The Power of Effective Questions

Last month, we examined the art of leading by not knowing, which begs the question: Have you overlooked the power of effective questions and can you become better at asking the best ones? A relatively smart man seemed to believe that this skill was quite critical. “Don’t listen to the person who has the answers,” Albert Einstein once said. “Listen to the person who has the questions.” (Don’t you love this?!)

            You may believe that your team is looking to you for all the answers – answers provided with utmost confidence and certainty, but is that even possible? Doubtful, especially in a time of complexity, ambiguity, and rapid change. Fortunately, asking questions signals a level of vulnerability that helps build trust through transparency. And that actually conveys strength, rather than weakness. Some even consider asking good questions to be a leader’s superpower!

By inviting the participation of others, you’re leading by example – demonstrating the importance of questioning, encouraging a culture of inquisitiveness, opening up conversations, and uncovering information. This process of collaboration may offer other benefits, for example, easing the anxiety that many feel in volatile times or deepening relationships by helping others feel valued and heard. If you doubt this is true, simply reflect on how you feel when someone asks for your opinion.

What kinds of questions are best to ask? Favor open-ended questions over ones that can be answered with a “yes” or “no.” They have a better chance of inspiring a rich conversation. To set people at ease and prime the proverbial pump, consider starting with easier questions.

Also, watch the tone you use in your questioning – aiming for an attitude of interest and curiosity, not interrogation! Whatever you do, avoid prefacing your questions with a lengthy description of your own position on an issue. By doing so, you may unwittingly set up this person to either agree or disagree with you – making it less likely for new ideas to emerge.

Here are a few specific types of questions to consider.

Questions to enhance trust

• What surprised you about this?
• Help me understand….
• In this situation, what values should drive our decision?
• Who is affected by this decision? What are likely to be their biggest concerns?

Questions to spur creativity and leadership

• Which of our customers’ unmet needs could provide the grounds for a new type of business?
• What do you lack – or need to refine – to be successful as you face this particular challenge?

Questions to increase results

• How can we make the most of this opportunity?
• How can we better personalize our products and services to meet the unique needs of each customer?
• Can you think of a paradigm-shifting opportunity that could create much more value for our firm?

Questions to help avoid or resolve conflict

• Where do you anticipate further resistance?
• Who are the individuals and groups you need to communicate with early and often to avoid undue conflict?

Questions to uncover knowledge

• Do you know of other organizations facing a similar challenge – and what can we learn from their experience?
• What are we missing? Have we oversimplified our approach?

Remember: Asking good questions and actively listening are learnable skills and a work in progress. Give yourself credit for the headway you make and commit to keep growing. By doing so, you’ll also help others unleash their full potential.

Next month we will have a surprise end-of-year article. Stay tuned! Thank you for your curiosity in learning how to ever-evolve and develop your leadership skills.  It is a life-long journey of learning.  Lead well out there.