For years, we have been giving customized 360s to CEOs and senior leadership. However, we don’t send out a consultant to gather feedback. The participating executive does that. Prior to designing customized interviews, we invest a great deal of time learning details about each significant stakeholder relationship and business issues. We probe interpersonal relationships. We look for current and desired states. This information leads to strikingly specific and brilliantly good questions. For the executives, the immersive experience of asking these questions and respectfully listening to the answers tends to be a life-altering experience.
Why is masterful inquiry such an important skillset?
First, in building an engaged workforce, asking high-quality questions is far more effective than giving orders. That worked in the industrial based, survival and predictability-driven workplace. But, human beings are hard-wired to think about something other than themselves for about fifteen seconds. Telling people what to do will not produce engagement. Connecting with them is a far more effective method of creating buy-in, motivation and finding shared values. Stakeholders are far more driven when we connect with their needs and expectations rather than simply dictating performance. We have yet to find a better and more eloquent way than developing a strong capability in Socratic questioning.
There is a far more modern reason for masterful inquiry. The rate of change has reached such dizzying heights that truth changes in ever shorter periods of time. Author, Kevin Kelly describes how we have entered the era of “becoming.” In other words, there is no longer a set destination. Change moves at such a rapid pace we are continually becoming. This new reality requires a form of leadership that consistently gets updated truth from the stakeholders and soldiers on the frontline.
On another note, I’m too close to my personal brand and leadership style to have a steady fix on how I am perceived and how I impact others. It has been said the truth will set us free but first, it will piss us off. The more comfortable executive leaders become with feedback the more quickly they can ask questions such as, “What do I do that motivates you or de-motivates you?” “What can I do to become a more effective leader?” These questions require a certain degree of humility to ask but the answers actually build better leaders. Over time, I have also found that the very transaction of asking our colleagues to become active participants in our growth produces a whole new level of bonding.
Many executives have developed a need to be right. When that need is accompanied by inadequate inquiry skills, the results are dreadful. The most impressive leaders that I know are absolutely clear on their mission, vision, and purpose. But, they demonstrate real humility and skill in making it safe, even compelling, to tell the truth, find the truth and live in the truth. Often, that deliverable occurs just in the nick of time.
Most impressive article David! In further support and in the last paragraph, I wanted to second that notion – arrogance and ignorance isn’t a good mix (and I don’t mean the word ‘ignorance’ as an insult, rather simply a lack of knowledge – figure of speech).
“Over time, I have also found that the very transaction of asking our colleagues to become active participants in our growth produces a whole new level of bonding” (Harder, 2017). I love this part David – when we ask for feedback, when we involve our colleagues, we’re strengthening that relationship. That encourages empowerment and the sheer power of solid workplace relationships can be quite advantageous ~
Dear Jennifer, Thank you for the kind and wise words. I appreciate your contribution. David Harder
David –
I’ve already written a comment on the Linked In post that featured this article, and most of what I said there has been more elegantly stated by Jennifer Beaman (below). The one thing I did add there was how the effects/consequences you mention can often be magnified by asking questions openly to groups of the people you want to learn from. Their hearing from each other as well as to CEO/higher-up’s responses, helps magnify and amplify their thinking and optimism as well. In work I have witnessed or facilitated using very large groups (80-600) with people representing different positions/functions such Q&A stimulates further thinking and action by almost everybody. It is one of the dynamics that make such processes as various large group/large scale and Appreciative Inquiry meetings lead to such positive and extensive results.
Arthur Lerner
Arthur, Thank you again – I remember you and you do indeed “get it.” Real power today is derived in our ability to harness collective truth and energy. Thank you for your message.
Most excellent David, most excellent! It’s amazing what we can learn as leaders (as people) when we take the time to listen. Yes, most leaders have developed a need to be right. After all, they’ve mastered the art of their trade…. yet, those who forget the ‘human’ side of the equation are those who struggle with this. That humility that the most impressive leaders demonstrate is truly priceless… and it is remarkably evident in their workplaces~
Thank you Jennifer. Humility is one of those profound ingredients that leads to sustainable success. I appreciate your feedback.
I find it more productive to ask than to dictate. Dictating requires making assumptions, 90% of them being wrong. Asking, on the other hand, allows those in the know to make assumptions that are 90% right.
By asking, we nudge things in the right direction very quickly.
I find it’s more productive to ask than to dictate. Dictating requires you to make all of these assumptions where 90% of them can be wrong. Asking requires you to have a box, and the right people fill that box with assumptions almost 90% of them being right.
Great way to put it Chris. I agree 100%
I agree 100% Chris. Great way to put it.
It is only when we ask do we get true answers. An environment of asking is the fastest way to dynamic change.
Larry, thank you for the comment. Many CEOs are comfortable with telling but don’t really know how to ask the great questions. This is one of the most important modern C-level skillsets. In fact, it is critical for anyone who wants to stay ahead of change.