Deepak: Welcome to the Business Talk, a global podcast series that highlights distinguished faculty members and their impactful scholarly contributions. I'm Deepak, your host from India.

We're delighted to welcome Dr. Hayley Blunden, Assistant Professor of Management at the Kogod School of Business at American University, as our distinguished guest today.

Before we begin, here is a brief profile.

Professor Blunden’s research explores how leaders turn difficult workplace conversations into opportunities for growth and collaboration. Bridging advice, feedback, voice, and virtual work, she examines how everyday interactions shape effectiveness and relationships within organizations.

Her research has appeared in leading journals and has been featured in outlets such as Harvard Business Review, The New York Times, The Economist, CNBC, and Forbes.

Before academia, she worked across startups and Fortune 100 companies in strategy, consulting, and finance—perspectives that continue to inform her research.

In today’s episode, she shares insights from her research on advice seeking and the interpersonal cost of ignoring advice.

Please join me in welcoming Dr. Hayley Blunden.

Deepak: Professor Blunden, thank you for accepting our invitation. It’s a privilege to have you.

Hayley Blunden: Thank you so much for the kind introduction. I’m looking forward to chatting today.

Deepak: What inspired you to study the social cost of ignoring advice rather than just its usefulness?

Hayley Blunden: Advice has an informational component—we want to know what to do. But there’s also an interpersonal element. When we seek advice, we’re often building relationships and connection.

That relational component is fascinating and often overlooked, which is why I wanted to study it more deeply.

Deepak: Your research shows advisers often penalize seekers who ignore advice. What does that look like in real workplaces?

Hayley Blunden: We examined three main outcomes.

First, relational closeness—advisers feel less close when their advice is ignored.

Second, offense—people feel insulted or offended when their advice isn’t followed.

Third, willingness to continue the relationship. Advisers are less likely to give advice again, and in some cases may even end the relationship entirely.

In one study, over half of financial advisers said they had ended a relationship after their advice was ignored.

Deepak: Why are expert advisers especially sensitive when their advice is ignored?

Hayley Blunden: Expertise carries social status. When people seek your advice, it reinforces your identity as knowledgeable and effective.

If your advice isn’t followed, it can threaten that identity.

We found two mechanisms driving reactions:

One is perceptions of the seeker—advisers see them as less warm and less competent.

The second is self-perception—advisers feel less effective and may even feel inferior.

Experts have further to fall, so the impact is stronger.

Deepak: Your research also shows that consulting multiple advisers can backfire. How should leaders navigate that?

Hayley Blunden: There are strong accuracy benefits to consulting multiple advisers. But interpersonally, it creates tension.

Because advisers often disagree, you inevitably won’t follow most of their advice. When advisers know they’re one of many, they anticipate being ignored—and react negatively.

So while it improves decision quality, it can damage relationships if not managed carefully.

Deepak: There seems to be a mismatch—seekers want information, advisers want to give direction. What does that tell us?

Hayley Blunden: Exactly. Seekers approach advice as information gathering, while advisers see it as providing the “right answer.”

This reflects egocentrism—we interpret interactions from our own perspective.

Better perspective-taking can improve communication and outcomes.

Deepak: From a leadership perspective, how can managers give advice without taking it personally if it’s ignored?

Hayley Blunden: First, don’t assume advice must always be followed—that’s not realistic.

Instead, offer multiple perspectives rather than a single directive.

Also, think in terms of a portfolio of interactions. Over time, some advice will be followed and some won’t—don’t fixate on a single instance.

Deepak: What about advice seekers—how can they decline advice without damaging relationships?

Hayley Blunden: Highlight moments where you did follow advice, even partially.

You can emphasize elements of the recommendation you used. This helps advisers feel valued and reduces offense.

Deepak: Did you find emotional drivers behind these reactions?

Hayley Blunden: Yes. It comes down to perceptions of warmth, competence, and self-worth.

Advisers see seekers as less competent and feel less effective themselves. These perceptions drive the interpersonal consequences.

Deepak: Do these dynamics change in virtual environments?

Hayley Blunden: Virtual work can create psychological distance, which may weaken these reactions initially.

However, with repeated interactions—like with managers or close colleagues—the effects remain strong even virtually.

Deepak: Final question—what’s one piece of advice about advice?

Hayley Blunden: View advice as an opportunity to build connection.

These interactions are not just about decisions—they’re about relationships. Recognizing that can make advice exchanges more constructive and less costly.

Deepak: Thank you, Professor Hayley Blunden, for sharing your insights. It’s been a pleasure having you.

Hayley Blunden: Thank you so much.