This is definitely an important thing that more people, especially tech people, should keep in mind. However, this doesn't really apply in all situations, and I

This is definitely an important thing that more people, especially tech people, should keep in mind. However, this doesn't really apply in all situations, and I actually disagree about the example which you give. When someone shares a problem with you, you may want to ask yourself two questions to evaluate whether you should give advice: 1. Can you suggest any action that the other person wouldn't already have taken if it were feasible? This isn't necessarily limited to you being a subject matter expert, it also includes situations where personal or interpersonal factors are at play: for example, when the person you're talking to is very shy or reluctant to formulate clear demands, empowering them to talk to their manager can be very beneficial. On the other hand, if they already are a person who feels very comfortable with meetings and social situations, they will likely already have considered the option and decided that it won't help, so you're adding nothing useful. 2. Is the problem at hand highly emotional, or is there something else suggesting that solving it right now is crass? For example, if your coworker told you that the family dog died, she's probably not looking for advice on funeral arrangements. So, what it comes down to in the end is considering the context. Some people might be very happy to receive advice, and might be very thankful in the long run if you encourage them to talk to their manager about a career step they have been meaning to take. Even then, of course, compassion is never misplaced, and people will always be thankful if you show understanding for how the problem troubles them emotionally as well. If you want to encourage a shy person to have a conversation, you shouldn't pressure them. And so on.