Christy’s Laws of Information Technology Leadership Law #4- Ask Questions
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The theory is that there are no stupid questions. Okay, this is not quite true – but more on this later. First, a story.
I had a client a few years ago who was nervous about an interview I was about to do with a difficult business user in the early stages of a project. He asked for my list of questions for the interview in advance. I gave him my list:
“How does your department contribute to the success of the organization?”
“What works well and what areas/products/projects could be improved?”
“What do you need this [new computer system] to do to help you achieve your mandate?”
“What are the risks that I need to consider as we plan for and implement this [new computer system]?”
My client seemed unimpressed with my list and unsure that we would actually need the 2 hours we had booked for this conversation. Of course (because this is my blog entry, not yours), we had a great meeting, garnered the support of the previously difficult business user, and after the meeting, my client told me that he couldn’t believe that we had such a great meeting when I went in with a simple list of 4 questions.
As you can imagine, I actually asked many more questions than just the 4 listed, but all as part of a dialogue. The four questions keep the focus on key meeting outcomes and serve to get the conversation started.
Whether you are collecting business requirements, learning about a vendor proposal, or managing a staff member, asking open-ended, neutral questions is the key. And there’s nothing wrong with asking really basic questions (“why do you do that?”) that drive the discussion back to the first principles – i.e., what are we trying to accomplish with this project/department/product - that can get lost in the urgency of day-to-day operations.
And as for the no stupid questions theory, rest assured that there are entirely stupid questions – questions that demonstrate that you haven’t been listening, or don’t care about the answer you just got, or trick questions that get asked because somebody has a hidden agenda. But those are for a different blog entry.
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About the Author: The Osborne Group RSS for The Osborne Group's articles - Visit The Osborne Group's website The Osborne Group has been helping organizations succeed since 1993. Based in Toronto, Ontario, The Osborne Group provides a wide range of professional interim management, project management, and coaching and consulting services to small and medium enterprises, not-for profit organizations, and the public sector. Click here to visit The Osborne Group's website. The Health Care Shift Bending the Cost Curve Defining Your Needs and Identifying Your Solutions Ontarios Leadership Change is Time for Program Changes Less Ontario Government Spending Better Life for Ontarians Incentives For Energy Conservation |
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