ATRQ 2023-3: Do You Have a Set of “Go To” Questions?, Strategic Health Leadership (SHELDR) Series

Introduction

Asking questions is a valuable leadership skill, yet only a few ask them, and even fewer think about asking the right questions (ATRQ). Why? Traditional communication models represent simplified versions of reality. They are one-way in nature, too academic, and need to actively integrate how to listen throughout the cycle. Inherent in active listening are ATRQs. Leaders who study communication later as graduate students or participate in leader development sessions often say I am a victim of simple communication models. They are. You are too.

In my experience, attitude prevents leaders from asking questions. Leaders must evaluate themselves when they hesitate to ask questions: What questions do I ask? Will they be impactful? Why didn't I ask that question? Many will ask, "Will I look weak? Will I lose their trust and confidence?" The opposite is true. Being humble and asking questions shows interest in others and helps you learn more. Still, many play the status quo card by saying, "Questions are good. I am not comfortable pulling question cards out during a meeting or elsewhere. ..."

Questions Improve Communication Effectiveness

Asking questions provides feedback. Answers offer insight into the situation, provided your biases don't kick in. Answers reassure you you’re interested and helpful. Organizational culture tends to reward advice and solutions. Giving advice, speedy advice indicates a need to be in control, adds value, and saves time during the interaction. Asking questions instead means being humble, wanting to see the world from another perspective, and empowering others. Shifting from advising to asking questions changes the dynamic between managers and their teams in a positive manner.

To maximize communication effectiveness, knowing what questions to ask and how to ask them can result in a more productive meeting with clear outcomes or solutions, an empowered employee, and an approachable manager later on. The key is to develop your “go-to” questions for most situations.

Develop Your “Go-To” Questions

During my graduate-level classes on leadership or team coaching sessions, I conduct a roundtable discussion on communication, active listening, and ATRQ. The conversation usually begins with a scenario or situation on visioning or planning, projects or tasks, feedback or performance, or managing team dynamics. Then I ask, What questions should you be asking in these scenarios? Naturally, the comments and answers vary.

As part of the discussion, learn to give less advice and ask more questions. You might initially feel anxious when you shift from providing advice and offering solutions to asking questions. You might ask, "How can I help if I'm just asking more questions than normal?" Think about it. Asking questions is a great way to practice mindful communication.

To be mindful of communication means to listen, think, and mentally rehearse your questions before speaking. That way, you communicate warmth and awareness. Asking questions correctly is a form of emotional awareness--you stop and listen to the answers rather than being first to express your thoughts. To be mindful of communication means to listen and think before speaking. Asking the right questions enables you and others to produce a successful game plan much more efficiently than if you had merely leaped in with your solutions.

At the end of the session, I emphasize the need to develop a set of "go-to" questions you can use, repeat, and modify for the scenario or situation. Questions should be prefaced with purpose or outcome in mind. They should be thoughtful, straightforward, timely, and asked genuinely. During my round table discussions, I kept copious notes to find common themes or categories of questions. Table 1 provides you with a distillation of my notes to help you develop your "GO-TO" questions for most scenarios or situations in the following categories:

Asking questions is knowing your questions and your audience beforehand. The "go-to" questions build on the communication model's strengths with thoughtful and timely questions. The questions challenge the leader’s attitude or mental model toward asking questions. Asking questions demonstrates your curiosity and care for the person coming to you with a request. More importantly, the questions and conversation should leave the audience feeling empowered.

 Summary

Through a series of roundtable or coaching questions, leaders become better leaders. I've distilled the themes and categories of questions from my round table sessions with students and clients. Think about it. If people keep coming to you with problems, ask yourself why. Am I reinforcing this situation but hoping for something else?

By asking the questions above, you show you are humble, willing to learn and show you care. Empowerment is about giving guidance and asking questions. When you ask these questions, you are developing your team's leadership skills and yours. All of this can be achieved in an open, constructive, and positive discussion—that's precisely what mindful communication is about. What other categories and questions would you add?

Deep Dive Questions

1.    Have you been to a meeting where the Boss provided direction only, interrupted you constantly, and leaned toward their solution? How did you feel? Was the meeting productive?

2.    Have you participated in an exercise where asking the right questions was the central focus? If so, describe the value of the exercise. What did you learn? 

References

Exercise: We! Connect Cards Icebreaker Questions Trust Building Games Teambuilding Activities Conversation Starters for Meetings and Workplace As Seen on TEDx (60 Cards)

Exercise: Asking Powerful Questions, Rhode Island Department of Education

Exercise: Shapiro, Stephen, April, 2018, Want to Ask Better Questions? Try This Powerful Exercise, Inc.

Exercise: Zeiger, Stacy, Jan, 2023, Exercises to Develop Good Questioning Techniques, CHRON

Exercise: Honary, Ethan (Ehsan), Questioning Skills Training Exercises and Resources, Skills Converged

Book: Stanier, Michael Bungay, 2016, The Coaching Habit: Say Less, Ask More & Change the Way You Lead Forever, Page Two

Book: Wise, Will, Littlefield, 2017, Wise Ask Powerful Questions: Create Conversations That Matter, CreateSpace Independent Publishing Platform

Key Words

Questions, asking, communication, mindful, situation, conversation

About the Author

Douglas E. Anderson is a health administrator, executive coach, strategist, and thought leader with 35+ years of experience (CEO, strategist, strategic communication, policy analyst, CQI, development) in federal, academic, and international health settings. Today, his passion is helping community stakeholders identify gaps, needs, and sustainable solutions to improve individual, family, and community health. He's dedicated to building integrated, accountable, and collaborative community health systems. He's adept at facilitating groups, developing leaders, building deep-impact networks, and convening meetings to leverage the social drivers of health (SDOH) and implementing strategies to achieve better health and economic outcomes. He is the Chair, Health Work Group, Eastern Panhandle Health and Human Services Collaborative. He is co-author of Primer on Systems Thinking For Healthcare Professionals and Systems Thinking for Health Organizations, Leadership, and Policy: Think Globally, Act Locally. He has published several articles and commentaries and is a frequently requested guest speaker and lecturer on health policy, leadership, and transformation. He has served as the Chair of Health Administration Press, American College of Healthcare Executives, and the USAF Medical Service Corps (MSC) Association. Subscribe to his Strategic Health Leadership e-Magazine. Join the conversation on the WV Health Solutions Team Facebook page. His thoughts are his own and do not represent any organization. Additional references and citations are available upon request. He lives in Martinsburg, WV. Contact him on LinkedIn or email: douglas.e.anderson57@gmail.com to discuss ideas.

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