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Dear Friends and Clients,

Sometimes even my own husband is amazed that people pay me good money to be their coach. Just the other day, referring to a client, he asked, “Why did he hire you? You're not an expert in his business.”

The secret of coaching is that you don't need expertise in a client's professional field. Executive coaching isn't about giving business advice so much as about asking questions. A coach can stimulate awareness and change by posing a series of questions and listening intently to the answers.

Inquiry can be a powerful tool not only for coaches but also for leaders at every level. With the right questions you can get a project back on track, restructure a relationship, or help a colleague to refocus.

Asking good questions can be empowering, and that's what I'll talk about in this issue. First, however, let me mention that in December I publish only one issue of this newsletter, so you'll next hear from me on January 2. Meanwhile, I wish you a wonderful holiday season.

Warmly, Bev


You Don’t Need All the Answers
If You Know How
To Ask Questions

December 5th, 2006 * Number 50

Peter Drucker, widely known as the “father of modern management,” encouraged executives to ask questions. While the leader of the past had to know how to give orders, he said, the leader of the future must manage in a complex and fast-changing world by asking for information and insight.

Drucker, who was the ultimate management consultant, described his role with clients as looking around, asking questions, and listening. Drucker had a rare ability to ask precisely the right question, but the basic approach of posing empowering questions is a skill we all can learn.

By asking questions in the professional workplace we can resolve conflicts, sort out problems and develop strategy. Questions can help us to think clearly, logically and strategically. Inquiry can help us to transform both individuals and organizations.

Good to Great author Jim Collins was a student of Drucker, and also noticed from his own research that some leaders are able to make great use of questions. “Leading from good to great does not mean coming up with answers and then motivating everyone to follow your messianic vision. It means having the humility to grasp the fact that you do not yet understand enough to have the answers and then to ask the questions that will lead to the best possible insights.”

But productive inquiry is not the same thing as interrogation, and the way you go about asking questions is important. If you want to sharpen your leadership and professional skills by learning to use questions, consider these tips:

  • Use real questions. “Why are you such an idiot?” is not really a question – it's an insult. Effective questions flow from curiosity and a desire to learn, not from your need to cast blame or prove yourself right. The wording of your question may be less important than your willingness to put aside your judgments and really listen to the answer.

  • Say “what?” Powerful questions are “open-ended,” meaning that they can't be answered with a simple fact, or a “yes” or “no.” These non-directive questions are typically non-threatening and may spark creative thinking. A good way to start them is with words like who , what , when , where or how . For example, two of Drucker's favorite questions were “what needs to be done here?” and “how can we make a contribution?”

  • Be positive. Good questions focus on strengths, goals and solutions, rather than on the negative aspects of a situation. “Appreciative Inquiry” is one technique that fosters increased productivity by using questions to direct attention to what we do best. The approach, which is based on the notion that human systems change in the direction of what they study, employs positively worded questions to compile a collective view of an organization's strengths, capabilities and assets. (For more on “AI” see my 7/18/06 ezine .)

  • Manage conflict. Inquiry is a good first response to conflict situations. But transforming conflict requires genuine questions, rather than the kind that are statements or value judgments in disguise. And the wording of questions may be particularly sensitive when parties are at war. Beware of asking leading questions that might indicate that your mind is made up, and make a special effort to state questions in positive terms. For example, “why do you distrust them so much?” would be better framed as, “what would it take for you to trust them more?”

  • Encourage others to inquire. Effective leaders not only ask a lot of questions but also create a question-friendly environment. Cultures that encourage well-intended questions tend to tolerate risk, foster innovation and support collaboration. Good questions empower people to develop their own solutions, and learning to ask powerful questions helps people take more responsibility and grow in confidence.

    • Want to Read More About
    How to Lead with Questions

    Below is a brief book review, as well as a link that will allow you to buy the book directly from Amazon.com. For reviews of other helpful books, along with Amazon links, go to the books page of Bev’s website. If you buy a book this way it will contribute to the cost of distributing Bev’s Tips, and be much appreciated.

    Leading with Questions, by Michael Marquardt, 2005.

    Based primarily on interviews with 22 executives who say they “lead with questions,” this book offers techniques for asking questions in a variety of management contexts. For example, Marquardt describes ways to ask questions in managing people, building teams, shaping strategy and fostering change.

    He urges managers to ask questions with a “learning attitude,” much as a coach might. To do that he suggests that you:

    • Respond without judging;
    • Consider yourself a beginner, regardless of your experience;
    • Avoid focusing on your own role; and
    • Ask clarifying questions.

    Marquardt says that good questioning requires listening and showing interest in the response, and suggests that you demonstrate that you care about the person you are questioning. Ways to do that include by:

    • Pausing at the end of each question, so that answerer has time to formulate a response;
    • Listening to the answer, and emphasizing your willingness to listen by keeping still, nodding, and maintaining eye contact; and
    • Restating what you are hearing, as well as asking permission to ask clarifying questions.

    Buy this book.



    Coaches use questions to help you grow in self awareness. Bev offers executive coaching and leadership consulting, and is available to speak about a broad range of issues related to your work life. Visit her website at www.ClearWaysConsulting.com or email to Bev directly. Bev is associated with Executive Coaching & Consulting Associates.





    Bev’s Tips for a Better Work Life is published on the first and third Tuesday of each month by Beverly E. Jones of ClearWays Consulting, LLC. Bev is a lawyer and former executive who coaches accomplished executives and professionals to bring new direction, energy and enjoyment to their work lives.

    Copyright ©2006, ClearWays Consulting, LLC & Beverly E. Jones. All rights in all media reserved. However, the content of Bev’s Tips for a Better Work Life may be forwarded in full without special permission on the condition that (1) it is for non-profit use and (2) full attribution and copyright notice are given. For other uses please contact Bev Jones.

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