In today’s complex and uncertain business landscape, the ability to ask the right questions is becoming a crucial skill for leaders. Jensen Huang, the CEO of Nvidia, emphasizes this shift in leadership dynamics. He notes that his role has evolved from merely providing answers to encouraging his team to join him in exploring the right questions. This approach aligns with Nvidia’s pioneering role in the artificial intelligence revolution, where the true value lies in the questions posed to a database, not just the answers it provides.
Despite its importance, few business professionals are trained in the art of asking questions. This gap is the focus of Arno Shivali, a professor at IMD Business School, and his colleagues Frédéric Dossas and Jean-Louis Barsoux. They delve into this subject in their Harvard Business Review article, “The Art of Asking Smarter Questions.”
Why is asking questions, a seemingly basic conversational skill, so challenging for many? Shivali explains that while it is widely recognized that asking more questions can lead to better decisions, there’s a downside. Asking one question means you’re not asking another, and under time pressure, this can lead to probing only one side of a problem or decision. Unlike professions like law or medicine, where questioning is a trained skill, managers often learn on the job. They may develop a certain questioning style that works for them initially, but it might not suffice as they move up the ladder.
There are different types of strategic questions that managers often overlook. Shivali and his colleagues categorize these into five types: investigative, speculative, productive, interpretive, and subjective. Understanding and employing these can lead to better decision-making and problem-solving.
Investigative Questions
Investigative questions delve into the specifics of a problem or situation to uncover underlying issues and details. These questions are crucial for thoroughly understanding a scenario and ensuring that all relevant factors are considered.
Examples:
- “What are the main factors contributing to this issue?”
- “Who is affected by this problem, and in what ways?”
- “When did the problem first occur, and what events led up to it?”
- “Where are the most significant impacts being felt?”
- “Why has this issue persisted despite previous attempts to address it?”
Speculative Questions
Speculative questions encourage creative thinking and innovation by challenging existing assumptions and exploring potential future scenarios. These questions are essential for fostering an environment where new ideas can flourish and unconventional solutions can be discovered.
Examples:
- “What if we approached this problem from a completely different angle?”
- “How might our competitors solve this issue?”
- “What could be the long-term impact if this trend continues?”
- “If we had unlimited resources, how would we address this challenge?”
- “What other industries have faced similar problems, and what can we learn from them?”
Productive Questions
Productive questions are focused on assessing the practicality and readiness for action. They help teams evaluate whether they have the necessary resources, support, and momentum to move forward effectively.
Examples:
- “What are the immediate next steps we need to take?”
- “Who needs to be involved to ensure this initiative’s success?”
- “What are the potential obstacles, and how can we mitigate them?”
- “How will we measure progress and success?”
- “What is our timeline for achieving these goals?”
Interpretive Questions
Interpretive questions help translate information into meaningful insights and align actions with broader organizational objectives. They are crucial for ensuring that data and observations are fully understood and effectively integrated into strategic planning.
Examples:
- “What does this data tell us about our customers’ needs?”
- “How does this development align with our strategic priorities?”
- “What patterns or trends are emerging from this information?”
- “How can we apply these lessons to other areas of our business?”
- “What are the broader implications of this finding for our industry?”
Subjective Questions
Subjective questions address the human element in decision-making, recognizing that emotions, perspectives, and interpersonal dynamics play a significant role. These questions help ensure that decisions are made with a full understanding of their impact on people and relationships.
Examples:
- “What are your personal concerns about this approach?”
- “How do you think our team will react to this change?”
- “What informal feedback have you received from stakeholders?”
- “How do you feel about the direction we are taking?”
- “Who else should we consult to get a comprehensive view?”
Incorporating these different types of questions can help managers and leaders avoid blind spots. Understanding your own questioning style is crucial. Tools like the Leader’s Question Mix (LQM) assessment, developed by Shivali and his colleagues, can help individuals identify their preferred mix of questions and areas for improvement.
Practically, keeping track of the questions you ask and consciously expanding your repertoire can enhance your effectiveness. This approach works at all organizational levels, fostering better team collaboration by recognizing and valuing different questioning styles.
Asking questions in a way that doesn’t put people on the spot is essential. Leaders must be mindful of how they phrase their questions to avoid making others feel threatened. For instance, instead of asking “Why did you do this?”, a leader might ask, “What happened?”
The ability to ask strategic questions is becoming even more critical with the rise of artificial intelligence. Generative AI, which enables conversations with databases, highlights the importance of asking insightful questions to unlock value.
Shivali’s research underscores that asking the right questions can lead to significant business improvements. For example, a leader who doesn’t consider all aspects of a problem might miss critical information, leading to costly mistakes.
One practical way to start asking better questions is to develop a diverse list of questions and consciously use them in meetings. This not only improves decision-making but also builds a culture of curiosity and continuous improvement within the organization.
Mastering the art of asking smarter questions is a powerful tool for leaders navigating today’s complex business environment. It fosters better decision-making, innovation, and team collaboration, ultimately leading to more successful outcomes.
