{"id":27127,"date":"2026-09-14T15:59:37","date_gmt":"2026-09-14T15:59:37","guid":{"rendered":"https:\/\/icebergmanagement.ca\/?p=27127"},"modified":"2026-09-14T15:59:37","modified_gmt":"2026-09-14T15:59:37","slug":"did-you-know-the-answer-is-in-the-question","status":"publish","type":"post","link":"https:\/\/icebergmanagement.ca\/en\/employee-coaching-training\/did-you-know-the-answer-is-in-the-question\/","title":{"rendered":"Did you know? The answer is in the question"},"content":{"rendered":"\n\n\n
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Did you know? The answer is in the question<\/h2>\n

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.<\/p>\n

Our Brains Love Quick Answers<\/h2>\n

\u00a0<\/strong>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.<\/p>\n

The Posture of the Influential Leader<\/h2>\n

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>.<\/p>\n

A\u00a0Simple\u00a0Technique<\/h2>\n

During a training course on\u00a0<\/span>The Art Questions<\/span><\/a>\u00a0led by Lore communication, we discovered an approach that now\u00a0accompanies\u00a0me in my\u00a0intervention: the “Question Burst”, developed by Hal Gregersen from MIT<\/span>2<\/span>. The principle is surprisingly simple. A person presents\u00a0a real challenge. For a few minutes, the participants do only one thing: they ask questions. No answer. No suggestions. No advice.\u00a0At first,\u00a0the exercise\u00a0is destabilizing and requires a lot of restraint. Then, something interesting happens. The questions become deeper. Assumptions are being questioned. New perspectives are\u00a0emerging. Often, the\u00a0initial\u00a0problem is reformulated.\u00a0And it is precisely at this moment that the best solutions begin to emerge.\u00a0The best questions\u00a0don’t\u00a0always seek answers. I realized that some questions have\u00a0a different\u00a0purpose. They are not used to\u00a0get\u00a0an immediate answer. They serve to make us think<\/span><\/p>\n

For example:<\/h2>\n