Managers Letter
The Seven Great Powers of Questions
by Dorothy Leeds
Every time you open your mouth to speak, you have two options: you can either make a statement or ask a question. Perhaps the most important lesson you will ever learn as a manager is which option to choose -- and when to choose it.
The purpose of this article is to promote the use of questions as your primary, and most vital, managerial tool. Robert Focazio, Regional Vice President at AT&T, says, "If you improve your questions by 10%, you improve your productivity by 20% -- and that's being conservative!" I hope I will be able to inspire and motivate you all to increase the quality of your questions by only 10%.
The key to improving your questioning ability lies in realizing the incredible power of smart questions. A smart question has a purpose, a carefully thought-out goal and helps you get closer to the answers you want and need.
You probably have a few favorite questions you ask when interviewing people or when trying to solve a problem. But are you putting the power of questions to work? Do you know if you are being understood? Are you getting the information you really need to meet your own -- and your organization's -- needs and expectations?
The Seven Great Powers of Questions
From Socrates in ancient Greece to millions of game show viewers today, people have always been fascinated by -- and learned from -- the fine art of asking questions. When you see how powerful a tool questions can be, you will start rethinking the way you communicate.
Many managers feel that because they are supervisors, they must have the answers -- so they tend to talk a lot. They lecture instead of inquiring. You may have noticed that really powerful people don't talk unnecessarily, but they do ask a lot of questions. They understand and tap into the "Seven Great Powers of Questions":
Questions demand answers.
A question is something like an electric shock to the mind. As soon as we hear a question, we feel compelled to answer. The impulse to answer a question -- any question -- is as automatic as the "fight or flight" response. That's the way we've been programmed. Someone asks, we answer. Even little children have this strange power. They can ask us dozens of questions in a row, and we still feel compelled to answer. Of course, that puts the questioner (in this case, the manager) at a big advantage since you are "the boss," you will get a good answer from your employee if you ask the right question -- a smart question.
Questions stimulate thinking.
There are two categories of thought-provoking questions: the questions we ask ourselves and the questions we ask others. Little of any merit has ever come about without someone asking him- or herself a question. Explorers, inventors, pioneers and entrepreneurs all asked themselves questions like, Where do I go from here? or What will happen if I follow this new course, try a different method or change my point of view? As managers, the way to keep growing and moving forward is to ask yourself such questions as, Am I meeting my goals? or, Do I or my staff need more training or education?
The second category of questions includes those you ask of others: What do you think will happen if we do this? How can we improve our present systems? In what ways can you enhance your value to our organization? When you ask your staff such questions, you build a thinking organization, and as Voltaire said, "No problem can withstand the assault of sustained thinking."
Questions give us information.
The most obvious use of questions is for gathering information. There are four basic ways of getting information: by watching, reading, asking questions and listening. Your effectiveness depends on your ability to get the right information at the right time. In order to accomplish this, you must become a questioning detective. You must probe and clarify if you want to get specific, factual information.
It's not easy to get the right information because we tend to speak in generalities. If one of your workers says she will get a report to you soon, you must press for a specific answer. Ask "What exactly do you mean by 'soon'?" A question simply put goes a long way in avoiding problems and fostering a sense of productivity.
We must always be on our guard, wearing our detectives' hats. People don't mean to be elusive but we are all usually too busy to volunteer enough information, and everyone makes assumptions. It's up to you to be sure that you get all the information you need.
Questions encourage people to talk.
Most people prefer talking to listening. Go to a cocktail party and walk around and observe. If there are 40 people there, I'll bet you'll find close to 40 talkers but not many listeners. This is also very apparent during the hiring process or in coaching or training sessions. As a management consultant, I have observed and videotaped hundreds of such interviews. Most managers were amazed at how really few questions they asked. If you're talking, you're not learning anything about the person you're about to hire. If you get prospective employees to talk they will tell you almost everything you need to know -- if you ask.
People believe 70% more of what they say than what you say.
Questions get people to convince themselves. Who do your employees consider more truthful, you or themselves? Who do they think is smarter, more savvy, better at decision making? In most cases, they think that they know better than you. So, instead of telling an employee that it's important to come in on time, why not ask, "Why do you think it's important for you to come on time?" If they analyze the question and state an answer, they'll believe themselves far more than if you simply tell them why.
Questions put you in control.
The person who asks the questions poses the topic of a discussion and sets its direction. Because the other person is compelled to answer, the power goes to the asker. The President of the United States spends three times as long getting ready for a press conference (where he'll have to answer questions) than he does for a prepared speech.
To stay in control, you have to ask questions. Most of us don't retain control because we make a statement and then pause, instead of going on to ask another question.
For instance, you might say, "I'd like you to get that to me tomorrow [
PAUSE
]." That pause gives the other person an opportunity to seize control or to object. Instead, say, "I'd like you to get that to me tomorrow. Which would be a better time for you, 10:15 or 3:45?"
Learning how to ask good questions will make you a better manager, but this doesn't mean your employees aren't entitled to ask questions. You don't want to control people -- just situations. I encourage workers to ask questions if there is anything they don't understand or need clarified. Besides, their questions often indicate their concerns; for instance, if an applicant asks you about travel during a hiring interview, you can be sure that's on his mind. Or if he asks about how much training or supervision he will get, he is probably concerned that he won't have adequate preparation.
Questions show that you care.
You let your employees know your concern through the art of asking smart questions. People feel special and cared for when asked sincerely for their opinion or desires, especially when asked by their managers. Since you are an important person to your employees, they will appreciate your concern and care. Think about how you feel when someone, especially someone in authority, lectures you. Ask the right question and even the most resistant, closed-off person will be more receptive. With a smart question you can learn which issues concern your staff, building stronger relationships all around.
It may well be that the simple art of communication has been lost somewhere along the vast information highway. Every day we're bombarded with information, advice and opinions. But when it comes to one-on-one communications, we often come up short in our ability to get the information we need. Today you must do more than just ask questions. You must refine -- and perhaps redefine -- the kinds of questions you're asking.
Use questions well and you will increase your productivity over 20%. Are you convinced?
Dorothy Leeds,
author of
Smart Questions, Power Speak,
and
Marketing Yourself,
is an internationally acclaimed lecturer and consultant. For information on her services, award-winning books, audiotapes and video programs, call (212) 864-2424.
The
Managers Letter
is published throughout the year by Olsten Corporation. For editorial inquiries, write Olsten Corporation, Marketing Communications Department, 175 Broad Hollow Road, Melville, NY 11747.
Material from the
Managers Letter
may be quoted or reproduced, provided appropriate credit is given to indicate that the material was taken from the
Managers Letter,
a publication of Olsten Corporation.
|
