The
best teachers all have at least one thing in common: they ask great
questions. They ask questions that force students to move beyond simple
answers, that test their reasoning, that spark curiosity, and that generate new
insights. They ask questions that inspire students to think, and to think
deeply.
As a business leader, you might have years
of experience and the confidence of your organization behind you, so it may be
tempting to think that your job is to always have the right answers. But great
leaders have to inspire the same curiosity, creativity, and deeper thinking in
their employees that great teachers inspire in their students – and that starts
with asking the right questions. Any answer is only as good as the question
asked.
As a dean, I find it useful to remember the
statement often (perhaps spuriously) attributed to Albert Einstein that
if he had an hour to solve a problem, and his life depended on it, he would
spend the first fifty-five minutes determining the proper question to ask.
Yet asking a good question is not an easy
task. It requires us to look beyond simple solutions and to encourage
colleagues to do the same. It requires courage and tact, to generate hard
questions without sparking defensiveness, as well as being open to new ideas
and to questioning untested assumptions. It requires being willing to listen
and follow up.
I believe there are some essential
questions that are useful across a variety of contexts, including, and perhaps
especially, the workplace. In fact, I gave a commencement speech last year on
this topic, suggesting to students from the Harvard Graduate School of
Education that there are really only five essential questions in life. Although
the audience was future educators, I believe these questions are equally
valuable for anyone in a position to lead or influence others.
“Wait, What?”
Too often, we jump to conclusions without
having enough information. We listen just long enough to form a quick opinion,
and then we either endorse or oppose what has been said. This puts us at
risk of making faulty judgments, leaving key assumptions untested, and missing
out on potential opportunities.
Leaders (as well as their employees) need
to be able to ask colleagues and direct reports to slow down and explain in
more detail what is being proposed, especially if something doesn’t quite sound
right or seems too easy to be a lasting solution. Asking “Wait, what?” is
an exercise in understanding, which is critical to making informed judgments
and decisions—whether in the office or the boardroom.
“I wonder why …?” or “I wonder if
…?”
Children are far better than adults at
questioning the world around them – nothing is beyond interrogation. When
children wonder why the sky is blue, they prompt others to think, reason, and
explain things anew. Similarly, leaders have to remain curious about their
organizations in order to bring new ideas to bear on longstanding challenges.
Wondering why something is the way it is
will sometimes lead to an unsatisfactory answer—as in, we do it this way
because it’s easier and that’s the way we have always done it. But asking “I
wonder why…” is the first step in overcoming the inertia that can stifle growth
and opportunity for leaders and employees alike. That’s because it inevitably
leads to the perfect follow up: “I wonder if things could be done differently?”
This can begin the process of creating change by sparking the interest and
curiosity of those with whom you work.
“Couldn’t we at least…?”
Most
of us have had the experience of sitting through a contentious meeting, where
stakeholders are polarized, progress is stalled, and consensus feels like a
pipe dream. Asking “couldn’t we at least?” is the question that can help you
and your colleagues get unstuck on an issue. It can get you started on a first
step, even if you are not entirely sure where you will end. Perhaps you might
first find some common ground by asking: “Couldn’t we at least agree on some
basic principles?” or “Couldn’t we at least begin, and re-evaluate at a later
time?”
“How
can I help?”
The
instinct to lend a hand to someone in need is one of our most admirable traits
as human beings, but we often don’t stop to think about the best way to help.
Instead, we swoop in and try to save the day. This frequently does more harm
than good: it can unintentionally disempower, or even insult, those who need to
take charge.
So
when a colleague or direct report is complaining about an issue or expressing
frustration, rather than jumping to offer solutions, try asking, “How can I
help?” This forces your colleague to think clearly about the problem to be
solved, and whether and how you can actually help. It helps your colleagues
define the problem, which is the first step toward owning and solving it.
“What
truly matters?”
This
question might seem obvious, but I don’t think any of us ask it often enough.
“What truly matters?” is not a question that you should wait to ask when you
are on vacation or are retired. It should be a regular conversation,
externally and internally. For example, it’s a useful way to simplify
complicated situations, like sensitive personnel issues. It can also help you
stay grounded when you have grand ambitions, like an organizational
restructuring. And it can make even your weekly meetings more efficient and
productive, by keeping people focused on the right priorities. Asking this
often will not only make your work life smoother, but also help you find
balance in the broader context of your life.
Leaders
should ask these questions both on a daily basis and during critical moments.
Of course, these aren’t the only questions to ask; context certainly matters.
But I have found these five to be a very practical and useful way to ensure
understanding, generate new ideas, inspire progress, encourage responsibility,
and remain focused on what is genuinely important.
James E. Ryan
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