Great questions from good leaders - five guidelines

The question is: What does a great question look like?

Initially, many would answer that we need to ask the open-ended type of question. So I would ask them again, “What else?” in order to keep seeking answers, and it is then that I would see them really start to think.

In this article, I will share some techniques and pitfalls that many leaders tend to overlook when trying to equip themselves with questioning skill.

So, looking beyond the open-ended question, here are my guidelines for great questions.

Inviting: A good question invites people to participate. 

Many leaders think they are too busy to facilitate the thinking process. Often, I notice a leader begin a question with something like “What is the one best solution that will result in a major positive impact on this project?”

Little do they know that they are asking one of the most frustrating questions at the very front end of the conversation.

Instead, I’d suggest using a simple question, as “simple” doesn’t necessarily mean it is easy to answer. This technique will rather engage people into your dialogue.

In other words, never try to show off how smart you are by asking difficult questions, as the key point of this activity is to empower your people to see their capability in coming up with their own solutions. 

In detail, to invite people to think, select as the key phrase or word “possible”, “begin” or “might be”. For example, “What are some possible solutions that we can begin in order to cause a major impact?” 

Now, don’t you just feel like answering this question more than the previous one, which looks for an absolute answer?

Exploring: Good questions stretch people’s thinking process.

This kind of question should follow the engaging question that we have used to draw people into the dialogue. It is now time to level up the quantity.

Some key questions for this part are “What else?” and “What are the other alternatives?” This type of question helps in expanding the alternatives, as well as enlarging the worldview of your conversation partner.

However, the crucial challenge when practising this part is to be persistent in asking the exploring question again and again after receiving several answers. I often see that sometimes the leader stops asking too soon, being hesitant about repetition; thus they rather jump to a conclusion on the basis of only a few answers.

Ultimate: This type of question seeks analysis, synthesis and a holistic view, in order to guide people to organise their thoughts in a certain pattern.

Some examples of keywords in this type of question are “better”, “best”, “most wanted”, “stronger”, “better output” and “best outcome”. For example, “What are the top two solutions that we need to execute in the next two months?”

The pitfall I often see is that the leader tends to jump to this question too soon, or doesn’t wait long enough for the answer because they already have a predetermined decision in mind. Therefore, if the key point is to let people have the autonomy in making the choice so they are accountable for their actions, then I’d say you’d better hold back your judgement.

Action: This type of question moves people into action by asking for their commitment to take small actionable steps after validating the decision they have made. 

For example, “Which alternative are you confident in to take action?” “How do you see yourself taking this action?” “With whom, when and where?”

My tip here is to shape and make the answers tangible enough.

In short, in order to ask great questions, here is the acronym for you to easily remember and follow: AEIOU – Action, Explore, Invite, Open and Ultimate.

Last but not least, before ending this article, I would like to leave you with the two simple but great questions to start asking yourself today: What is the most useful tip in asking great questions that you have found from this article? What will be the first few steps that you can start to escalate your questioning skill?

 

Dr Siraya Kongsompong is the senior consultant of APMGroup’s leadership and talent development business unit, and an International Coach Federation-certified coach. She can be reached at |siraya_ [email protected].