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Unlock the immense power of asking questions

May 25, 2021/in Multipliers, News /by Rob Tarlton

Every executive’s skillset should include the art of questioning. To truly unlock value in organisations, questioning skills need to be honed to build trust, foster innovation and problem-solving, as well as improve performance.

Recent behavioural science research sheds light on how leaders can frame questions, decide what is appropriate to share, and choose the tone of their delivery.  

Ask = receive

Ask enough (and the right) questions and you’ll gain valuable insight into an organisation.

What are your goals?

Are your questions cooperative or competitive? This will influence what you ask and how you answer.

Follow-up questions

Byreturning to a subject previously covered, you indicate you’re a good listener and want to engage further. This builds trust and a stronger business relationship. 

Open-ended questions can be productive

Know when to push for a definitive answer or probe a little more sensitively. Sometimes the latter can produce more honest responses, depending on the situation.

Sequence is key

Learn to gauge whether to begin with the tougher questions or to escalate from less aggressive questioning to more intrusive queries.

Tone

A judgment-free tone can be effective for unlocking more honest answers.

Group dynamics

One-on-one and group conversations: More reserved or more forthcoming answers may depend on who else is listening and contributing.  

Degree of transparency (to share or not to share)

While risks of divulging sensitive information must be considered, transparency is generally more beneficial to building healthy working relationships than a more guarded approach to responding to questions.

Be willing to ask enough questions, and provide thoughtful answers when questioned in turn. Build a relationship where engagement is encouraged, and the results are sure to be positive and constructive. Learn more about the power of questions on hbr.org.

Gain the tools for constructive communication and transformation

BRG’s Multipliers program is tailored for executives who seek to unlock the genius in others by tapping into their intelligence and asking the right questions.  

Want More Engaged Employees? Stop Being Such An Optimist

October 23, 2017/in Blog, Leadership, Liz Wiseman, Multipliers /by Deidre Wessels
By Karen Tiber Leland

A decade of research shows why a sunny outlook may not be the best way to lead.

Decades ago, when I was just beginning my journey as a management consultant, I had the good fortune to work with Liz Wiseman, who at the time was the Director of Learning and Development for Oracle. Since then she has gone on to found The Wiseman Group and author several best-selling books including the newly released 2nd edition of Multipliers: How the Best Leaders Make Everyone Smarter.

One of the findings of Liz’s years of research is that just because a leader possesses a trait in abundance doesn’t mean that it’s contagious and that others around them pick it up in a positive way.

ARE YOU THE ICONIC OPTIMISTIC LEADER?

One example Wiseman cites is the iconic optimistic leader. You know them – the positive can-do people who see possibilities and paths forward everywhere. These cheerful C-suite executives recognise the capability in others and themselves at every turn. Even when they take on something hard, they bring a can-do attitude in abundance.

“It’s like wearing one of those rubber wristbands, only it says, ‘I can do hard things,'” jokes Wiseman. “This observation comes not only from my years of research but also from looking in the mirror,” says Wiseman.

A self-described ‘raging optimist’, Wiseman struggles with her own positivity. “I don’t have a lack of optimism; instead I struggle with too much,” explains Wiseman. She goes on to explain that her personal awareness about this dynamic came to her by surprise and with a sting. Here’s the story she tells…

“I’m working with a colleague on writing an article on a pretty tough piece of research and analysis for a prestigious academic journal. Towards the end of the project, my colleague pulls me aside and says, ‘Liz, I need you to stop saying that thing you say all the time.’ ‘What thing?’ I ask him. I really did not know what he was talking about”.

“‘You say it all the time,’ he said. ‘It usually goes, “Hey, we can do this. We’ve got this.”‘

“Recognising my own optimism, I’m thinking, ‘Wow, I do say that all the time.’ ‘That is my way of saying that we’re smart and we can figure this out, that I have this belief in what we can do,’ I explain to him.

“‘Well, I need you to stop saying it.’ ‘What do you mean?’ I said. ‘This is good leadership. Optimism, we need that just to survive,’ I say. ‘The reason I need you to stop saying that is because what we are doing is hard; it’s really hard, Liz, and as my manager, I need you to acknowledge it.’

“In that moment I realised that my can-do, get-it-done personal brand was setting a pace that was making it really hard for other people to keep up with me. “I came to the conclusion that sometimes my optimism – which is a gift – can also translate into processing a little too fast for other people. I need to give them time to process at their own speed.”

DISPENSE YOUR EXECUTIVE PRESENCE IN SMALL BUT INTENSE DOSES

That personal experience, combined with her research and work with leaders, has led Wiseman to the conclusion that the really great leaders know how to dispense their executive presence in small, but intense, doses.

“When a leader is always on, they become white noise,” says Wiseman. That’s one of the ways executives end up as what Wiseman calls ‘accidental diminishers’. These are leaders who have an intention for their staff to be empowered but are so whipped up with positive energy all the time, they end up diminishing those around them. “They think their energy is infectious, but not only are they sucking up all the oxygen in the room, they are getting tuned out,” says Wiseman. “People around them are like, ‘You’re killing me with your energy. I’m dying here.'”

So what’s the enthusiastic and eager executive to do? Wiseman suggests two almost ridiculously easy (but highly effective) ways to rein in your energy, without losing your optimistic edge:

1. PRACTICE THE FIVE-SECOND RULE

After you ask a question, wait five seconds to give the person a chance to think. For many leaders, when no one answers immediately, the tendency is to want to answer themselves. Don’t. Some people are fast witted, quick to process and quick to answer, but not everyone. Not all forms of intelligence manifest themselves in speed.

2. AVOID RAPID RESPONSE

Optimistic leaders are often quick to respond immediately to situations and take action, even if someone else on their team could handle it. Except in a case of immediate required response, try taking a hands-off stance for 24 hours.

In both these cases, it’s the power of the pause that creates the opportunity. It gives other people, who may not be so quick on the draw, a chance to comfortably formulate opinions and bring their own brand of optimism to the party – even if it’s a few decibels lower than yours.

This article originally features on Inc.

Learn how to DOUBLE THE INTELLIGENCE of your team. Contact us at info@brg.co.za to lead like a Multiplier. Business Results Group is the exclusive distributor of Multipliers in Southern Africa.

 

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