecto y enseñando al equipo, indirectamente, como siempre hay que buscar salidas y estas vienen de experiencias anteriores. Teniendo en cuenta que la experiencia siempre viene a través del camino “prueba y error”. En pocas palabras, la mejor manera de transmitir la experiencia es el ejemplo

Imagine that you are speaking with children. The worst thing you can do is to make them feel you're lecturing them. So, dress your point of view in a story and present that as the greatest adventure the human race has ever seen. Sometimes, it will help you get to the audience. Or else, at least, you will have fun.

Finally, it is absolutely necessary for the coach to understand that he is not in a superior position! At best side by side! The ideal would be for him to be extremely humble, like someone who washes the feet of those in need. After all, we have no control over whether what we will help to unlock remains only in the professional field!

I think one of the key factors is keen observation and deduction of what the other person is thinking /what are the perspectives and what are the pain points. If we can deduct that not necessarily through conversation but observation and deduction we can provide the possibilities to the executive. One other point is we need to provide the possibilities and not decide what is the best solution as most of the executives will know the problem and possibly some way ahead and we need to give the different perspectives so that the best solution is chosen and not driven.

This gets to the heart of a signifcant pitfall. Inherent in the topic is the view that advice giving is a high-status approach. A client won't be impressed when feeling belittled. The story approach has a dispassionate sense to it. There is perhaps a feeling of comfort hearing that others face similar issues. I find that the more personal the story, the greater the impact. But beware; not everyone finds storytelling a good use of time. Prepare and be sure of your story telling technique - keep it brief and punchy! With feedback share a glimpse into the challenges based on other situations. Placing yourself alongside your client is a reassuring way to share their aims. Don't obsess about your inputs. Remember, listening is the key skill!

Advice is not always rejected or perceived in a wrong way..sometimes they are required in a direct way to emphasize the importance and fragility of a situation.. but the way you package it is key to be well noted