Some things people do really irritate me. Wasting my time is at the top of the list. Insulting my intelligence is right up there, as is taking too long to get to the point. People who are condescending, and those who like to grandstand round out my top five. It is particularly annoying when one incorporates all these irritants into one act, like asking a question. I have witnessed people take a simple, but important question, and turn it into a three-act play. These questions begin with a prelude which is meant to put the question in context, act one. The actual question is act two. Act three is an admonition of consequences if the inquisitor isn’t satisfied with the answer. Often, these questions are somewhat insulting, designed to make the subject uncomfortable or defensive. This type of question, asked during a business meeting, is counterproductive.
If you’ve ever watched a press conference, you know what I mean. This behavior is on display during the daily briefing of The White House press corps. It seems to be less about asking a thoughtful question to solicit information than about drawing attention to the inquisitor. You will also see this style on display during question-and-answer periods after someone has delivered a speech. It is particularly amusing to watch college students attempt to demonstrate their brilliance and trip up the speaker. It happens during shareholder’s meetings too. Sometimes, if the inquisitor is sympathetic to the subject, a leading question will be asked to guide the answer to a welcoming place. These are known as “puffball” questions. I suppose I’m like most people; depending on our backgrounds, we take a lot of things for granted. I have assumed that professionals have been trained to ask effective questions. That is a bad assumption.
Questions are a powerful tool. Asking the right question in the right way can open a dialog leading to greater insight and a significant breakthrough. The ability to ask questions that result in an exchange of useful information is fundamental to effective leadership. It is a skill that is necessary for employee recruiting and selection as well as choosing new vendors. Skillful managers ask questions that inspire and empower their team. The ability to ask the right questions is required to define a problem and find its solution. And yes, questions are required to hold our politicians accountable. There is a direct correlation for success in one’s profession and the ability to ask good questions.
So, what are the attributes of a good question? Whereas the specific question will depend on the situation we can agree on some fundamentals. First, you must be clear as to the information you seek. What do you want to learn? A good question is positive, non-threatening, and respectful to support an open, free flow of information. The likelihood of receiving useful information from someone you’ve insulted is not great. The question should be carefully worded, using a common language to ensure its meaning is clear and understood. For most situations, open-ended questions will yield the best result. Although, closed-ended, direct questions may be more effective for problem-solving situations.
Having been trained to conduct interviews, and for problem-solving in general, I’m confident in my ability to ask questions that generate useful information. This skill was honed during my corporate career and twenty years interviewing people as an Executive Recruiter. While executing my coaching and leadership responsibilities I’ve learned that what may appear to be the seminal issue at the beginning of a conversation is often a symptom of the actual problem. One can only get to the root problem by asking follow-up questions. In this case, asking ‘why’ questions may be most effective. My friend Faith calls it peeling off the layers of an onion.
The flip side of asking good questions is to be a good listener. Silence on the inquisitors’ part can draw out a more comprehensive response. Body language can be helpful as well. You may have seen an interviewer thoughtfully nodding during their subject’s response. This demonstrates acceptance, encouraging the subject to continue.
If you want to improve your overall professional skill set, learning how to ask effective questions is a great place to start. If you want to be viewed as a serious person and a good team member avoid questions that resemble a three-act play. Respect your subject and your team by asking questions that elevate the conversation.
Thank you for visiting our blog.
I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me so; please leave a comment.
Jim Weber, Managing Partner
ITB PARTNERS
Jim Weber has completed the first phase of a Turnaround Management Engagement for a client in Chapter 11 Reorganization.
Thanks to a booming economy, the start-up scene is thriving. Co-working places everywhere are full of entrepreneurs with innovative new ideas, taking advantage of a digital economy that is providing unparalleled opportunities, the likes of which the world has never seen before.
About 20 years ago, I produced a diagram showing that there are 3 interconnected supply chains: The Physical, the Informational and the Financial. All three, of course, interconnected and feeding off each other.
Jim Weber, Managing Partner of ITB Partners, announces that he has landed an engagement to help a Service Sector Company make a successful exit from Chapter 11 reorganization. In this capacity, Mr. Weber will help the client craft a strategy and plan to return the client to profitability and sustainable growth.