Did you know? The answer is in the question

Did you know? The answer is in the question

The most powerful question I’ve learned in my 20-year career hasn’t given me an answer. It was a question that offered a way of thinking. After more than 20 years of supporting organizations, I have observed something. The companies that make the best decisions aren’t necessarily the ones that find the answers the fastest. They are often the ones who take the time to ask better questions. At first glance, this may seem counterintuitive. However, it is often the quality of our questions that determines the quality of our decisions.

Our Brains Love Quick Answers

 When a problem arises, we want to act. We organize a meeting. We are looking for solutions. We are launching an action plan. We are creating a committee. In short, we want to fix the situation. This reflex is normal. It shows a desire to move forward. However, it comes with a risk: that of solving the wrong problem. The answers change when the questions change.

The Posture of the Influential Leader

As a coach, I often observe that managers feel pressure to have all the answers. However, true leaders are often those who know how to create a space for reflection. Asking a good question takes courage. It means accepting suspended judgment, questioning one’s own assumptions, and be curious. Instead of convincing, the leader makes people think. Instead of solving problems alone, it develops collective intelligence.

A Simple Technique

During a training course on The Art Questions led by Lore communication, we discovered an approach that now accompanies me in my intervention: the “Question Burst”, developed by Hal Gregersen from MIT2. The principle is surprisingly simple. A person presents a real challenge. For a few minutes, the participants do only one thing: they ask questions. No answer. No suggestions. No advice. At first, the exercise is destabilizing and requires a lot of restraint. Then, something interesting happens. The questions become deeper. Assumptions are being questioned. New perspectives are emerging. Often, the initial problem is reformulated. And it is precisely at this moment that the best solutions begin to emerge. The best questions don’t always seek answers. I realized that some questions have a different purpose. They are not used to get an immediate answer. They serve to make us think

For example:

• What are we avoiding?
• Who hasn’t been heard yet?
• What would be the risk of not changing anything?

These questions slow down the conversation. This is often excellent news. Slowing down for a few minutes can avoid hours of effort invested in the wrong direction.

A Challenge for You

Challenge yourself and try the technique at your next meeting.

1. Choose an important issue.
2. For five minutes, forbid solutions. Instead, invite each participant to ask only open-ended questions; that is to say, who do not answer each other with “yes” or “no”.
3. The best ideas may appear after the twentieth question rather than after the first answer.

 In Conclusion

In a fast-paced world, we feel the pressure to respond quickly and take action. Yet the most complex challenges rarely require instant answers. They first ask us to take the time to understand. Asking a good question is much more than a communication technique. It’s a leadership posture. It also means recognizing that the best solutions often emerge from collective reflection rather than an individual response. Because, very often, the quality of our decisions depends on the quality of our questions.

Source:

[1] Gregersen, H. (2018). Questions are the answer: A breakthrough approach to your most vexing problems at work and in life. Harper Business.