Vol 4 - Coaching : Effective Questioning Techniques Series

Here is a framework for asking the right questions at the right time to create clarity and agreement around issues and to empower your direct reports.

Ask the right kind of questions

The word "empower" gets bandied about so much that one could be forgiven for overlooking what it actually means: to imbue someone with power, to instil in the individual a sense of his own strength and efficacy.

"When the boss asks for a subordinate's ideas, he sends the message that they are good — perhaps better than his. The individual gains confidence and becomes more competent," says Michael J. Marquardt, author of Leading with Questions: How Leaders Find the Right Solutions by Knowing What to Ask (John Wiley & Sons, 2005).

The most effective and empowering questions create value in one or more of the following ways:

1. They create clarity: "Can you explain more about this situation?"

2. They construct better working relations: Instead of "Did you make your sales goal?" ask, "How have sales been going?"

3. They help people think analytically and critically: "What are the consequences of going this route?"

4. They inspire people to reflect and see things in fresh, unpredictable ways: "Why did this work?"

5. They encourage breakthrough thinking: "Can that be done in any other way?"

6. They challenge assumptions: "What do you think you will lose if you start sharing responsibility for the implementation process?"

7. They create ownership of solutions: "Based on your experience, what do you suggest we do here?"

Just as important, it is up to you as the leader to model the question-asking approach so that your team, in turn, will employ it with their own reports. For example, you can track how well the team is working together by asking questions like:

· We've been working together for three hours today; what did we do best as a team?

· What enabled us to be successful in coming up with an innovative strategy?

· How can we ask better questions?

· How can we apply what we are learning to other parts of our work?

· What leadership skills helped us succeed today?

What not to ask

Marquardt points out that, contrary to the business truism "There are no bad questions," several types of questions can have a negative effect on subordinates.

Questions focused on why a person did not or cannot succeed force subordinates to take a defensive or reactive stance and strip them of their power. Such questions shut down opportunities for success and do not allow people to clarify misunderstandings or achieve goals. These questions include:

· Why are you behind schedule?

· What's the problem with this project?

· Who isn't keeping up?

· Don't you know any better than that?

Leading questions seek a specific answer, one that puts the person being asked the question in a negative light, pushes through the questioner's agenda, or exerts social pressure to force agreement. Among their many downsides, leading questions such as the following inhibit direct reports from answering candidly and stifle honest discussion:

· You wanted to do it by yourself, didn't you?

· Don't you agree that John is the problem here?

· Everyone else on the team thinks John is the problem. What about you?

While closed questions, which require specific answers, can be a good way to open and close a conversation, a whole string of them in a row, such as the following, will make subordinates feel they are being interrogated:

· Is this a good time to talk?

· What time is the meeting?

· How many people are coming?

· Who else will be there?

· When will the report be ready?

Source : http://blogs.harvardbusiness.org./

Vol 3 - Coaching : Effective Questioning Techniques Series

Effective questions are questions that are powerful and thought provoking. Effective questions are open-ended and not leading questions. They are not "why" questions, but rather "what" or "how" questions. "Why" questions are good for soliciting information, but can make people defensive so be thoughtful in your use of them. When asking effective questions, it is important to wait for the answer and not provide the answer.

When working with people to solve a problem, it is not enough to tell them what the problem is. They need to find out or understand it for themselves. You help them do this by asking them thought provoking questions. Rather than make assumptions find out what the person you are talking to knows about the problem.

For example: "What do you think the problem is?"

Behind effective questioning is also the ability to listen to the answer and suspend judgment. This means being intent on understanding what the person who is talking is really saying. What is behind their words? Let go of your opinions so that they don't block you from learning more information. Pay attention to your gut for additional information.

Powerful Questions

The following are examples of typical questions. These questions can help you improve your communication and understanding of the staff member.

1. Identification of issue:

These questions can be used in client interviews and meetings, settlement negotiations and to work with others in solving problems.

- What seems to be the trouble?

- What do you make of _________?

- How do you feel about _____________?

- What concerns you the most about _____________?

- What seems to be the problem?

- What seems to be your main obstacle?

- What is holding you back from _________________?

- What do you think about doing X this way?

2. Further information:

These questions can be used in depositions and to find out what someone has already done to resolve a work problem.

- What do you mean by __________?

- Tell me more about _______________

- What else?

- What other ways did you try so far?

- What will you have to do to get the job done?

3. Outcomes:

These questions can be used in settlement negotiations or while working with staff to plan how to do something.

- How do you want ____________ to turn out?

- What do you want?

- What is your desired outcome?

- What benefits would you like to get out of X?

- What do you propose?

- What is your plan?

- If you do this, how will it affect ________ ?

- What else do you need to consider?

4. Taking Action:

These questions can be used in working with staff.

- What will you do?

- When will you do it?

- How will I know you did it?

- What are your next steps?

source : http://www.coachingforchange.com/