12 good questions: for growing at work
Post on 18-Oct-2014
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In advising clients how to work through gnarly issues, manage conflict, and create change, I have found that good questions result in good outcomes. Here are 12 of my favorites.TRANSCRIPT
For growing at work
Lois Kelly | www.foghound.com | www.rebelsatwork.com | @LoisKelly
In advising clients how to work through gnarly issues and create change at work, I have found that good ques@ons result in good outcomes. Here are 12 of my favorites.
Lois Kelly www.foghound.com www.rebelsatwork.com @LoisKelly; [email protected]
Framing the discussion
This is one of the most useful exercises in opening up a strategy session, par@cularly among skep@cal people. Asking people to choose two photos and explain where they are and where they want to be in visual metaphors unlocks them, and creates a safer climate to dig into important issues.
To prevent discussions from devolving into drama and problems, agree on purpose. Are we talking about vision/strategy, planning or project details? (A mee@ng should only be on one of those things.) Also agree to stop the mee@ng if you stray into talking about problems or drama.) HT to David Rock’s Quiet Leadership.
Looking at strategy
This is Theodore LeviR’s classic marke@ng ques@on. It can also be applied to how you see your job or task at hand. What the ques@on asks.
By understanding how we want to transform our customers (clients, bosses, pa@ents, donors, our own self, etc.) we can more clearly see what we should offer them. This changes strategy discussions in extremely useful ways. From Michael Schrage, author of What Do You Want Your Customers To Become.
Engaging in healthy debate
Ah, we humans try to avoid conflict and controversy. But change is not possible without uncomfortable conversa@ons. This ques@on allows people to name the elephant in the room so that you can discuss what really maRers. (Even beRer, go around room and ask each person to respond to this ques@on.)
When people make bold asser@ons that seem too general or too strident or too anything, simply ask this ques@on to dig deeper into the topic and gain a beRer understanding of it. O[en@mes, the assump@ons beneath the asser@on are faulty. But you may only find out by asking this ques@on.
A cousin to #6, this helps you see if a person has any data or proof to back up his asser@ons or assump@ons. Discussions around opinions are helpful. Debates around strategy and important decisions, however, need to be based on more than opinions.
Moving forward
When you ask someone to rate importance, you quickly get a sense of how much energy to put into the topic. If people think a topic is only a 4 or 5 in importance, move on. Focus on the issues in the 8-‐10 range. If you think the topic deserves greater importance, do some research a[er the strategy mee@ng. Remember #2: avoid drama.
This is an invaluable ques@on at the end of strategy session. Don’t leave with a laundry list of “to do’s.” Get agreement on the one thing to tackle that would provide the most value.
Reflec=ng on what’s happening
When we empathize with another person, we gain insights into her perspec@ve. More importantly this understanding builds trust and creates a beRer rela@onship, both essen@al to collabora@on at work. (Note: this is especially useful to ask if you are very frustrated with someone at work. Hit the pause buRon: What’s really going on with him?)
Our true selves are formed by age 8, and we haven’t yet been tainted by social pressures. For several years I was reluctant to ask business people to have their young selves write advice to their older selves. Might it be too corny? No way. What emerges is always insighjul and helpful.
The posi@ve psychology and resiliency researchers say we can rewire our brains to be happier when we reflect each day on the one great moment of the day. It needn’t be big. Maybe you got a parking space close to the building, a boring project mee@ng was postponed, you and your child had the giggles at dinner. Simply take note. Every day.
And what are your good ques@ons?
#GdQues@ons