Improving Communication and Leadership Effectiveness by Leading With Questions PP510 Unit 4

My Early Leadership Example “… do this, don’t do that, can’t you read the signs?…” Five Man Electrical Band

Historical Views of Leadership “Great Man” or “Great Person” Theory –25 years of study until 1948 –1948 Ralph Stogdill concludes no traits stand out as strong, certain markers of leadership Behavioral Focus –During 1950’s three schools focused on this Michigan, Ohio State, Harvard Task direction and consideration of employees Program developed to teach managers to use both types of behaviors

Historical Views of Leadership Situational Leadership –Heresy and Blanchard (One Minute Manager), 1969 and House, 1971 –Leadership effectiveness hinges on different combinations of task and relationship behaviors depending on the situation –Studies don’t show strong results – the mystery of leadership continues Modern Organizational Leadership Theory –James McGregor Burns, 1978, introduces the new concept of “transformational leadership”

Transformational Leadership Create shared visions that go beyond self- interest Influence followers to perform beyond expectations Work to define shared values and beliefs Help followers develop strategies for accomplishing goals Enable followers to develop a mental picture of the vision and to transform purpose into action Transform followers into self-directed leaders

General Reasons We Ask Questions Gather information Seek clearer understanding Who, what, where, when Clarify direction

Situations Where Questions Can Improve Effectiveness Managing people Building teams Shape strategy and enable change Personal relationships

Important Uses of Questions in a Business Setting Gain a new perspective Encourage people to see things from a different perspective –Surface and challenge biases Get all the issues on the table Get engagement on important issues Build relationships through personal coaching

Coaching and Questions Coaching for Performance – John Whitmore Coaching is best accomplished through the use of questions. –G – What is the GOAL of our meeting –R – What is the current REALITY – what is the problem, issue or opportunity that we are trying to address? –O – What are the OPTIONS you are considering to address the problem, issue or opportunity? –W – WHAT are you committing to do and by WHEN?

Benefits of Coaching With Questions Signals a partnership in solving problems Builds strong relationships Creates higher level of trust that dialogue and debate will occur before major decisions are made Feeling of inclusion Commitment to execution when changes have to be implemented People open up and put more concerns on the table More aligned management team Culture that no longer talks about the “old way” An energized organization Source: Leading with Questions

How Are Questions Viewed? Invitation?Request?Missile?

Pitfalls Often don’t ask questions skillfully –Leading Include the answer Come with extra baggage that suggests the expect answer Include a carrot or stick to prod the other person to produce the expected answer –Off target –Inflammatory Ineffective questions lead to detours Asking too many questions leads to frustration and indecisiveness Provoke defensiveness

Effective Questions What is a viable alternative? What are the advantages and disadvantages you see in this suggestion? Can you more fully describe your concerns? What are a few options for improvement? What will you commit to do, by when? What do you think about…? Could you say more about…? What possibilities come to mind? What might happen if you…? What do you think you will lose if you give up…? What have you tried before? What do you want to do next?

Benefits of Great Questions Cause the person to focus and to stretch Create deep reflection Challenge taken-for-granted assumptions that prevent people from acting in new and forceful ways Generate courage and strength Lead to breakthrough thinking Contain the keys that open the door to great solutions Enable people to better view the situation Open doors in the mind and get people to think more deeply Test assumptions Generate positive and powerful action Asking open ended, unbiased questions show respect for the view of others

Becoming a Leader Who Asks Questions Be more aware of the questions you ask Ask yourself more questions silently Before asking someone else a question, ask yourself the same question –What do I want my question to accomplish? –Frame so you encourage collaborative thinking Encourage your staff to ask you questions. Source: Leading with Questions

Resources to Help You Leading with Questions, Michael Marquardt Masterful Coaching, Robert Hargrove Your Coach (In a Book), Robert Hargrove, Michel Renaud