Employees are often reluctant to ask for advice, despite its potential benefits. Unsolicited advice may be a way to realize the benefits of advice without relying on those in need to ask for it. In this talk, I discuss two projects investigating the dynamics of unsolicited advice at work. In the first project (Landis, Fisher, & Menges, 2021, JAP), we test a novel attributional explanation for employees’ negative reactions to unsolicited advice (relative to solicited advice) across three studies. We found that receivers attribute more self‐serving and less prosocial motives to unsolicited advisors (relative to solicited advisors), making them less likely to use the advice in their work. Surprisingly, neither friendship nor network position attenuated these unfavorable attributions. In the second ongoing project, we explore the factors likely to make recipients more receptive to unsolicited advice. Thus far, we have collected qualitative data on full‐time employees’ experiences of beneficial unsolicited advice (n = 207). From these data, we propose factors that should influence receivers’ readiness for unsolicited advice, including (a) characteristics of advice, (b) situational attributes, and (c) characteristics of the dyadic relationship. We propose a field study to test our theory of the circumstances under which unsolicited advice will be useful to recipients and avoid negative relational consequences for givers.