In leadership communication, there is a broad spectrum between "asking questions" and "making announcements" or giving specific work instructions. Here's a spontaneous question for you: Where do you think most leader fall leader this spectrum? Are they more likely to ask questions or make statements? Well, the answer probably won't surprise you. In our practice, we often find that most leader operate leader exclusively in statement mode. But why is this so widespread?
Investigating the causes is not always easy, as the topic is human, individual, and therefore highly complex. Nevertheless, I would like to list a few reasons that, in my opinion, promote the formation of myths among us humans, and especially among managers:
training Most leader had a professional career in which they achieved outstanding results before taking on a leadership role (otherwise they would not have leader to leader ). Specialists (such as engineers, doctors, technicians, etc.) are experts because they have built up outstanding expertise in a particular field. This specialist knowledge makes it very tempting to fall into the trap of telling stories. In a technical context in particular, asking questions is very often associated with a lack of competence. As a result, engineers and technicians in particular initially find it difficult to apply this important leadership skill.
- Standing in front of colleagues/superiors
Most leader appear competent, strong, and committed in front of their colleagues and superiors. Clear statements fit perfectly into this scheme and are socially desirable in the business world. In external relationships with colleagues and superiors, I can leader understand this behavior on the part of leader , as long as the leader can also switch to question mode leader internal relationships with employees. But very few manage to do this. As a result, employees do not develop to the extent that they could through the targeted use of developmental questions. - Time pressure/stress
Management author Reinhard K. Sprenger often quotes the following in his books: "No time means it's not important to me." How much time do you spend each week on the further development of your employees by asking specific questions? Let me guess: usually too little. The question is: how can you make employee development an even higher priority for you?
Yes, asking questions during the tour takes time and energy at first. But this effort pays off as your employees develop, responsibility , and achieve even better results.
He who asks leads!
You have probably read about the importance of asking questions when managing people in seminars or in literature. Just so that you understand us correctly: both sides are needed – giving instructions and asking questions. In practice, we also see many leader who only ask questions and no longer give instructions. As with everything in life, balance is key. Use questions to encourage development. But don't be afraid to use the instructive mode in a targeted manner when leading (depending on the employee and situation).
Looking more closely at the two poles of statements vs. questions, it is striking that the statement mode tends to be associated more with the "masculine" pole and the question mode more with the "feminine" pole.
Sayings: more masculine, dominant pole
Characteristics of the extreme masculine pole: demanding, competitive, rational, aggressive, external, cold, focused, active, linear, self-expression
Questions: more feminine, developing pole
Characteristics of the extreme feminine pole: preservative, cooperative, intuitive, receptive, inward, warm, holistic, passive, systemic, self-sacrificing
Questions lead to independence and deeper reflection in the other person. Statements create dependency. If you want to make people strong and independent, then use questions specifically in employee development. By asking questions, you bring out what is inside the employee and ensure consistent and continuous development.
Below, we have compiled some general sample questions for you to use, which you can apply immediately and easily in your leadership role or in your next conversation:
- What is important to you when working with your supervisor?
- What is important to you when working with colleagues?
- What do you like about your job?
- What exactly is behind this?
- How do you deal with that?
- What does someone have to do to ...?
- Has there ever been a situation where you ...?
- Why do you live where you live?
- What is important to you in your relationship with person X?
- What exactly do you like about your favorite movie, book, etc.?
- How exactly did you understand the task?
- Why were you unable to complete the task?
- What else do you need to complete the task?
- Please put yourself in my position. What would you have wanted?
- How will you proceed now?
- When will you have completed the task?
We would like to invite you to increase the proportion of questions in your management communication even further, thereby making an important contribution to the further development of your environment. We wish you every success in this endeavor!
That's why you're not really happy.
Why success and fulfillment have nothing to do with each other.
Image source: Leeloo The First
