Number of pages: 320
BBB Library: Leadership, Communication
Questions can elicit information, of course, but they can do much more. Astute leaders use questions to encourage full participation and teamwork, to spur innovation and outside-the-box thinking, to empower others, to solve problems, to build relationships with others. Recent research—and the experience of a growing number of organizations—now points to the conclusion that the most successful leaders lead with questions. They create the conditions and environment to ask and be asked questions. Too often, we ask questions that disempower rather than empower our subordinates. These questions cast blame, for example, “Whose idea was that?” Then, the point isn’t that leaders just don’t ask enough questions. Often, we don’t ask the right questions or we don’t ask questions in a way that will lead to honest and informative answers. Many of us don’t know how to listen effectively to the answers to the questions and haven’t established a climate in which asking questions is encouraged. So, it’s time for us to become stronger leaders by learning how to ask the right questions effectively, how to listen effectively, and how to create a climate in which asking questions becomes as natural as breathing.
"In this book, Marquardt describes “how leaders find the right solutions by knowing what to ask.” According to the Center for Creative Leadership, the ultimate key to a leader’s success is the ability to ask effective questions and to encourage others to do this. The author provides practical advice that teaches how to ask, listen effectively and create the environment where asking questions encourages thinking and improvement." Transfer Know How
"The book is divided into three sections: The Power of Questions; Asking Questions Effectively; and A Guide for Leaders of Using Questions. Throughout the book the author uses quotes from interviews of top business leaders about their use of questions." Keith Webb
"Through a series of interviews with twenty-two leaders from around the world, Michael Marquardt demonstrates the critical importance of asking questions and creating a “questioning” organizational culture. The author states that the process of asking questions is “an underused management tool”. To make his point, he organizes his book into three distinct parts." The Better Change
Leadership is easy to intellectualize, but elusive to actualize. Leadership is part strategy, but mostly judgment. Always it is about grace, confidence, and touch. There are no half measures when it comes to leading others. You must be fully engaged and fully committed, but you must never personalize what is happening
When we write or speak a message, our egocentrism (interest in personal needs and wants) can cause us to believe that what we intend to convey is what others will interpret. Unfortunately, interpretation and intent don’t always match up. The gap between message sent and message received often determines fear, confidence,
What's the secret to having an engaged and productive team? It's having a plan for developing all employees--no matter where they are on their personal learning curves. Better morale and higher performance happen through learning, argues Whitney Johnson. In over twenty years of coaching, investing, and consulting, Johnson has seen that
We need to build a rising generation of leaders who aren’t afraid to tackle the world’s toughest challenges. We need leaders who know how to mobilize a diverse set of experts and use all the intelligence and human capability inside our organizations. Rookie smarts isn’t an age or experience level, it
Ed Schein defines Humble Inquiry as “the fine art of drawing someone out, of asking questions to which you do not know the answer, of building a relationship based on curiosity and interest in the other person.” In this seminal work, Schein contrasts Humble Inquiry with other kinds of inquiry, shows
Leaders who ask questions will create a more humane workplace as well as a more successful business.
Leaders who can ask and process information will build organizations that have a tremendous competitive advantage over their slower and less proactive competition.
The primary difference between leaders and managers is that leaders are those who ask the right questions whereas managers are those tasked to answer those questions.
As leaders, we need to be able to question assumptions about structures, strategies, values, and business processes that shape the organizational culture.
Questions spark and direct attention, perception, energy, and effort, and that’s the heart of innovation.
Leaders who build questioning cultures recognize the best in people and seek to affirm past and present strengths, successes, assets, and potentials.
Effective leaders know that the question of who must be left off the table to get accurate answers to the questions of what and why.
Leaders with the judgmental mindset tend to focus on the past, not as a means of learning but to apportion praise or blame.
The Attitude, mindset, pace, timing, environment, and context all can affect the impact of our questions.
Open-ended questions encourage people to do the work of self-reflection and problem solving rather than justifying or defending a position.
Effective questions are those that accomplish their purpose as well as build a positive relationship between the questioner and questionee.
Once in this defensive mode, people are more likely to see themselves as part of the problem rather than as a source of possible solutions.
Disempowering questions result in a defensive or reactive mode, immediately casting the blame on the other person.
Leaders can best access this wealth of experience and empower their people by encouraging questions as a natural part of the team discussions.
Organizations that encourage leaders at all levels to take the time to ask thoughtful questions improve the odds of making good decisions.
It’s time for us to become stronger leaders by learning how to ask the right questions effectively, how to listen effectively.