The power of asking questions
Questions are powerful. Questions and how they are asked to give us an impression that triggers our imagination and forms our judgment.
I am still determining the veracity of this story, but I read somewhere that this is an actual round of questioning between a lawyer and a coroner in a court of law.
Q: “Did you check for a pulse before you performed the autopsy?” A: “No.” Q: “Did you check for blood pressure?” A: “No.” Q: “Did you check for breathing?” A: “No.” Q: “So, it is possible that the patient was alive when you began the autopsy?” A: “No.” Q: “How can you be so sure, Doctor?” A: “Because his brain was sitting on my desk in a jar.”
Q: “But could the patient have still been alive nevertheless?”
A: “It is possible that he could have been alive and practicing law somewhere.” Here is another episode. At the skydiving training course, the instructor would take time to answer some of the first-timer questions.
One guy asked: If our chute doesn’t open and the reserve doesn’t open, how long do we have till we hit the ground? The instructor looked at him and, in perfect deadpan, answered: The rest of your life.
I guess you have heard the phrase: “Ask a stupid question, and you get a stupid answer.” This is not fair. Perhaps this is the reason why many refrain from asking questions because they fear that they may be perceived as stupid or ignorant.
Albert Einstein once proclaimed, “If I had an hour to solve a problem and my life depended on the solution, I would spend the first 55 minutes determining the proper question to ask... for once I know the proper question, I could solve the problem in less than five minutes.” Einstein, regarded as one of the greatest minds of modern times, underscored the crucial role questions play in problem-solving and decision-making.
Contrary to the misconception that questioning makes one appear ignorant, organizational psychologist Tomas Chamorro-Premuzic suggests that asking questions enhances one’s perceived intelligence. Instead of solely relying on search engines, seeking input from colleagues or managers taps into collective expertise and fosters collaboration and learning.
Scott Shigeoka, author of “Seek: How Curiosity Can Transform Your Life and Change the World,” advises letting go of assumptions and becoming an “admitted.” Admitting when one is wrong or lacks an answer, coupled with a commitment to learning and growth, paves the way for a more curious mindset.
Inspired leadership often begins with three fundamental questions: “What needs to be done? What can be done? How much can I do?” These questions align with an ethical mindset that transcends legality to focus on what is right and the type of person one ought to be.
When assembling a team, Constantine Andriopoulos, a professor of innovation and entrepreneurship, suggests seeking individuals who exhibit curious qualities, collaboration, passion, resilience and dissent. Framing these qualities as questions during team vetting ensures a selection that aligns with the desired attributes.
Hal Gregersen, former MIT Leadership Center executive director, advocates the “question-storming” approach. Generating at least 50 questions about a problem, akin to brainstorming, helps break through mental blocks and leads to more profound insights.
And when it comes to day-to-day operations, leaders who embrace questioning are more likely to succeed. Author and founder of Understandably.com, Bill Murphy Jr., recommends reframing requests as questions to gain personal wisdom and exhibit emotional intelligence. This approach focuses on the other person, positioning the leader as a sounding board rather than the sole problem solver.
Lastly, the reciprocal nature of questioning is imperative. It is a leadership skill not only to ask the right questions but to welcome and stir questions from others. Seeking out “creative abrasion,” a concept coined by Jerry Hirshberg, fosters constructive friction that generates energy and positive outcomes.
Asking questions is not a sign of weakness but a powerful tool for unlocking solutions and fostering growth, and it is an invaluable skill in today’s ever-evolving landscape.
I always have a question-and-answer time after my presentation, and I always preface it by saying, “Please feel free to ask questions. There are no stupid questions, just stupid answers, so pressure is on me. And if I do not know the answer, I will tell you.”
So, what is your question?