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Lead and Empower WITH Curious Questions

“From wonder into wonder, existence opens”.- Lao Tzu
“It is uplifting when a good question develops a good answer through creative synergy.” - Dianne Jacobs

The reality of today’s complex and changing organisational environment means an individual is often in the realm of not-knowing or no longer being in personal control of a situation. In essence, the executive or board director needs the capacity to patiently work with uncertainty, half-knowledge, ambiguity and paradox.

The executive in corporations holds fast to their image of knowing and they mark it through activity, effort and achievement. Even though they work under the ever-present pressure to have answers – and let’s face it they are used to giving answers – they should resist the temptation to merely react and avoid the ready-fire syndrome.

Who has all the answers?

It is fact that some problems or opportunities are just too complex, difficult or ambiguous. Often no one individual or division can develop the answer, or if they could, they cannot execute on their own. To deal with and think through each layer of this complexity, collaboration is needed to forge interdependent and unifying links. The more interconnected an organisation, the greater its intelligence.

Curious and explorative questions are critical in these situations. Yet, questioning surfaces differences of opinion. Of course, it helps when people know and recognise how intellectual and interpersonal conflict differ. In high-trust cultures, people may debate rigorously, but they also cooperate with each other easily, viewing others as equal partners who readily commit to the best overall future. Intellectual depth, breadth and ingenuity are fostered. If power-interests or turf wars dominate, then directive clout stifles collegiality and heightens combativeness. There is significant value in remaining in conversation, rather than retreating, resisting or fixating.

Which questions uncover needed clues and signals?

Others around you are asking questions, some of the questions may be those you have not yet considered and others are being asked pre-emptively to explore ways to outcompete.

Be very deliberate about the questions you ask about your business. Invest heavily in the activity. Never just do. Do and reflect. Ask yourself, how can I ask more sophisticated questions about my business? Is it by interacting more with customers? Is it by being more systematic about the data that we collect about them? Is it by hanging out with technologists working in my industry? Is it by paying attention to anomalies? Rather than dismissing anomalies because they are anomalous, ask: how can I think about this anomaly as a leading indicator, not a one-off? - Roger Martin in What Strategy Questions are You Asking? The Key to Competitive Advantage

What needs to change to unlock learning and mutually empower?

Good questions make for better problem solving and interesting conversation. They can uplift value, foster learning and the exchange of ideas, resulting in innovation and performance improvement. Underpinned by rapport building and gaining trust, questions can mitigate risks by uncovering pitfalls and forging different paths.

Use questions to help others explore and develop - their strengths and better ways. Leading through questions, means improving and supporting others in their problem-solving thinking. It’s not about a tell-act approach, it’s about an explore-influence-inform way of leading. Don’t tell, let them think. People value a sense of control and autonomy.

Explore-influence-inform approach to leadership reinforces that a culture of learning, exploration, shared input to well thought-out solutions and new insights are important. You’ll encourage people to ask for and give help when needed.