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The Hidden Power of Questions

Written by: Chuck Parten

Article Overview: Business leaders who know everything and always have a great plan can climb a good distance. But they rarely make it to the top. Why not? What’s missing? Good questions—that’s what’s missing. Or more specifically, a strong questioning strategy.

The Hidden Power of Questions

Business leaders who know everything and always have a firm plan in place can inspire a certain amount of faith, and even climb a good distance. But they rarely make it to the top. Why not? What’s missing?

Good questions—that’s what’s missing. Or more specifically, a strong questioning strategy.

In my practice as a business advisor, I’ve found that every type of leader or group facilitator can profit from adopting a questioning strategy—or strengthening the one they have.

Questions are far more powerful than answers - even in a crisis

I was reminded of the power of a questioning strategy just recently. A CEO client of mine whose team was facing an unexpected, highly complicated crisis. His troops wanted quick answers and reactions, and though he had ideas, he was smart and confident enough to recognize the need for a questioning strategy.

We had a quick discussion beforehand on specifics relating to the crisis as well as non-verbal clues to monitor, and even the setting (in the end, he gathered his troops in a quiet setting, rather than the situation room, as it were).

Less seasoned leaders sometimes worry that probing for input makes them look unsure. But through our work together and his own experience, this leader had embraced the wisdom of a questioning strategy, and it worked brilliantly for him in almost every way:

1. It provided a crystal clear message that he was calm, alert, bright, and strong—in control of the circumstances, and in control of himself.
2. It harnessed the team’s combined intelligence: they walked out as a group with a far superior strategy than any individual had walked in with.
3. Crisis roles were clarified: who would take calls, who would address the media, etc.
4. The strategy inspired certain team members to inspect what they were saying and thinking. (Hint: rhetorical questions work particularly well to inspire reflection!)
5. The leader’s well articulated questions helped break down walls between two team members and helped stem a rising conflict.
6. The strategy raised morale. Whatever was happening on the outside, people felt valued.

“Seek to understand before being understood.”

~Stephen Covey

Questions are typically the most effective way for a team or organization to get issues out on the table. They allow for clear thinking and processing of what is being asked of them.

It you take a look at some of the best leaders, you’ll see that they’ve surrounded themselves with team members and associates who are much smarter than they are in key areas. Chances are good that these leaders follow a questioning strategy.

These days, working with leaders and teams across the country, I myself get paid for my ability to ask the right questions. In my case, it’s a skill that grows out of experience, but anybody can utilize a questioning strategy to accomplish their goals.

The questioning strategy: six basics

Think before you ask: Put some thought into your questions. Don’t restrict yourself to superficial questions (e.g. about specific tactics), but rather, think about what you are really looking for, and what is really needed.

Who to ask: Consider what you want to know and who may know the answer. Go ahead and direct questions specifically to that individual; it sets the tone and gives him or her a chance to shine.

Listen and repeat: To master the ability to ask, you must also master the ability to listen to the answer, and to play back what you heard.

Provide context: Be sure to provide context to your question so the respondent can provide clarity in their answer.

Use open ended questions: these are almost always superior to a simple yes or no.

What/where/who/why/how are open ended questions.

Don’t fake it: There’s nothing worse than a leader who goes into a questioning strategy already certain of the outcome. It’s not wrong to have a plan in place, but that is not the time to pursue a questioning strategy.

*Anecdote details were changed and generalized to preserve client confidentiality.

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