Reading time: 4 – 7 minutes
I’m devoting this week’s articles to author Gary B. Cohen’s recent book, Just Ask Leadership: Why Great Managers Always Ask the Right Questions. In a previous article I reviewed the book. Today’s article is part two of this two-part interview with Gary. The first part of this interview can be found here.
When describing an incident that left them or their coworkers feeling aggrieved, my coaching clients usually provide a sequence of actions and statements. “If you’d asked them a question instead, what would it have been?” I ask. What typically pops to mind is a leading question – a thinly veiled command or judgment-laden statement – such as, “Why didn’t you speak to the customer directly?” My clients and I then try to locate an open-ended, non-judgmental question. Once we have, I ask, “How would your coworker have reacted?” My clients sometimes flash a smile as they visualize a much different and more appealing outcome. If it’s not too late, my clients will ask their coworker this question with almost uniformly positive results.
“What question are you trying to answer?” is another question that helps move clients in a positive, purposeful direction. Often it moves them toward another question entirely. These leaders might be focused on a gap between expectations and outcome, for instance, when they ought to be asking whether the outcome is reasonable or fair.
Employing and modeling Just Ask Leadership is not enough. According to Howard Gardner, a Harvard professor and author of Multiple Intelligences, adults need much more explicit instruction to modify or change behavior than kids.
Senior leaders should support mid-level leaders/managers by making it clear why good questions are as important and valued as good answers. The best answers are only discovered, they might say, if the right questions are asked.
We come from the same camp. While the best question askers often do rise to the top of organizations—because questions convey respect at the same time that they challenge thinking and processes—low-level leaders must “lead up,” as Michael Useem says. Upward questions may not be properly appreciated by command-and-control leaders, but ask good questions and you will build a loyal following (at the current organization or, perhaps, another).
I finished writing the book almost two years ago. Since then, I have developed a Just Ask assessment and on-site training program. The book is a compendium of the right questions to use in specific leadership situations. It’s written for leaders on the go: memorable anecdotes from exceptional leaders followed by clear, concise take-aways. The assessment and training program provide customized instruction based upon a leader’s particular questioning style. They go deeper into blind spots and work with a leader’s specific strengths and skills. To learn more about the assessment and training program, visit www.justaskleadership.com.
Should a leader always ask and never tell their coworkers what to do? No. All models, taken to the extremes, tend to fall apart. Just Ask Leadership is a model that asks leaders to trust their coworkers, but within reason. If a leader’s made up her mind, for instance, she ought not to solicit further input. To do ask a question in this context is misleading and disrespectful.
While there are times to tell, asking is usually the best approach, even during crises. Intuition tells most leaders to grip the reins tighter when crises arise, but that’s foolhardy—especially if they’ve groomed leaders on all levels of the organization, who might provide the most astute answer or ask just the right question.
Gary B. Cohen is Partner and Co-founder of CO2 Partners, LCC, working as an executive coach and consultant. He is the author of Just Ask Leadership. For more information please visit: www.justaskleadership.com.
