Get back into the habit of asking questions
Business leaders are rarely represented as people who question themselves. Yet, managers should be equally able to question as they are to affirm; but it seems this capability has somewhat been lost. How to get it back?
Taking a break and wondering whether we are right. Stopping the flow of arguments exchanged in a meeting and asking: “Why is this issue truly important?” Such behaviors are somewhat unnatural in business situations that give priority to action and effectiveness. They can even be perceived as awkward and inappropriate. Because the objective is to move ahead, to find solutions, responses. Of course, this could be achieved by asking questions… but as few as possible, and preferably those that enable the collection of missing data. Going any further is often perceived as a waste of time, a luxury exclusively available to those that have been spared from the pressure of results.
In reality, questions can be an excellent lever of effectiveness, from several perspectives. When having to innovate or to solve a delicate issue, our automatic reaction is to produce ideas. But producing questions is equally valuable. An unexpected question prompts us to look at the issue from a new angle. It leads us to pay attention to facts or ideas which we would have otherwise not considered—and thus to feed creativity. Questions are also a way of rallying people. The author of Questions Are the Answer invited 1,500 leaders to spend four minutes brainstorming to find the greatest possible number of questions relating to an issue that preoccupied them—without seeking to answer them. He asked them to describe their emotional state before and after the experiment. Before the experiment, the most mentioned words were “frustrated”, “anxious”, “nervous”, “worried”. After the brainstorming, the most used adjectives had become “excited”, “motivated”, “optimistic”, “inspired”. Questions also allow us to establish bonds with our counterparts. According to a study by Harvard Business Review, the greatest regret of people who just had a conversation—be it an interview, a professional, friendly or romantic appointment—was that their counterpart had not asked more questions.
How can you get back into the habit of asking questions from others, or from yourself? How can you overcome the numerous obstacles to questioning—feeling of wasting time, fear of appearing ignorant or indecisive?
the synopse (8 p.)
VisitorI want to buy
this synopsis (8 p.)
Developing your open-mindedness
There is nothing natural about questioning our own choices. And yet, in a world in which the rules change quickly, it is more necessary than ever. How can we give ourselves the means to quickly reconsider our judgments?
We all have a natural preference for what is familiar to us. Yet, to adapt to circumstances, companies and their staff must constantly reinvent themselves, which requires that they get out of their usual thinking patterns. How can you nurture this healthy habit?
Questions Are the AnswerHal Gregersen
Turn the capacity to ask questions into a powerful lever of creativity and efficiency.
All You Gotta Do Is AskChuck Yorke, Norman Bodek
This book offers useful recommendations to effectively listen employees in the field. The art of questioning plays a central role in this management approach.
The Surprising Power of QuestionsAlison Wood Brooks, Leslie K. John
Several approaches to develop mastery in the art of questioning.
Relearning the Art of Asking QuestionsTom Pohlmann, Neethi Mary Thomas
Children are known to bombard their entourage with questions. Why do we lose this attitude when becoming adult?
Can Your Employees Really Speak Freely?James R. Detert, Ethan R. Burris
Leaders often wish for their staff to share their opinions and doubts. Yet, the latter tend to refrain through fear of consequences. How can we overcome this reluctance?