Recently I spent a few days in Washington, DC, attending meetings for a board where I serve. It was our first in-person meeting in over two years. As I reflected on the range of topics we covered, I realized something. No matter the topic, I always ask a question. Almost unanimously, the answers to my questions began with “good question.”
I don’t share that as a way to give myself a pat on the back. Instead, I wonder why that happened. Did I ask difficult questions? Did I ask obvious questions? I don’t think either of those was the case.
People often don’t ask enough questions. We have all been in meetings where people listen politely but do not contribute. That’s a missed opportunity. As leaders, asking questions is an important investigatory tool to help us uncover what we don’t know.
Call it intellectual curiosity, but I learn by asking questions and listening. The more I ask, the more I listen. The more I listen, the more I learn. The more I learn, the better I can help a client. The formula is that simple. Questions unlock insight, and insight unlocks innovation.
As a consultant, asking questions is critical. Consulting is more than providing advice, and understanding the true purpose of the engagement comes from dialogue. I’m not present for every discussion. So asking questions helps me understand what is being said and uncovers what is not being said. Here are a few reasons why I ask questions:
To gain a deeper understanding – I recently listened to an expert in the area of internet governance talk about her research. I asked a question that allowed me to dig deeper into her research and findings that helped me understand the benefit of some work I had been doing. That new understanding made me a better professional.
To uncover the challenges – Sometimes what is left unsaid is just as important as what is said. When I ask questions, it often helps uncover co-dependencies or barriers that can impact the project.
To eliminate confusion – Let’s face it. We don’t always communicate as clearly as we think we do. And many people don’t probe the thought process of the presenter. They make assumptions. Asking clarifying questions eliminates assumptions and prevents dysfunction. For example, I recently moderated several focus groups for a client. Part of my strategy is to summarize what I have heard from participants and ask them if I have understood them correctly. It’s my way of making sure I have captured the point accurately.
To create “aha” moments – Guiding questions can open new perspectives. They can unlock innovation and new approaches. I have been in meetings where a question is thought-provoking and leads to discussion. Entire strategies have been revisited, revised and improved as a result of one probing question.
Asking good questions to support information gathering and process improvement is just good business sense. It helps get teams on the same page. It encourages trust between people, collaboration and active participation. And in the end, that drives innovation and productivity. And isn’t that what we are all aiming for?