MANAGERS are often perceived as problem solvers, with their job title leading to the expectation they are qualified to act in an ‘advisory’ capacity.
While this belief may be true to a certain extent, is always giving advice really solving the problem in the best way and are people engaged and empowered in the process?
Many people in business settings are in the habit of telling instead of asking, and in doing so create cultures of untapped potential – ‘same old, same old’, disengaged and under utilised people with the manager holding the power and being the fountain of all knowledge.
Research carried out suggests that up to 60 per cent of people’s potential does not get used in the workplace, and one of the key reasons for this relates to the style of the managers and people and the culture that is created as a result of this.
When we are asked a question, most of us are in the habit of providing answers in the belief that this is not only helpful but also the most efficient use of our time. Indeed, most managers believe that their role is to be the expert and to provide all the answers to their team.
In many instances, however, the opposite is true. What if providing an answer:
• denies the questioner an opportunity to learn and grow;
• restricts the answers to always being the same way (the manager’s); and
• creates a reliance on the manager that actually involves more of the manager’s time in the long run?
If we can develop the skill of asking better questions we will access more wisdom, creativity, resourcefulness, responsibility, involvement and enthusiasm in our teams than we ever thought possible. Imagine if your team members not only used their initiative but brought to the table their own ideas, wisdom and creativity and in that way added value to the way you do things in your business.
Having decided that you wish to build the capability to ask better questions, it is good to reflect on the key skills that will enable you to do this effectively. These include:
• using open questions;
• being present to the conversation;
• being patient while the other person finds an answer;
• listening without judgment and with an openness to facilitate new ideas being brought to the table;
• encouraging the other person, even when they appear to be stuck;
• listening for feelings as well as to the words;
• recognising when it’s good to tell and when it’s good to ask; and
• building trust and rapport to make people feel safe to open up with you
The starting point to your success will be being conscious of your automatic responses and then choosing to respond differently. The next time one of your team comes to you with a problem, respond with a simple question like ‘what do you think is the best way forward?’ or ‘what ideas do you have to solve this problem?’ While initially they may be reluctant to respond to your questions, with the right encouragement and the confidence that they will not be judged they will usually share their thoughts and ideas with you.
Keep an open mind. It is likely that their ideas will differ from yours but that does not mean they are wrong. Indeed, I have often found that other people’s ideas are actually better than my own limited thinking and, as a result, we have actually moved ahead in leaps and bounds.
Remember that when you change, your team will change as they respond differently to your style. Developing the art of asking better questions will create different results. Imagine what is possible if you tap into the unused potential of your team by asking better questions.
Lindsay is the founder of Inspirational Coaching and is a speaker, businesswoman, coach. She’s also the author of The Answer – Improve Your Life By Asking Better Questions
Contact Lindsay on 0409 246 343 | lindsay@icoachu.com.au