The Power of Why
The right question at the right time unlocks the most useful answers
A great leader knows how to use questions to open up thinking – for them and their teams.
Questions asked in the right way can drive deeper understanding, creativity, as well as help your team feel more included in important team decisions. Not to mention, when we have been involved in the decision-making and problem-solving level of things, we are more inclined to buy into any change that results from them.
While as leaders we may think we have many of the answers already, there are always those hidden elements – those things just beyond our perception – the stuff we don’t know that we don’t know. And sometimes our team may know something we don’t.
To leverage this:
Be open to unexpected answers. That is the point of a good question anyway – to find out what you don’t know, right?
Ask open-ended questions. These questions encourage expansive thinking and dialogue. Instead of seeking a yes or no answer, they prompt detailed responses. For instance, "What do you think about this approach?" can reveal a range of perspectives and ideas that might not surface with a more closed question.
Ask probing questions. They help uncover underlying reasons and motivations. Asking "Can you explain further?" or "Why do you believe that is the case?" can lead to a more thorough understanding of a situation or problem.
Ask reflective questions. These encourage self-examination and personal growth. Questions like "What did you learn from this experience?" or "How could we improve next time?" help individuals and teams reflect on their actions and outcomes.
But simply throwing random questions into the mix can backfire, so how and when you ask them is also important.
How to ask questions:
Be genuine. Actually want to know.
Listen! Fully!
Make sure people feel safe to give real answers. Showing respect, interest, and support during the Q&A session is one way to create a sense of safety.
Be patient. Sometimes, the best answers require time. Allow pauses and give people the space to think before they respond.
When WHY can be unhelpful:
In complex situations, asking "why" can open up too many layers of complexity, leading to analysis paralysis.
When emotions are high, asking "why" can sometimes make things worse or feel judgemental. The person being questioned might feel defensive, leading to resistance rather than openness.
TIP:
In my consulting, I ask why anytime a client tells me they want to reorganize. When I ask why a few times, the reason is generally cultural. For example, Department A doesn’t cooperate with Department B, or the organization isn’t innovative enough. Since no reorganization ever solved “soft issues,” I go into action to get the executive to use methods I outline in my book, CERTAINTY: How Great Bosses Can Change Minds and Drive Innovation, rather than one more destructive reorganization. “Why” questions help with this.
Alternatively, ask “what” or ‘how” questions. Encourage reflection. And always use your questions within a calm, safe space and NOT when people’s emotions are high. Being mindful of how, when, and in what context you ask questions can help ensure that your inquiries are effective and even welcomed as helpful and constructive.
How often do you mindfully use questions with your team?
More great insights and never-seen-before leadership tools can be found in my book CERTAINTY: How Great Bosses Can Change Minds and Drive Innovation. Buy from Amazon now.
Until next time.
Mike
