leadership

Most folks have worked with someone who thinks they’re never wrong. In each discussion, they lean in, broaden their shoulders and breach their way into the role of the decider. They’ll continue debating until their perspective wins the day or time runs out. They are often right, but right in a way that sucks the oxygen out of the room. As their tenure at a company increases, they may fancy that they’ve become very persuasive, but frequently it’s a form of persuasion characterized by the resignation of their peers.

The act of asking good questions with good intent opens up a conversation, creating space and safety for others to ask their own questions. Good questions are asked with the desire to learn, and they are specific. They sharpen the conversation. They free the answerer from the obligation to defend their position. In a potentially contentious meeting, ask three good questions before you share your perspective, and you’ll see the room shift around you.