Advising isn’t about showing up with all the answers. It’s about stepping into a space with curiosity, listening to what’s really going on, and finding ways to work alongside others to move forward. It’s messy, relational, and, more often than not, it’s humbling. I’ve been reflecting on what it means to give good advice — especially when it comes to complex challenges like strategy, innovation, or organisational change. And honestly, the best advice isn’t about advising at all. It’s about co-creating.
1. Start with listening
The most transformative advice begins with silence. Before we dive into solutions, we need to deeply understand the context, the people, and their lived realities.
At Adur & Worthing, we’ve learned this through the Community Leaders Nework. Instead of assuming what community organisations needed, we created space for them to share. These conversations weren’t about offering quick fixes; they were about listening to frustrations, hopes, and ideas — and letting these shape how we worked together.
It’s a reminder that the answers often lie within the people closest to the problem. The role of an advisor? To help surface those answers, not impose them.
What you can do:
- Start every conversation with curiosity. Ask open questions like: What’s working well? Where are you struggling?
- Resist the urge to fix. Spend time listening before you jump to conclusions.
2. Embrace the mess
We like to think of change as neat and linear. Spoiler: it’s not. Real transformation is chaotic, iterative, and full of false starts. And that’s OK.
The same principle applies to advisory work. Sometimes, the best thing you can do is help people navigate the mess, rather than pretending it doesn’t exist.
What you can do:
- Normalise uncertainty. Acknowledge that the road ahead won’t be straightforward — and that’s part of the process.
- Encourage small experiments. Try things, learn, adapt, and try again.
3. Build relationships first
Great advice doesn’t happen in a vacuum. It’s built on trust, understanding, and mutual respect. Relationships are the foundation of any meaningful change.
In Preston’s Community Wealth Building work, this meant spending time with local businesses, co-ops, and residents — not just to understand their challenges but to build trust. These relationships were the bedrock for bold changes, from local procurement policies to new models of business ownership.
Adur & Worthing have taken a similar approach with the Sussex Bay Project. Early discussions focused less on technical solutions and more on building a shared vision between councils, environmental groups, and local businesses.
What you can do:
- Take time to build rapport with the people you’re working with. Trust doesn’t happen overnight.
- Be honest about what you don’t know. Vulnerability builds connection.
4. Focus on capacity, not control
Advisory work shouldn’t be about creating dependency. It should be about leaving people stronger and more capable than they were before.
Nesta’s 100 Day Challenges are a great example of this. Rather than delivering solutions, facilitators empower teams to tackle challenges themselves — equipping them with the tools and confidence to keep going after the programme ends.
This mindset is critical for local authorities like ours. Whether it’s supporting residents with cost-of-living challenges or working with community groups on climate action, we’re always asking: How can we empower others to take the lead?
What you can do:
- Focus on building skills, confidence, and resilience in the teams you work with.
- Step back when it’s time. Let people take ownership of their own journey.
5. Start small, dream big
Change doesn’t have to start with a grand plan. Sometimes, the smallest steps are the most powerful.
In Glasgow, the council’s Place Commission started with small, practical interventions in public spaces. Over time, these evolved into a city-wide vision for inclusive growth. Similarly, in Adur, our work on coastal ecosystem restoration began with one kelp pilot. But it’s already opened the door to bigger conversations about regional resilience and sustainability.
What you can do:
- Start with what’s feasible now. Build momentum with quick wins.
- Keep an eye on the bigger picture. Small steps can lead to transformative change.
A call to action
Advising isn’t about having all the answers. It’s about walking alongside others, helping them navigate uncertainty, and empowering them to take the lead. So, whether you’re a strategist, innovator, or change manager, remember this:
The best advice doesn’t come from a PowerPoint deck. It comes from humility, curiosity, and a willingness to get your hands dirty.
Let’s challenge ourselves to listen more, embrace the mess, and co-create solutions that last. What’s one small way you can start this today?
