Rather than presenting themselves as the company’s oracle, leaders will get more out of asking their employees questions. They should show that they do not in fact have all the answers and that they need help from their colleagues to find solutions. Many leaders may be sceptical of such an approach. ‘Won’t it look as though I don’t know what I’m doing?’ you might ask yourself. Such concerns are unfounded. If you ask questions and show that you need help from your colleagues, you will come across as humble. You show that you trust your employees and regard them as important resources. The vast majority of employees will greatly appreciate a leader who is interested in how they think and will find the questions motivating. This behaviour creates mutual trust between management and employees, which is the very key to building good relationships in the workplace. With an open and trusting community, you have an established company culture in which employees draw on each other’s unique strengths and ideas.
This provides fertile ground for exchanging ideas and innovative solutions within the organisation.
That said, there is no point in asking questions for the sake of it. To create a working environment where employees can draw on each other’s unique expertise, you need to ask the right questions. Loaded and leading questions such as ‘Could you manage your time more efficiently?’ or ‘You’re not happy with these results, are you?’ are unproductive. You get insightful answers by asking open questions. These are questions that invite employees to share their thoughts and to explore new, creative opportunities the company has not yet identified. Examples of such questions might be ‘What changes could we make that might lead to even better results?’ or ‘Do you see needs among our customers that could form the basis for new business?’ Questions like these show that, as a leader, you are focused on new opportunities rather than existing activities. A manager who asks employees such questions therefore comes across not as ignorant or uncertain, but as purposeful, ambitious and curious. At the same time, the leader shows that she trusts her employees and wants to develop the company further together with them.
As a leader who actively asks questions, you lay the foundations for a unique learning culture by showing that it is natural not to know everything. With an open dialogue within the organisation, you also increase the likelihood of spotting problems in the system and dealing with them more easily. A leader is always an example to their employees, and your behaviour influences your colleagues. By asking questions, you encourage people not only to seek help when they need it, but also to ask critical questions themselves. Such questions can inspire employees to reflect on the work they do and how they work. In companies with a good learning culture, all employees take responsibility and constantly strive to find the most sensible solutions. These are the kinds of working cultures we need in the years ahead. Research shows that it is the companies that continuously acquire new knowledge that are best equipped for the future.
With open questions as your tool, you as a leader can create a working environment characterised by openness, loyalty and a shared commitment to the company’s goals and ambitions. Is there really any better starting point for creating value?
In other words, good leadership starts with good questions.
Good luck!