Many executives are constantly looking for new ways to add value. The ability to ask a truly great question may be the most powerful skill for adding value to a group or an organization.
Questions create opportunities for learning, for performance improvement and for trust among team members. They also reduce risk by surfacing gaps and obstacles. With so much on offer, it is surprising how little attention goes to what makes a question great.
A few things matter most.
Ask one-sentence questions
A question should be finite and one sentence long: “How can we improve performance?” or “What do you think contributed to the problem?”
Do not explain the question before asking it
The goal of a question is to gather information, not to give it. Detail supplied before the question shifts the focus away from the answer.
Be genuinely interested in the answer
Only ask a question with the intent to learn from the answer. A question asked without interest in the answer builds or spends trust, and that shapes the answers to every question that follows. Dale Carnegie’s How to Win Friends and Influence People remains the classic on this point.
Ask many questions
More questions raise the odds of a valuable answer. They also demonstrate that the interest is real.
Know the value of a follow-up question
A person may stumble or hesitate while responding, often because they are still forming the thought. A follow-up gives them a second chance at the answer, or a chance to hear the question put a different way. When a response contains a loaded term, or stays general where something specific is needed, a good follow-up uncovers what has not yet been said.
Be quiet and let people think
An answer can take a few moments to form. A little waiting makes room for a great answer.
Do not ask the right question the wrong way
Stay neutral and avoid leading or limiting the response. A question that begins “Do you think we should…” and offers options limits the answer to those options, or to yes or no. An open question such as “What should we do?” invites an answer that has not been shaped in advance.
Know the tone
A sarcastic tone, or one overly emphasized for effect, will not draw the same response as a neutral one. Delivered the wrong way, a question sounds like an accusation.
Sequence the questions
Start general and get more focused, which sets up follow-up questions aimed at deeper insight. Keep in mind how the sequence will be received: a series of questions asked a certain way can feel like an interrogation.
Be prepared
It is fine to have questions prepared well in advance, and there are real benefits to doing so. A plan shapes the sequence, keeps each question asked the right way and predicts where follow-ups will be needed. It also frees the questioner to listen to the answer instead of worrying about what to ask next.
Pay attention to group dynamics
In a group, many things shape how a question is received and answered: an individual’s shyness or insecurity, power struggles or political motives among participants, a perceived favoritism or a perceived lack of care. Trust is the significant factor in a group and it cannot be manufactured.
A group offers more opportunities for the tone or purpose of a question to be misread. It also offers the chance to build trust by protecting the environment and asking the right questions. Have a purpose, and pay attention to every participant in the room.
